Transactional leaders encourage their team to achieve targets according to prewritten plans while transformational leaders Inspires people to do the unexpected and go beyond themselves to solves problems, regardless of plans (Babou, 2008). There is no right or wrong way of leadership styles. Many organizations are different in their own way. Some may require stricter rules and then you have some companies where they move more fluid and have room for improvising. It’s also depends on the chain of command and the employees to determine the appropriate leadership style.
Analyse how leadership and management theories. There are a number of different ‘types’ of leadership and management styles used within our large organisation. There are 2 main theories of motivation and management that were developed in the 1960s by Douglas Mcgregor known as Theory X and Theory Y. Within this theory there are 2 general assumptions of how team members are motivated. Theory X is quite rigid in strong supervision and reprimands, where the workers are mainly interested in the wage at the end of the month, whereas the Y Theory is more about the team members having job satisfaction and complete tasks without direct supervision.
Those that are recurring actions are what managers and leaders integrally do within their firms some of which does far better than others. Using Organisational Assessments While seeking improvement for the Organisational performance, it is very supportive for conducting assessments on regular basis for current Organisational performance. Charges may be systematic, explicit and planned or implicit and unplanned. Better assessments for conducting effective management change by using tools like comprehensive questionnaires, diagnostic models (using the models and referring or recognising them), SWOT analysis etc. besides comparison with the outcome to several ‘best practices’ or industry standards.
This paper will be looking at the role of a Marketing Director understanding the biases in others. According to Bazerman & Moore, (2013, p. 223), “the task of evaluating the decisions of others is fundamentally different from the task of auditing your own decisions.” I have learned while taking this “Judgement in Managerial Decision Making,” class that my unconscious bias influences the way I make decisions and, perhaps more importantly, leads to collective or societal awareness agreements about how I behave or what I believe. This has substantial implications when it comes to decision making in leadership. As a leader, unconscious bias impacts in many ways the decision that I will make while being in a leadership role. Whereby understanding
Commitment and Trust Trust is the foundation of every good relationship and helps to create a healthy work environment. According to Heathfield (2002), trust is the necessary precursor to the following: • Feeling able to rely upon another person • Cooperating as a group • Taking thoughtful risks • Experiencing believable communication Once trust is established, it enables the work and communication more effective. They will be committed to compromise and work towards the share goals. Hence, managers have a better opportunity to accomplish the company’s goals. Figure 2 Trust Equation The company could build trust through: • Form teams to solve real work issues and improve the real work processes • Regular team meetings to review project, progress or concern • Team building activities In addition, the company should encourage mutual respect among each other.
However, a psychologist Fred Fiedler introduced the contingency model of leadership in mid-1960, which states a leader's effectiveness is based on the situation. (Fiedler, 1964, p. 152). 2. Fielder Contingency theory According to the Fielder (1964, p.153) , he pointed out that there is no best leadership style but a leader's effectiveness is based on a situation. In other words, a situation can reflect a leader's ability to lead.
During this process a gap analysis is performed to examine areas of discrepancies and improvement which adds on to the qualitative nature of the process. This feedback process is very helpful when it is used for various purposes whether developmental or administrative for the benefit of the employees and the organization as well. The 360-degree system works effectively in organizations that believe in high performing cultures that support open and honest feedback. It benefits employees who feel comfortable with the system and believe they will be rated fairly and honestly because of the open and honest feedback (Aguinis,
Unlike unemployment, low rate recruiting process tends to become more difficult. 2) There are many benefits of implementing diversity within organization and some of the three benefits are: Reputation: Customer would like to do business with companies that have a diversified workforce with different nationalities employees, because it shows that this company is very caring in taking consideration in hiring many professionals with different nationalities. And once the company does so its reputation becomes stronger and better. Customer now a days make decisions based on a reputation of company diversity Recruitment: Diversity can really benefit recruitment in term of Enhancing retention, Facilitating recruitment and becoming an employer of
`For the purpose of this assignment I have chosen to compare and contrast the contribution of Frederick Winslow Taylor (1856-1915) and Henri Fayol (1841-1925) to the field of management. I will outline the similarities and differences between Taylor and Fayol and then conclude and elaborate on how these two theorists’ work influenced the world of management both in the past and at the present moment. Frederick Winslow Taylor born in focused his theories heavily on the scientific method, finding the ‘one best way’ to manage a firm and its personnel, (Kanigel 1999). Taylor focused on the operative level, he believed that the application of scientific methods from the bottom of the industrial hierarchy upwards was the key to success. Taylor