Unexpected Generation Change Influencing the Change in Management Style Case Ränssin Kievari

• Main Author: Heikkala, Mari
• Other Authors: Laurea-ammattikorkeakoulu
• Format: Bachelor Thesis
• Language: English
• Published: Laurea-ammattikorkeakoulu 2011
• Subjects: sukupolvenvaihdos; johtaminen; johtajuus; yritykset; matkailuala; perheyritykset; Generation change; autocratic leadership model; situational leadership model; management; fi=Matkailu|sv=Turism|en=Tourism|; Matkailun koulutusohjelma; kuikka
• Online Access: http://www.theseus.fi/handle/10024/30391

This thesis studies the effects of an unexpected generation change in the changing of managerial styles of a chosen case company. The study presents two chosen managerial styles based on the findings within the case company interview, the autocratic leadership style and the situational leadership model, their characteristics and benefits and disadvantages. Further, this thesis studies the characteristics of a generation change, its definitions and key elements. The case company, Ränssin Kievari, is a small family owned hospitality enterprise in Kuikka, Central Finland. The company has undergone an unexpected generation change in 2010, when the entrepreneur passed away suddenly, leaving the responsibility for the successor. The aim of this study was to research the management style of the successor and her operative decisions since the unexpected generation change happened, and how the unexpected generation change as a whole has influenced the everyday operations within the enterprise. Further, the influence of the past management style on the operative side of the enterprise and on the current management style was studied through the conducted themed interview. The starting point for this thesis was to study the occurred change in management style through the study questions, “How has this situation (unexpected generation change) affected the managing of the enterprise?” and “Which style is better for this enterprise?” The study was conducted via themed interview and its results were compared with the theoretical framework presented in this study. The results indicated that the management style has changed from autocratic style towards situational leadership style, suggesting that this change has had effect both on the operation-al side of the enterprise, as well as to the successor’s decision-making processes. Regarding the operational side and future development of the business operations, the acquired results also suggest that the situational leadership model is more suitable for the enterprise. ...