Figgie International

2304 words 10 pages
Figgie International

Wong Sai Chung
Student Number: 3173485

Case Study
GSBD6120 – Managing Organisational Change
Due: 20th August 2012

Lecturer and Course Coordinator: John Nolan

Table of Contents

1. Executive Summary…………………………………………………………………………………………….3

2. Introduction…………………………………………………………………………………………………….....4

3. Leadership style of Harry Figgie, The Founder……………………………………………………..4

4. Leadership style of Dr. Figgie, the Successor………………………………………………………..5

5. The failure of the transformational change………………………………………………………….6

6. Recommendations………………………………………………………………………………………………8

7. References…………………………………………………………………………………………………………..9

1. Executive Summary

This case study examined Figgie International’s
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4. Leadership style of Dr. Figgie, the Successor

Dr. Figgie, at the age of 36, was named as vice chairman – technology and strategic planning in a modernization plan that announced by Harry Figgie Junior to create an heir apparent. Dr. Figgie graduated from Medical School and began practicing as an orthopedic surgeon. In the late 1980s, a medical malpractice suit that he was cited for his mistake led to Dr. Figgie’s career change to become president of Clark Reliance Corp., a small family-owned privately held manufacturing company. His personality’s principal psychological function was a mix of Enneagram Type 4: The Individualist & Type 3 The Challenger (Russo Hudson Enneagram Type Indicator RHETI, version 2.5). He looked self-confident, smart, competitive and aggressive. He dressed very informally and not conservative. He lacked experience of Fortune 500 manufacturing company and was disliked by many Figgie executives. When he led radical and transformational change in Figgie International, he did not communicate it well to the employees. He even purchased $40 million of machinery without consulting the managers who would use them.

5. The failure of the transformational change

Dr. Figgie formed the Valdez Team to launch the modernization drive. The team was made up of two outside change agents, Thomas Lawson and Craig Giffi from Deloitte & Touche, and Larry Schwartz & Paul

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