Students are required to write a critical 2000 word report on a management issue or potential management issue which they identify in the Case Study: Wow: (Out of) Sight and Sound (sourced from the...

8
The Ethical Issue of Managing Leadership in WOW Sight and Sound
    Name
    Course
    Date
    Instructor
Introduction
     The basic objective of this report is to analyze the management issues of WOW Sight and Sound and how it could affect the overall leadership functioning of the company in a positive way. As per the operational requirement of business in WOW, it needs to have an integrated approach in terms of dealing with the issues overall. For example, it requires implementing the new leadership theories so that the roles and responsibilities given to the management are carried out well in the light of some strongly structured responsibility based leadership attributes. It is significant to note here that good leadership is one of the primary components that help in the development of the foundational goals of sustaining business aptitude in the international markets—the context can be taken to the modern trend of global expansion as well as the process through which, positive social engagement is ensured by the company administration. The main objective is to achieve the quality leadership style implemented into the core of business culture of WOW Sight and Sound so that the company may excel in performing well. Secondly, the adherence to the ideal style of management can be done by following some of the role models in the same business. This following up will set up the platform of evolution in the future.
Problem Statement
    A general observation of the problem with the Queensland based retailer, WOW Sight and Sound is related to couple of facts at first. The Australian company had a pitiable state of retailing its business into the market especially with the concerned customers or more like scared visitors to the stores of the company. Initially, the company showed great promises by opening up more than ten retailing stores in the various regions of Queensland but it did not work out well for the company in the absence of string retaining network. The mark of excellence was touched when the company could hit 500 employees hired and 15 stores opened by the end of 2010; it was the first milestone achieved by the company. However, the expansion of retaining network brought forward several hidden challenges with it and the real issues began emerging by the year 2012. The poor team of leader in retail led the company to reach to the level of insolvency and later on, under the so called guidance of Hudson Ferrier, the management of debts obliged to the company grew bigger by the time progressed. Some of the major stakeholders of the company at that time were the loyal investors who had perceived that new business venture—like the investment done in the property business—were not fair enough due to the lack of workforce that company had. Still, the administration decided to invest in the real estate business in 2010, endangering the WOW Sight and Sound assets at stake. It was the failure of maintaining the fluidic nature of capital which is one of the major factors that the strong leadership holds positively.
    Moreover, in spite of having low fund availability, the co-founders of the company declared openly in media that the WOW Sight and Sound was going to take up other business venture, a dram project of the company. It forced the company to move assets into various dimensions of unwanted business at that time. The results were obvious; the company had to give up the other owned businesses very soon under the receivership because the company was not able to carry out the financial goals of the same. It was the poor decision of the management not to keep the strongest assets safe and move in business with all safety measures intact.
    Further, when the company went through...