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LEADERSHIP
According to Charles Fombrun (1984), leadership is a complex process of encouraging
people to achieve predefined goals and objectives. Also he added that The whole history of
mankind has always revolved around a goal of leadership. He continued his thesis by
explaining that people in the twentieth century were more interested in leadership and that
leadership theories were based on qualities that differentiated leaders from followers,
Successive theories were based on variables that included skill level and situational factors.
MOTIVATION
The word motivation is derived from a Latin word "motivus" which means a moving cause
and a process of activation of the psychological motive of an individual. Since the 1940s
several theories based on motivation have been evoked in the studies on Individual motivation
and team motivation. Several researchers like Vroom's (1964) with his theory based on
intrinsic and extrinsic motivation, as well as Herzberg (1959) and Maslow (1943) with their
theories based on psychologic need have contributed to the evolution of the theory of
motivation and Its contribution to the world of business and its impact on employee
productivity.
MANAGEMENT THEORY
The notion of management was born in the late 1960s in the United States. It is definitely like
an art, which allows people to get things done. It is known as a transactional theory that is
centered on organizational roles also on performance and supervision. According to Bernard
Girard "management is not an art of invention, no more execution". It makes it possible to
govern an organization, it is the responsibility of all its members but mainly of the
management.
Its goal is to propose the solution and answers during the period of crisis in an organization.
Also the management when it is well structured in an organization ensures its success and its
perenity. Management is increasingly linked to leadership because a good leader must be a
good manager.
Evoke all these theories are important because in the following case study we will be led to
use them and apply them in order to find adequate solutions to solve the different problems
that will be highlighted.

SEKA STRIVANE 3
ZANGA is a small town that houses a Municipal Orchestra (ZMO) which is operated by the
opera structure of the city. In this orchestra most musicians are amateurs, people who are not
experts but who love to play in the group with the aim of gaining experience, also the
majority of them are members of (ZMO) since many years. ZMO is like a family the
members of the group over the years have linked fraternal relations, this friendly working
atmosphere was on the one hand reinforced by the director Mr (Charle Badot) who let each
member work at his own pace, Without pressure, he trusted on his team, did not push them
beyond their limits, he watched over the well-being of everyone. With this way of proceeding
each musician had total freedom on his way of working and his own technique to master the
compositions. Indeed the director was much appreciated because he was very patient with the
members of the orchestra, and shared decison making power, every musician was evolve in
the process.
Recently, given the health problem the director Mr (Charle Badot) left (the OMZ). After his
early departure the structure of the opera judged good to recruit a new leader who will
succeed in a definitive way the former leader, The new recruit is Mr Carlos Perez a young
talented of Spanish origin.
He was very motivated and ambitious its primary objective is to win the annual competition
of orchestras that until then has never been won by (ZMO). He also wants the musical group
to benefit from a subsidy that will allow him to renew their music equipment. To achieve his
goal he decided to reorganize and restructure the orchestra troupe. For this fact it deemed it
advisable to raise the level of expertise of the musicians by recruiting young graduates of the
musical academy and also by doubling rehearsal hours.
Carlos believes that all these changes will be beneficial and will draw the motivation and
quality of the work from the rest of the troupe to the top. Also he plans to increase the level of
difficulty of the compositions by including programs of famous composers that are difficult to
interpret and still unknown to all.
This new reform did not delight the "old" and many of them decided to resign, and others are
demotivated and do not hesitate to sabotage the rehearsals. This new framework is painful,
which means that rehearsals do not proceed. This new situation divided the troop into two
clans:
- Young musicians freshly recruited who approve the ambitious program of Carlos PEREZ
- The elders who feel humiliated, insulted and therefore who do not recognize themselves in
the program.

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SEKA STRIVANE 5
HOLACRATY
DELEGATION
Mr Charle Badot is a good man, he knows the potential of his team and also his limits, he
perefere gives them a total freedom concerning their style of learning because he knows that
every musician at his own pace of work. What mattered to him was the final result, that is to
say whatever style the musicians used to learn the compositions, what mattered to him was
the result. On the basis of his way of directing it was perceived that there was no hierachic
structure in the musical group, the director did not use his powers of manager to compel the
group to execute tasks. Also we can say that we are in a kind of holacratic management
because the decision-making in the musical group does not come from the director, but rather
from the whole group, all the members of the group are involved in the decision-making with
regard to Concerns musical compositions, rehearsals and interpretation. In this style of
management there is no leader, so Mr Charle gave the possibility to the musician to create
their own artworks , in short it encouraged the creative spirit and gave the possibility to the
musicians to express Their talent freely without constraint.
EMPLOYEES MOOD
- Happy
- Teamwork
- Familly notion
- Motivated
- Confidence
- Creativity thinking
- Peaceful framework

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POOR
COMMUNICATION
INFLEXIBILITY ON MANAGEMENT
Mr Carlos is a young graduate embitous and motivated, it comes with good intentions which
are to enhance the level of expertise of the musical group. But how is it done? Mr Carlos is
not good communicator, he does not become familiar with the musical group, does not weave
of link with them, he wants to impose its laws and rules (doubling the hours of repitions)
obviously seeing its way of Management we can say that his leadership style is autocratic. He
does not take into account the opinion of his group, although his ententions are good but as as
a new director he need to try to understand how the musical group works before talking about
change .
Also the fact to recruit new young musicians to help the former group to improve and
enhance the level of expertise of the group was misunderstood because he dind’t take time to
infom them; This was taken as a challenge and misinterpreted by the former group, they
insulted. We think that in addition to using the authocratic style Mr Carlos is not empathic
(does not seek to know, to understand the motivations to become familiar, it does not put in
the place of others) It acts based on its convictions , But often our convictions are not
enougth.
EMPLOYEES MOOD
- Fustration of old members
- low levels of motivation
- Conflictual work aera
- Worry less about task compteting
- No teamwork
- lack of involvement
main areas of conflict

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LEWIN KURT developed in 1951 the Force Field Analysis in the aim to help all organisation
to plan and implement change management progroms.
We will use this diagram to assess the faisability of change, based on the result we will get,
we can conclude if the change will be possible or not. For change we choose (increase ZMO
musicians performance) because we thing that the final aim of Mr CARLOS PEREZ when he
decided to reorganize the group and set new goals was to increase the group performance,
also without a performed musician group he can’t achieve objectives.
Driving Forces - Positive
reasons
Driving
Forces
Score
INCREASE OMZ
MUSICIANS
PERFORMANCE
Restraining Forces - negative
reasons
Restraining
Forces Score
Willingness to win concourd 5/5 Loss of creativity 3/5
New equipements 4/5 Lack of understanding the new
proposed change
3/5
Make the pride of zanga 4/5 Loss of autonomy 4/5
Need to increase
competitiveness
3/5 Lack of adaptation and cope new
objectives
3/5
New director/New objective 4/5 Cost of change ( more repetition) 4/5
Be the best musical group 4/5 Fear to be command by youngers 3/5

SEKA STRIVANE 8
Driving Forces Total Score 24/30 Restraining Forces Total Score 18/30
As we can see from the table above the final scores are not close driving forces got more than
restraining forces, it means that Mr Carlos Perez can easily implement the change in the
group, but of course he need to follow the differents steps of our actions plan to succeed. Also
he need to pay attention about the restrain forces that are high score on 5 for exemple (loss of
autonomy and cost of change) because they can always impact musicians behave.
Source: PETER DRUCKER/MANAGEMENT BY OBJECTIVES (MBO)

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ACTION 1 : SET CORPORATE OBJECTIVE
MR CARLOS MUST FIRSTLY FIX THE OBJECTIVE OF THE MUSICAL GROUP WITH
THE PARTICIPATION OF MUSICIANS WHO ARE:
- Win the annual competition
- Benefit from the grant
To achieve its main goal he also need to
- Explain the why of the objectives
- The sacrifices that the musicians will be led to make to reach them
- As well as the contributions of change
Mr CARLOS PEREZ must explain in the first place why he wants to make the changes within
the group, why he wants to restructure it, around a meeting and at the same time present the
objective of the musical group to his whole to facilitate the Understanding of challenges they
will face.
- ACTION 2 : SET AND ALIGN EMPLOYEES OBJECTIVE
This stage is the most important because it directly concerns musicians and the tasks they will
be led to perform . But how can Mr. CARLOS succeed in getting the old musicians to his
cause? For this fact he needs to:
- Create time exchange between both clan
- Establish a climate favorable to dialogue, for example during the rehearsal break
The establishment of dialogue between the two clans that have been created will allow each
one to express himself and the team to progress towards a single goal.
After having established a favorable climate Mr Carlos could with musicians set their
objectives as well as the tasks that will accomplish.

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ACTION 3 : MONITOR PERFORMANCE
In this stage the director will ask the musician to design a person they judge responsible to
supervise their work , the rehearsals and ensure all the musicians are At the same level as
regards the learning of the compositions.
The role of the responsible will be important because it will help the director in his task, the
assurance of the balance between the new and old. He will also control the performance of his
teammates before the big rehearsals, help them to progress when necessary is.
ACTION 4 : EVALUATE PERFORMANCE
- Verification check list
Each musician must have a checklist with tasks to perform. We can therefore evaluate the
performance of the musician according to the level of the tasks achieved.
ACTION 5 : REWARD EMPLOYEE
- Flexible Hours
Gives musicians the opportunity to have (personal time) in which they will work on their
own composition, appealing to their creativity.

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To conclude we will use the pyramid of maslow to show how the musicians will behave if all
the actions that we proposed are followed:
Referring to the pyramid of maslow we can say that the musicians had a need of belonging
and self esteem. Indeed with the new musicians who had been recruiting the elders felt left,
ignored, rejected from the musical group, they felted that the new director were more
interested in the new ones than they , they no longer had confidence in And doubted their
about competence. They needed recognition, to feel part of this new family that had just been
created.
To conclude the musicians should arrive at the stage of self-actualization, for that all the
actions we have propose must be followed to ensure a cohesion in the group also a peaceful
working environment and to acheive all the objectives that have been set.

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https://storify.com/CLAU88HOTMAIL/maslow-s-hierarchy-of-needs
https://fr.slideshare.net/SakirShourav/assignment-on-organizational-behavior-case-study
http://wps.prenhall.com/wps/media/objects/126/129348/IM/IMChap02.pdf
https://fr.slideshare.net/SakirShourav/assignment-on-organizational-behavior-case-study
http://study.com/academy/lesson/business-case-study-organizational-behavior-at-hyundai.html
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http://wps.prenhall.com/wps/media/objects/126/129348/IM/IMChap02.pdf
http://www.pateo.com/art6pf.html
https://en.wikipedia.org/wiki/Management_by_objectives
http://www.questions-de-management.com/peter-drucker-le-fondateur-du-management-par-les-
objectifs/
http://communicationtheory.org/management-by-objectives-drucker/