An orgainisation is based on the management’s philosophy, values, vision and goals. Theses objectives drive the orgainisation, the culture of the orgainisation has an impact on the type of leadership, communication and departmental dynamics. Staff should be aware of this and use it to base their work ethics and motivation on. The outcome should then be job satisfaction nad growth for the individual team members as well as the team as a whole. A leader needs to adapt to situations and use techniques that are inclusive in order to avoid conflict and aids decision-making.
Trust is a key component in business world, particularly because supervisor and management do not hire, nor keep in employment those that they do not trust. Unfortunately, because of this, the violation of trust is an occurrence that many companies are susceptible to. By keeping up with employees and understanding their personal life to some extent, without breaching privacy, management can adjust their views of an employee, giving the proper access involve with their job tasks. Supervisor should require
Leaders are responsible for the ultimate outcome even if they are not performing the everyday tasks. Leaders determine how to use resources including people. These decisions and process create the organizational structure to meet goals. In most large organization like Best Buy, it is necessary for employee roles to be clear and include their responsibilities and who their managers are. It is also important to remember responsibilities belong to a role and not to a person.
Transformational Theory Transformational Theory is a leadership style applied where the leader act as changing agents in the organization which the leader itself want to change and transform the organization to become better. The leader also try to develop role and commitment to the employee toward the achievement of the organization goal. This leadership style rarely applied in the organization because most of the organization just want to maintain the current practice unless for the organization that started want to transform to become big organization. There are four elements of transformational leadership which are: a) Develop and communicate a strategic vision The leader develop new strategies and challenging vision toward the achievement of the organizational goal. The vision must be what we expect the organization in the future and then discuss together with the employee to give them clear image what they have to achieve with the new vision and strategies of the organization goal.
The staff are given freedom and has the full power of making decisions, which could result in poor quality of work done and chaotic organisational workflow. According to Leadership Styles (2016) laissez faire leadership should be avoided if the staff has a lot of insecurities and if the manager or leader does not understand the specific roles he or she has to play. Iqbal, Anwar and Haiden (2015:4) highlighted that laissez-faire and participative leadership style share common
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.
This poses a major barrier when those in positions of newly earned superiority are faced with making a choice that could have an effect on all parties in the business. It may even occur in instances where an individual is faced with discrimination. This is where the writer suggests that our development of courage plays a pertinent role. It allows us to muscle up a sense of bravery and confidence in the course of action we decide to take while having little to no regard for the perception of our onlookers. An area that ties into decision making in business ethics is whether that decision will be beneficial to all those who have a vested substantial interest in the outcome.
This could generate into a disconnected organization as a particular department may not act on the need of another department. Heads of organizations may want to exercise authority over workers in a bid to control their actions by introducing rigid procedures to curb unproductive activities that employees may want to engage in, creating a system of delay and long process, obtaining information and necessary logistics for a department. This is due to how management for instance perceives the efficiency of its employees and their ability to manage things left at their
This can result in rules, boundaries and standards changing as influenced by team members. While this may work well in some cases, it could lead to greed and/or selfish motives instead of corporate focus. Organic structures lack any authoritative structure this can lead to unproductive directives, with low urgency or immediate direction. This in-turn effects the organisations drive to meet customer demand, fix issues in their product, or drive to expand the business. Organic organisations can also suffer from ineffective leadership, due to the fact that employees can feel like they are part of the leadership.
As much as company managers face a lot of burden in their works, it is better to get along with some of the issues that we might face along that might hinder the success capability. First, precise decision making which via voting to ascertain on matters pertaining the company, this is much better as an individual is not the one that makes decision on behalf of the whole organization, he voting are acquired after shares are divided such that each share is a one count vote. Secondly, there is unbiased structure as CEO’s and managers cannot make decision for their own self-gain but for the company, (Michael &Andrew, 2001). This means that the top level managers and the executives are not basically the owners as they are differentiated from those who own the company’s daily operation from stock