There is usually a low staff morale, meaning poor performance and high staff turnover. Also, the team may feel anger and resentfulness from being ordered about, meaning an authoritarian style of leadership may not be effective. An authoritarian style is slightly similar to a democratic leadership style as the leader maintains control. It is also similar to transactional style as it is a direct approach. This style is the opposite to laissez-faire where the leader trusts the
1. How would you define “Frozen Preferences” and what is the impact of this concept on strategy formulation, alternative analysis and recommendation? • Managers don’t like to make major strategic changes once decisions have been made (except in the case of overwhelming evidence) as they will look unprepared and ineffective and their creditability is damaged • Frozen preferences o Management has made a decision and over time analysis shows that their decision may not be the best choice o However they feel compelled to maintain their current strategy even if it is not the best course of action. • As management preferences becomes a larger part of the organization (personnel changes, budgets etc), it becomes more and more difficult to change direction. o A tendency to avoid reversing changes even if it was not the best choice o In reality, past expenditures are sunk costs and the organization should use a clean slate to look at new choices, but to the manager, this will come at great personal loss.
Employees often see change as threatening. What are some of the sources of resistance to change, and what can you as a manager do to overcome that resistance? I think that most people resist change at some point in time and that it may take other people longer to adapt to changes than others, and some may not adapt at all. I think most people prefer stability and tend to avoid situations that increase stress levels or put themselves at risk. People resist change for several reasons.
Though this organization was successful, they were not successful enough to be in the stuck state they were in. The growth of the Levon Corporation should have been the primary focus of everyone in the company especially the management team. Even though bringing the project management consultant in to outline to the management team the importance of project management functionality was stubbornly agreed upon it proved to be the first and most important step in the company’s change process. The employees will feel their opinions are suggestions are valued as a result of the management team taking the time to hear out the consultant. The apprehension of the management team is understood because that is the culture; however, once the functionality is implemented and the management team sees the growth and positive change, the company will be more adapt to change.
PAD 515 Week 3 Discussion Carver is missing some very basic values and attitudes. He is missing being considerate, respectful, fair, cooperativeness. The changes that Carver needs to make are numerous. The changes will be difficult for him to sustain, as they are not his “style”, but change can be achieved, as with anything, if he works on his values and attitudes. It will more than likely take his subordinates and co-workers even longer to trust that he has changed and that he will adhere to his new found values and attitudes.
Using the theories discussed in Chapters 1-4, explain why you chose that response. In this scenario I feel that shaping is the best response. Listo Systems has a good vision and mission statement but they have left the staff and leadership out of them. They need to be brought back into the organization to make
My reasoning is because most don’t understand me, and they take my demeanor as cockiness. Cockiness can turn people off instantly. There is a saying that first impression is a lasting impression. Communication is vital and needed to get things accomplished. Lack of communications means lack of progression.
This is based on the assumption that making tough choices means, making choices that are unethical. It takes courage to make unpopular decisions that reflect ethical values, and those people who stand up for ethics are often alone in the crowd. When companies fail to talk about values, you lose a valuable opportunity to build and reinforce your ethical culture. It may be difficult, but the rewards far exceed the costs. 3.
On the other hand, if he is placed on the defensive, he is unlikely to come up with effective strategies. In fact, he will be under severe pressure, resulting in tension and even disunity within his rank-and-file. While proactiveness is well understood in military warfare, it tends to be easily over-looked in the context of business. More of-ten than not, many companies tend to adopt a "follower" strategy. To begin with, they hope that by following, they can reduce the risks involved.
Different Types of Leadership for Project Management The types of leadership or leadership styles are considered as the possible success factors for project managers. It is a skill being ignored in training as it is not easy to measure the leadership style of a person in the situations of training. The behaviour of leadership can be considered as autocratic, democratic, and bureaucratic while being dependent on the situation (Nixon, et al., 2012). The following leadership styles are common in the domain of project management: • Autocratic: The manager of a project is expected to make the decisions while dominating the team members. This approach results in the passive resistance from the members of teams while requiring the consistent pressure as well as direction from the leader for getting things done.