DOES LEADERSHIP MAKE A DIFFERENCE TO THE ORGANISATIONAL PERFORMANCE? “Leadership is a process by which an executive imaginatively directs guides and influences the work of others in choosing and attaining specified goals by mediating between the individuals and the organization in such a manner that both will obtain maximum satisfaction.” -Theo Haimann Leadership is an extensive subject of research for various organizations. It is sometimes closely related to management. However, management and leadership are very different from each other. Management works IN a system, leadership works ON the system.
When talking about employee discipline there are two schools of thought. The punitive approach and the nonpunitive approach and each have distinct impact on employees. The punitive approach I would dare say is more of a traditional approach on discipline. The definition of punitive approach is, "Punitive discipline in the workplace
Abstract: Organizational culture is a system of philosophies, ideologies, values, assumptions, beliefs, attitude and expectation that knit the organization together and shared by its employees. It reflects characteristics of an organization which differentiates one from another, ranging from internal policies, public relation and customer service. Organizational culture influences day to day activities of an employee. It is closely related to its brand image, while reinforcing and informing others. Culture is created by founder’s values and beliefs or due to critical incidents which took place in the organization.
personal values/why organization) As per recent researches; the company culture is made of organizational culture & culture diversity. Organization culture represent a perception the organization’s members hold in common. This is called a dominant culture. Still we could find a subculture within an organization. Usually it will be created to reflect a common problem or experience.
According to Wagner (1995), organizational culture has a strong impact on employees’ behavior and attitudes. Given the dynamics of culture and human behavior, studying how employees commit themselves to their organization has become essential in the context of management, and there are a few research reports. For example, Lok and Crawford’s (2001) study showed the significant impact of organizational culture on the commitment of employees. Deal and Kennedy (1982) also recommended that organization culture affects the commitment of employees within the organization, and the strength of organizational commitment is associated with the strength of organizational culture. That is, organizational culture could play an important role in enhancing commitments and improving performance of employees.
Background Organizational culture is described by Robbins & Coulter  as the shared values, beliefs, or perceptions held by employees within an organization or organizational unit. Because organizational culture reflects the values, beliefs and behavioral norms that are used by employees in an organization to give meaning to the situations that they encounter, it can influence the attitudes and behavior of the staff . Understanding the organization’s core values can prevent possible internal conflict . In other management fields, empirical research of organizational culture has involved the functionalist perspective, providing impressive evidence of the role of organizational culture in improving performance .The pervasiveness of
It influences how employee behave in the organizations. These shared values have a strong influence on the the employees in the company. It controls how they behave, dress up and do their job. Every organization will try to devlope its own unique culture. This list down the guidelines for the how the employees should do and carry themselves.
Employee oriented vs. work oriented. This part of the organizational lifestyle is most identified with the management thinking per se (?). In specially worker-arranged firms, workers sense that individual issues are considered and that the organization assumes liability for the welfare of its employees, regardless of the possibility that this a part of cost. In exceptionally work-arranged firms, there is overwhelming weight to accomplish the task regardless of the possibility that this is the disadvantage for employees. 7.
In a macro viewpoint, top-down and bottom-up project governance are both required to project implementation, in other words, the success of project deliverables reply on positive executive board outcomes as well as subordinate body effectiveness. Therefore the scheduled staff training and reward system setting is necessary to arouse employee motivation. Moreover, the entire CATA4 acts focus on the way of changing business project, neglecting leadership and stakeholder relatively. This study attempts to analyze appropriate leadership style and stakeholder engagement, whereas the relationship between the leadership and organizational culture is undefined. Further, the managerial implication to CATA4 comes from SLM, which diagnoses leadership weaknesses within CATA4.
Different organizations have their own distinctive cultures. Through tradition, history and structure, organizations build up their own culture. Culture shapes employee’s attitudes, values, motivation, and performance (Lather, Puskas, Singh & Gupta, 2010). Culture works as lens through which employees see organizational expectations and obligations. Organizational culture affects company’s financial performance (Kotter & Heskett, 1992) and also is critical in attracting and retaining talent, change management, creating energy and momentum, engaging employees, creating synergy between work behavior and organizational goal (Eikenberry, 2010).