Gallo – Bartles & Jaymes
...(1st trait) Not mentioned “farmer of heart”, so is probably high in extraversion
Negative affectivity (2nd trait) Cannot be quoted from the case, but he might be high on neg. affectivity, because he has to be very critical with himself, since he is the only (!!) one in charge
Not mentioned
Agreeableness
(3rd trait) Is doesn’t have to get along with people, because it’s a kind of dictatorship (everyone has to respond to him) Gets along well with his son and his son in law (→ high on agreeableness)
Conscientiousness (4th trait) More high than low (has to be careful with his decisions and takes is job seriously Not mentioned
Openness to experience (5th trait) Probably low, because he is very conservative He is teaching his son and his son in law (that’s kind of an experience)
Additional information:
Marketing, distribution, final decision making, planning, Wine making
Chairman of board President
Older one Younger one
Demanding/driving Technical skill
Wants to keep everything secret. Human skill (because of sons)
Internal locus of control
Need for power
Need for achievement
Leadership:
- coercive power might be used (assumption)
- initiating power (work has to get done)
- Fiedler’s contingency model: (best to apply)
o leader-member relations: probably low (no information)
o Task structure: low
o Position power: high
LEVELS OF MANAGEMENT
CEO’s: 1. Ernest (ruling company)
2. Julio (overseeing wine making)
top/middle managers: 1. loyal senior managers (running divisions)
2. toplevel executives (no power)
first-line managers: “teamleaders”
Role/Functions/Styles:
Julio: - role: direct supervisor
- type of role (Mintzberg): interpersonal →leader: Julio provides example to employees by working in the fields; gives direct commands and order (overseeing...
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