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  • Case Study

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    Sahil
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    This is the case study of Rolling plains golf club which highlights the leadership issues in today's organizations.

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    Case study

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    This is the case study of Rolling plains golf club which highlights the leadership issues in today's organizations.

    Авторское право:

    © All Rights Reserved
    Скачайте в формате PDF или читайте онлайн в Scribd
    Отметить как неприемлемый контент
    10 просмотров3 страницы

    Case Study

    Загружено:

    Sahil
    This is the case study of Rolling plains golf club which highlights the leadership issues in today's organizations.

    Авторское право:

    © All Rights Reserved
    Скачайте в формате PDF или читайте онлайн в Scribd
    Отметить как неприемлемый контент
    из 3
    M9 ing plains\, “oe tT Rolling Plains Golf Club is a sports and entertainment complex attached toa golf course. The bulk ofits substantial revenue comes from electronic gaming machines and the sales of drinks and food. Ik is situated in a popular and expanding tourist area, and has enjoyed continuous growth since it opened in 1986. The club expects greater competition for the gambling dollar in the next few years. At the same time it expects its convivial family-club appeal to continue as a strong, positive influence on its business. The club is owned by its members who elect eight directors every two years. The CEO, Mick, is accountable to the board of directors. Mick has seen the club grow from its inception as a small, one room organisa- tion to a multi-million dollar business. He is due to retire within the next two years and is grooming assistant manager Ronnie for the CEO role. The directors, however, intend to advertise the position. Ronnie has wide experience in the hospitality industry and aspires to be CEO. In recent years he has been responsible for marketing the club and organising entertainment. He has many sound ideas that would further market and develop the club, but is frustrated because Mick is rarely willing to take up his ideas, Mick lets it be known that he runs the club and makes the decisions. The ors and staff accept this because of Mick's standing in the organisation over many years. According to Ronnie, “Mick gets away with being an old schoolmaster. That's ot the trouble. The trouble is thar the organisation has grown but not the management. We need some strategic planning from management?” Ronnie carries out his tasks conscientiously, but frequently makes personal

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