Precisely how this is carried out can significantly affect the outcome. Furthermore, when leaders offer the right rewards that is reward that are valued, fair, and in line with what they can deliver like reward power is effective. In addition, being true to one’s word and using rewards in a non-manipulative fashion is also essential. The over use reward power by a leader may drive followers to view the relationship in purely transactional terms (JRP & Raven 1959). For example in Yahoo’s leader case study is, “One platform Yahoo utilizes to reward and recognize its employees is a program known as Yahoo Bravo.
Consequently, inadequate feedback may be the result of an employee fearing his or her manager may read the review and retaliate or may misunderstand the purpose of the 360 system and provide incorrect answers. According to Mello (2015), the 360 degree feedback can
Theoritical Framework The researcher adapted the theory of Burns where leaders and followers engage in a mutual process of raising one another to higher levels motivation. This raised the bar by appealing to higher ideals and values of followers. This encourages people to collaborate and work as a team. Below is the illustration of transformational leadership theory that explains that if leaders have these characteristics or behaviour and able to convince the people in the organization, success would be possible. With these perspectives, a leader must possess necessary traits or character to influence others to run the organization or the unit effectively.
It will impact the two organizational structures, cultures and compensation systems, which could generate issues. In order to keep the issues minimal many different tools can be implemented to control employee stress, such as keeping the employees informed. In order to inform the employee’s information must be shared internally. This can be done in many different way by taking advantage of current technology. To determine how the merger is going an evaluation process will need to be implemented.
It indentifies how an individual behaves in the given circumstances. It also helps in knowing whether the leader is kind of cooperative person or he believes in dictating terms upon its subordinates. The theory also puts light upon how the behaviors of the leaders differ in different kind of situations, and how it helps in improving their performance. The theory indicates that those leaders who use different behaviors in their decision making process becomes the successful leaders. Kurt Lewin, during 1930’s, introduced a framework for defining the behaviors of the leaders.
This theory is applied in current days to make new role models that both have positive and negative traits, meaning that the concept of being Godlike has disappeared. As Slater and Bennis state, "given the coup de grace to another force that has retarded democratization - the 'great man' who with brilliance and farsightedness could preside with dictatorial powers as the head of a growing organisation." (Kirkpatrick and Locke, 1991: pp. 48). However, the Great Man theory has developed into trait theory in the early 20th century, implying that leaders have different traits than non-leaders (Kirkpatrick and Locke, 1991: pp.
When a organization or business lacks in communication skills it can create personal conflicts, missed deadlines, incorrect goal assumptions and contribute to employee turnover. Really effective communication will establishes trust, helps act on risks and opportunities, and promotes productivity. Language barriers are important to address because messages can easily be misconstrued. A worker may pretend to understand a directive when they really don’t if they are embarrassed or frustrated with the language problem. I can personally upon and as well as my co-workers.
When group solidarity is high, a meta-norm emerges where group members reward those who punish deviance. She proposes that individuals reward someone who sanctions as they do not want to risk losing the relationship. If they fail to reward, and another group member chooses to do so, the punisher is likely to switch loyalty in the future. Exchange is more profitable in cohesive groups and member would prefer other members to be well-off in order to maximise benefits through trade. Cohesion increases the rewards given to those who punish deviance and therefore incentivises members to sanction, continuing the maintenance of the social norm.
Likewise, if there is no evident set of working responsibilities and appraisal standards, then supervisors can utilize their carefulness to accord evaluations in view of individual judgements. Moreover, when the procedure is not led constantly then there are high odds of blunders and inclination. As indicated above, when there is deficient training, then performance evaluation can be utilized as an instrument of threat, badgering, power or authority, in this manner stagnating employee’s development and declining the value of the performance appraisal procedure (Roberts,
Improvement, based on result from suggestion and feedback from upgrade will determine if this system works and things should be optimized. From this point, any further problems should be eliminated. In order to be in control, close monitoring by management is essential. Feedbacks from employees, how the system is working for them and what can be improved. The problem with DMAIC is if any steps were skipped then the results may be inaccurate or create bigger problems.
When change occurs the employees have difficulty of letting go of the status qou. Change can alter the normal routine of the workplace hence creating chaos. Organizational change can aid in improving the image of the organization, promoting efficiency and improve on the competitiveness of the organization (Schein, 2004). The manager can function as a trainer by helping the members of the organization to learn how to utilize the data to be used to promote development. He or she can help the members of n organization to acquire a new set of skills to help solve future problems of the organization.