Each student is given an individual theory and asked to explain the theory in detail and input his or her personal thought regarding the theory and how it applies to the case study of Alex and Stephanie. The theories discussed are the situation and path-goal leadership and expectancy and reinforcement motivation theories. While these are four of the many theories, these are the four which the writers felt applied to the case study. Keywords: leadership theory, motivation theory Leadership Scenario Leadership and motivation are integral parts of management. The successful observations of management to assess or modify his or her style of motivating and leading is the key to reaching the mission and vision statement of the organization.
How does a leader, lead through change? In today’s world of highly competitive business, change is occurring frequently and organisations need to keep themselves up-to-date with change in order to meet the needs of customers, new developments in technology, globalisation and economic conditions. Managers ought to possess the right skills and abilities to effectively lead the employees and the organisation through a successful change. Kurt Lewin formulated a 3-stage process to assist managers in Leading Change Effectively called the Force Field Analysis Model used in the planning and implement of change and overcoming resistance. The Force Field Analysis Model classifies and analyses factors in order to display all forces reacting to the desired change and to enable the ability to make decisions that will make change acceptable and effective.
Cobham Management Certification Programme ILM Level 3 Award in Leadership and Management Understanding Leadership Styles Factors that Influence Leadership Styles in the workplace There are many factors that influence the choice of leadership style and behaviours that team leaders and managers may decide to use in the workplace but may include factors such as: * The Task – Is it routine or business critical, must a decision be made immediately or is there time to consider the options and the impact on the business? * The Team – What skills and experience are available, are they willing and are they used to making decisions? * History – What has happened in the past and what knowledge do we have? The best managers can adapt their leadership styles appropriate to the situation or task in hand and this may well change during the project’s duration to ensure a successful outcome. The Hersey Blanchard Situational Leadership Theory was created by Dr Paul Hersey and Ken Blanchard in their book “Management of Organizational Behaviour” (Hersey, Blanchard & Johnson 2007).
Provide reasoning. Overall, what seem to be the most important features of a great place to work? What types of front line service providers will these features attract? (2) List all of the companies chosen by members of your team, and for each, identify the target market and positioning of the firm. (3) Choose one of the firms selected by members of your team, and using all of the information you can find, carefully describe its current human resource practices for front line jobs.
Managers have the responsibility and power to make decisions and oversee companies. A leader will be able to think and act creatively in difficult situations. Leadership unlike management cannot be taught, but can be enhanced by mentoring or coaching. Hersey and Blanchard 1972, Situational leadership. Hersey and Blanchard believed that a person’s readiness was the situational characteristic that determined the combination of task and a person’s behavior.
Conduct an economic analysis of each supplier’s proposed equipment, probably utilizing the life cycle costing approach. 3. At this point, Sampson now has a general idea about the strengths and weaknesses of each supplier’s proposal. Before going further, it would be a good idea to talk with several randomly selected customers (buyers of similar equipment) of each of the suppliers to get a reading on their perceptions of the suppliers’ respective performances. 4.
Lussier and Achua (2004; as cited by Caldwell, Hayes, & Long, 2010) define leadership as “the process of influencing leaders and followers to achieve organizational objectives through change” (p. 5). This translates to mean that the leader must have the ability to make decisions that will be beneficial for the organization and not promote their own self-interest. Their decisions will impact many different stakeholders such as the company, venders, customers, economy and themselves. In order for the leader to be effective in making decisions they must have specific skills. These specific skills include project management, technical expertise, cognitive, and interpersonal (Yukl, 2006).
Contingency plans typically are developed during the analysis of the strengths and weaknesses of a proposed business strategy (Adams, 2013). Both strategic controls and contingency plans are necessary because a company’s internal and external environment are constantly developing and changing. Without either a company cannot appropriately respond to normal changes and events or any unexpected and potentially catastrophic events. Objectives Ocwen’s grand strategy is to obtain a competitive advantage through market growth. The company’s objectives include continuing to secure sustainable growth through acquisitions and then attain successful integration of those acquisitions.
There is, however, a difference between management and leadership. Which is more effective for efficient and effective supply management? First of all the Purchasing or Materials Management division of a company must align its objective to the organization’s objective. Supply Management professionals must be involved from the start in the development of the company’s business plan to represent the customers’ potential issues. Also, any changes to the business plan will need supply management’s assistance to implement the changes successfully.
Executive Summary The following paper is an analysis of participative and directive leadership styles in relation to performance in in organizations. The views of different authors are explored and analysed for their strengths and weaknesses. Findings on strengths include empowerment and innovation when applying participative leadership, and channelling people towards a same direction for autocratic leadership. Findings on weaknesses include lack of experience when making decisions for directive leadership and difficulty to reach consensus for participative leadership. Under the theories discussed it is assumed that managers have the ability to choose the right kind of leadership under any situation.