Authoritative/Traditional managementsystems focus on goals and objectives that the senior managementof the company establishes.

Contingency Plan is a course of action designed to help an organization respond effectively to a significant future event or situation that may or may not happen. ... Contingency planning is a component of business continuity, disaster recovery and risk management.

Democratic Leadership/Management is which the leader follows the will of the people, or at least the majority of the people, with decision often made through voting.

Human relations models stress the camaraderie needed to motivate workers to achieve and produce. Managers need to focus on team building to foster an atmosphere of cooperation. A starting point is not only adopting a manager's open door policy but also being a frequent presence on the work floor. This encourages staff who witness your sharing in the responsibilities and showing interest in daily processes.

Human resource management(HRM) The process of hiring and developing employees so that they become more valuable to the organization. ...Examplesof core qualities ofHR managementare extensive knowledge of the industry, leadership, and effective negotiation skills. Formerly called personnel management.

Laissez-Faire leadership style in which the team makes the decision with little input from the leader.

Transformationalmanagement is sometimes call quiet leadership. Leaders are the ones that lead byexample. Their style tends to use rapport, inspiration, or empathy to engage followers. They are known to possess courage, confidence, and the willingness to make sacrifices for the greater good.

Situational Leadership requires leaders to examine task behavior, relationship behavior and level of maturity/readiness of the followers to select the most effective communication style

Scenarios:

1.Founder Howard Shultz was impressed with espresso bars in Milan and decided to create a shop where a sense of community was as important as the coffee. The resulting phenomenon of Starbucks is testament to the fact that influencing the customer's perception of your organization can be as important as what you sell. Many times, organizational transformation involves intangibles. This is an example of:

2.After decades as the airline industry's example of growth and profitability, Southwest Airlines hit a rough spot in 2009. It had hedged against rising oil prices by buying reserves, then oil prices plummeted, leaving the company with losses in the hundreds of millions of dollars. The company responded by transforming itself into a business-class airline, teaming up with other airlines to offer low fares and expanding its service to include overseas flights. This is an example of:

3.Google, ranked fourth in the Forbes list of Best Companies to work for in 2010, is another innovative company that strays far from the suit and tie, formal business model. Although Google is a large, international company, the business incorporates teamwork and small groups into its offices to make the work atmosphere feel more like a friendly, small company. Google is similar to Zappos in promoting creativity and a unique work environment. Some Google offices allow dogs, scooters and bicycles within the offices. Other employee perks include healthy eating cafes, foosball tables, laptops everywhere, video games, gyms, sharing cubes, lava lamps and massage chairs. This is an example of:

4.Zappos began as an online shoe retailer and has since expanded to include clothes of all types, with a wide range of brands and prices. Zappos prides itself on its unique, customer service-centered approach to business. The company requires new hires from all departments to go through a month of customer service training, including working in the 24-hour call center. Zappos was ranked the sixth-best company to work for in 2010 by "Forbes" magazine. The company prides itself on its unique culture and benefits, with off-the-wall decor, themed dress-up days, free meals and snacks daily in the cafeteria, a nap room, juice bar, dessert room and free health care. This is an example of:

5.Charm City Cakes is a Baltimore-based bakery business started and run by Duff Goldman, host of the Food Network show "Ace of Cakes." Duff is a musician and admits he runs a business that does not follow traditional business rules in a 2007 interview with Entrepreneur.com. Duff hired his friends to work in his bakery and had no formal training in business, he states. Duff shows his appreciation for his employees by giving them two months of paid vacation each year. Duff also forked over $10,000 he won from a Food Network contest to rent a house in Mexico and fly all bakery employees down for a week of vacation with him. This is an example of:

6.Mr. Lampert (CEO Sears Holding) has been merciless in his tenacity to manage every detail at Sears.Daily morning phone calls with staff, and ridiculously tight controls that eliminate decision making by anyone other than the top officers.Additionally, every decision by the officers was questioned again and again by the Chairman.Explanations took precedent over action as micro-management ate up management's time, rather than trying to run a successful company.While store employees and low- to mid-level managers could see competition - both traditional and on-line - eating away at Sears customers and core sales, they were helpless to do anything about it.Instead they were forced to follow orders given by people completely out of touch with retail trends and customer needs.Whatever chance Sears and Kmart had to grow against intense competition was lost by the Chairman's need to micro-manage. This is an example of:

7.In 2010, several mechanical failures in Toyota automobiles led the auto maker famous for quality to recall nearly nine million cars worldwide. In addition, poor handling of the issue in the public eye has damaged the automaker's brand reputation and caused sales to decline to their lowest point in more than a decade. Toyota's problems are not the result of a single individual making an isolated mistake, but rather due to a companywide series of mistakes that are all related to each other. So many corporate functions were involved, including customer service, government relations, vendor management and PR, that one cannot help but attribute the crash of Toyota to systemic management failure. This is an example of:

8.A waitress at Hooters had a brain tumor removed, which meant her head lacked hair. Rather than allowing her to work with a hat (as, she claims, she was promised prior to the surgery), her manager said she had to wear a wig. Since Hooter's claims their restaurant sells not only food but "sexuality" they argue that a waitress's appearance is critical to the restaurant's mission. She's suing the restaurant for disability discrimination, whichan employment attorney stated her disability suit is a long shot. "Just because Hooters acted insensitively, however, does not mean that it acted illegally. Because the waitress' tumor was benign, and she doesn't appear to have ongoing problems, it shouldn't be counted as a disability. This is an example of:

9.A reporter forCNN filed suit with the Equal Opportunity Employment Commission(EEOC) because, he states Time Warner allows paid leave for biological and adoptive mothers, but only provides paid leave for adoptive fathers. No laws require companies to give paid leave to anyone, male or female for the birth or adoption of a child, but they are required to give up to 12 weeks off, unpaid, under FMLA. This is an example of:

10. Warren Buffet, the CEO of Berkshire Hathaway - a holding company, has a vision for his team, and he challenges them to create, plan and execute their own strategy to follow in order to add a new company to its portfolio. However, at one point Mr. Buffet realizes that changing the course the team is headed might yield better results for the company. Nevertheless, Mr. Buffet does not intervene. This is an example of:

11. Former CEO of Ford Motor Company, Allan Mulally, prior to joining the Ford Motor Co., was the President and CEO of Boeing Commercial Airlines.In his 37 years at Boeing, Mulally was the lead designer, engineer, and leader who developed the 787 Dreamliner which is considered the most complex, technologically sophisticated and fuel-efficient jet every made.When Mulally was asked to join the Ford Motor Co. as CEO, the company was facing a rapidly deteriorating financial crisis.The company needed a new plan with quick results to avoid looming bankruptcy.Though one could argue that Mulally was also relationship-focused, he was called upon for his task-focused leadership in which heestablished a plan, developed structure for how work was to be accomplished, defined expected behaviors, and tied operational targets to profitable growth.Everything that contributed to, delayed, or cost the company profitable growth was measured using a color-coded system - green for projects going well on the plan, yellow for areas that needed attention, and red for those items that needed urgent resolution.This approach resulted in a quick turnaround in Ford Motor Company's financial performance earning them a reputable brand reputation recognized today as #10 on Fortune's 500.This is an example of:

12. General Dwight Eisenhower was appointed Supreme Allied Commander during WWII and went on to become the 34^th president of the United States. However, e . "While that title might seem to imply unlimited authority, he worked extremely hard to hold together a diverse coalition. Powerful Allied politicians often had conflicting goals and strong ideas about military plans. Ike made these men feel heard even when their views were unrealistic. Ike also preferred discussing issues with his staff rather than simply barking orders. Never afraid to take blame, he once said, "leadership consists of nothing but taking responsibility for everything that goes wrong and giving your subordinates credit for everything that goes well." (Forbes, 2019). This is an example of: