1) Bill Gates and his well-known co

1) Bill Gates and his well-known company Microsoft, has been a leader of industry since its inception in 1975. Gates was notorious for the demands he put on his employees. Meritocracy was the hallmark of his leadership style where achievers are rewarded fairly for their contributions. Microsoft hires only the highly qualified and smartest 5%. In fact the qualification for managers at Microsoft is that they are expert in their particular field. Management and social skills are of little importance.
According to Mouton and Blake, Bill Gates style of Management is mainly a concern for production of products for projects. Setting up autonomous teams to delve into new areas of the information technologies, working toward a personal computer on every desktop. Bill Gates is a true cyber tycoon. He uses an autocratic style of leadership, is charismatic, assertive, and authoritative, and yet allows autonomy for his skilled management staff. Bill has demanding standards, which push his team to realize his set goals and personal vision. Microsoft only hires the brightest, and most talented individuals. Microsoft offers compensatory salaries to keep competitive advantage.
Desire to beat out competitors. Constantly stays ahead of competitors. He set up a team of expert managers who shared his vision and whom he could rely upon.
Bill insisted on micro managing in the early years that was prescriptive in nature. Fiedler style best describes Bill Gates leadership. Later in his carrier he may have lessened his grip and moved a little more toward a Laissez-faire style as he gained trust in the quality group he put together.
Task managing was significant, in the early years. In describing his Mouton leadership style, I would say he is Authority-Compliance Management – High results/low people. Produce or Parish. (7, 9), might be the correct description, using the Mouton Managerial grid for Bill Gates managing and leadership style.

2) Larry Page of Google has had amazing success following his vision while having a healthy disregard for the impossible. Looking head on at the possibility of failure and using that fear for taking risk, is actually a big part of his leadership style. Having courage to fail is a foundation for Google’s success. To organize the worlds information is a core task of the Google team. Gaining leverage through innovation is the core philosophy and goal of Mr. Page and Google. Leadership through motivation of his workforce is central to the Page success story. His Laissez-faire leadership style is evidenced by his delegation of authority to capable experts and by maximizing the leadership qualities of staff. He gives his managers and staff wide latitude in carrying out their responsibilities.
Page expects his employees to create products and services that are 10 times better than the competition. He also believes whatever problem that can be imagined, can be solved to deliver freedom of speech and a free flow of information.
Google excels at exploring the very edges of what’s technically possible by rethinking problems entirely while having fun in the process. This satisfaction or enjoyment is core philosophy at Google. Partnership, and caring about the welfare of the employees is paramount.
For these reasons, I would place Mr. Page on the Mouton managerial grid, at (9, 9). Team leadership – High production/high people. Excited workforce creates amazing work.
If all you do is make small changes to existing things to stay ahead of the competition, all you get is incremental improvement. Incremental improvement is obsolete over time.

3) William Clay Ford Jr., along with the help of employees, using the consumer driven Six Sigma Process, has transformed the management and leadership style at Ford Motor Company. Although TQM (Total Quality Management) has been at the core for the leadership methodology at Ford for many years, probably since Henry Ford began the company, Six Sigma is the project management methodology of choice these days. Through customer quality satisfaction surveys, Ford built upon TQM to satisfy its need for quality along with meeting customer driven needs. Using the DMAIC process, (define, measure, analyze, improve, & control) the Companies Quality Operating System or (QOS) has become crucial for identifying and correcting problems. They believe a quality product that meets customer’s needs translates into financial success. This requires input from all employees by seeking their expertise and consumer feedback as well. This participative decision-making, or democratic style of leadership empowers employees to have a strong hand in managing organizations. This has worked well for Ford.
Ford’s vision to decidedly become the technological leader, incorporating new and (greener) technologies to their products and moving it forward, has transformed the company since taking on the role of executive chairmen of Ford Motor Company in 2001, stepping down in 2006.
A strong management development process within Ford is primary. This makes legitimate, the formal power of managers, within the employee culture of the company. Leadership is change and it appears Ford has been able to lead the way toward moving forward by manage through trust, persuasion and integrity, forming strategies, utilizing the talent and vision of its employees. Ford has done this by improving the leadership quality and development abilities at Ford by adopting the Six Sigma management concept. Ford is innovative in how it took this quality management tool, generally used for products, and applied it to the service sector as well.
Considering the Mouton grid, we could easily say that Ford uses Team Management (7, 9). Characterized by high people and task focus. This is evidenced by Ford’s commitment to employees as well as to product quality. “Ford Has a Better Idea”.
While I personally prefer the Participative/democratic style of leadership, I believe Google’s Larry Page has a vision of technology, which should be shared freely for the welfare of all with the free sharing of information. Maybe I appreciate what his vision is rather than what his management style is. Either way, he has found an effective and successful way of running his company and can easily be admired.

ผลลัพธ์ (อังกฤษ) 2:

1) Bill Gates and his well-known company Microsoft, has been a leader of industry since its inception in 1975. Gates was notorious for the demands he put on his employees. Meritocracy was the hallmark of his leadership style where achievers are rewarded fairly for their contributions. Microsoft hires only the highly qualified and smartest 5%. In fact the qualification for managers at Microsoft is that they are expert in their particular field. Management and Skills are of social importance Little.
According to Mouton and Blake, Bill Gates style of Management is mainly a Concern for Production of products for Projects. Setting up autonomous teams to delve into new areas of the information technologies, working toward a personal computer on every desktop. Bill Gates is a true cyber tycoon. He uses an autocratic style of leadership, is charismatic, assertive, and authoritative, and yet allows autonomy for his skilled management staff. Bill has demanding standards, which push his team to realize his set goals and personal vision. Microsoft only hires the brightest, and most talented individuals. Microsoft compensatory offers competitive salaries to Keep Advantage.
Desire to Beat out competitors. Constantly stays ahead of competitors. He SET up a Team of Expert Managers Who Shared Vision and whom He could rely upon his.
Bill insisted on Managing Micro Early in the years that was Prescriptive in Nature. Fiedler style best describes Bill Gates leadership. Carrier later in his May He have lessened his Grip and moved a Little More Laissez-faire style toward a Trust in the quality Group As He gained He Put Together.
Task Managing was significant, in the Early years. In describing his Mouton leadership style, I would say he is Authority-Compliance Management - High results / low people. Produce or Parish. (7, 9), Might be the Correct Description, Bill Gates using the Mouton Managerial Grid for Managing and Leadership style. 2) Larry Page of Google has had following his Amazing Success Having a Healthy Vision while disregard for the Impossible. Looking head on at the possibility of failure and using that fear for taking risk, is actually a big part of his leadership style. Having courage to fail is a foundation for Google's success. To organize the worlds information is a core task of the Google team. Gaining leverage through innovation is the core philosophy and goal of Mr. Page and Google. Leadership through motivation of his workforce is central to the Page success story. His Laissez-faire leadership style is evidenced by his delegation of authority to capable experts and by maximizing the leadership qualities of staff. He gives his Managers and staff in carrying out their responsibilities Wide Latitude. Page expects his employees to create products that are 10 times better and Services than the competition. He also believes that whatever Problem Can be imagined, Can be Solved to Deliver Freedom of Speech and a free Flow of information. Google excels at exploring the very edges of What's technically possible by entirely rethinking problems while Having fun in the Process. This satisfaction or enjoyment is core philosophy at Google. Partnership, and caring About the Welfare of the employees is Paramount. For these Reasons, I would Place Mouton managerial Mr. Page on the Grid, at (9, 9). Team leadership - High production / high people. Excited workforce creates Amazing Work. If all You do is Make Small changes to Stay Ahead of the existing Things to competition, all You Get Improvement is incremental. Improvement is incremental obsolete over time. 3) William Clay Ford Jr., Along with the help of employees, using the Consumer Driven Six Sigma Process, Management and Leadership style has transformed the Ford Motor Company at. Although TQM (Total Quality Management) has been at the core for the leadership methodology at Ford for many years, probably since Henry Ford began the company, Six Sigma is the project management methodology of choice these days. Through customer quality satisfaction surveys, Ford built upon TQM to satisfy its need for quality along with meeting customer driven needs. Using the DMAIC process, (define, measure, analyze, improve, & control) the Companies Quality Operating System or (QOS) has become crucial for identifying and correcting problems. They believe a quality product that meets customer's needs translates into financial success. This requires input from all employees by seeking their expertise and consumer feedback as well. This participative decision-making, or democratic style of leadership empowers employees to have a strong hand in managing organizations. This has worked well for Ford. Ford's Vision to decidedly become the Technological Leader, incorporating New and (greener) Technologies to their products and Moving it Forward, has transformed the Company since taking on the role of Executive chairmen of Ford Motor Company in 2001,. stepping down in 2006. A strong Management Development Process Within Ford is primary. This makes legitimate, the formal power of managers, within the employee culture of the company. Leadership is change and it appears Ford has been able to lead the way toward moving forward by manage through trust, persuasion and integrity, forming strategies, utilizing the talent and vision of its employees. Ford has done this by improving the leadership quality and development abilities at Ford by adopting the Six Sigma management concept. How it took Ford is innovative in this quality Management Tool, generally used for products, and Applied it to the Service Sector As well. Considering the Mouton Grid, we could easily Say that Ford uses Team Management (7, 9). Characterized by high people and task focus. This is evidenced by Ford's commitment to employees as well as to product quality. "Ford Has a Better Idea". While Personally I prefer the Participative / Democratic style of Leadership, Google's Larry Page I Believe has a Vision of Technology, which should be Shared freely for the Welfare of all free with the Sharing of information. Maybe I appreciate what his vision is rather than what his management style is. Either way, he has found an effective and successful way of running his company and can easily be admired.