Problem and Issue Identification: General Overriding Problem: The case mainly focuses on the challenges of implementing change programs at Simmons. There is resistance to change. (The sources of resistance are derived from both individuals and organization.) Besides the resistance to change, the dominant organizational culture exists within Simmons is not in consistency with the Simmons’ core organizational culture. This inconsistency further hinders the Simmons from implementing change programs smoothly.
I will then go on to look at minimising conflict using a recognised technique and how the adverse effects can be minimised. Causes and Explanation Because there are a variety of personalities within the work place it is inevitable that there will be conflict at some point and this could be for any number of reasons; * Different Personal Values; at some point you may be asked to complete a task that conflicts with your ethical standards. When work conflicts with personal values conflict can arise very quickly and this can be overcome by trying not to ask people to do tasks that you know will cause them distress due to their beliefs/values. * Unpredictable Policies: When rules or policies change within the workplace and those changes are not communicated clearly, confusion and conflict can occur. It is essential to inform people of changes and why these changes are happening as when you are aware of why something is being altered you are much more likely to accept it.
Cliques may form as individuals compete to impose their preferences on the group and to achieve a desired position. Outside demands such as premature performance expectations may create uncomfortable pressures. During the process, membership expectations tend to be clarified and the attention shifts toward obstacles standing in the way of team goals. Individuals during this stage begin to understand each other’s interpersonal styles, and efforts are made to find a way to accomplish the team’s goals while also satisfying everyone’s needs. (book) This stage currently reflects where the group is in relation to the issues Christine is having with Mike.
The formal powers are related to one's position in an organization and can involve coercing, rewarding, or the use of a position of authority (Robbins & Judge, 2009). Coercive power exists due to fear of a negative result if one does not comply (Robbins & Judge, 2009). Maybe they fear that they will be fired if they don't do what the person in power is asking them to do. In an organization, this might affect communication in a major way. Perhaps someone does not agree with the policies the company is putting in place.
It is a fear or anxiety to learning a new behavior that causes resistance to change. (Mcgarry, Cashin, & Fowler, 2012) However, change is a necessity in an organizations ability to move forward, no matter how difficult. So how does a leader enact change and gain the support of their teams? This is a question that every leader faces at some point within their tenor and
Schriesheim, Tepper and Tetrault (1994) regarded this model of leadership might be as problematic. However, Fiedler’s theory suggests that the leaders can concentrate on task oriented or relationship oriented style (Palestini, 2009). Mintzberg (1973, cited by Carmichael, Collins, Emsell, & Haydon, 2011, p.22) suggests that leaders need to have their own internal leadership; a transformational theory relationship of effective leaders are being debated increasingly (Storey, 2011), which help the organisation implement design leadership. This theory deliberately guide the leaders to consecrate on educating themselves and continuing to grow and develop in order to meet the challenges of the changing world under design centred leadership. In general, a number of organisations consider that the knowledge in an organisation is using the metaphor of a funnel.
Over recent years Veolia has issued multiple profit warnings, and there were extensive reports of board room disputes. It could be argued that under this unitary and joint Chairman/ CEO model which Veolia was operating, the internal issues of the Board were having a negative effect the performance of the business and that shareholders interests were being neglected. If the roles of Chairman and CEO were to be separated with a clear distinction between driving the tactical and operational strategy and maintaining its stakeholders interests, it would have helped to create a balance between management and control, the competitive advantage and ‘added value’ of boards contribution, and its involvement in the strategic debate between the Board and
And the marketing division, the manufacturing division and engineering division were hard to communicate to each other. The main problem for this company is the information flow was failed. This is a typical issue for big company that every decision is too far away from each other and there are too many managers. The goal of the new alternative organization designs is to make the information flow flows again. The front/ back organization will combine manufacturing division and engineering division into a new division, called product-based business units, as back-end.
1.1 Duality management This is the major challenge for HR managers to handle the balance between many paradoxes which exist in a transnational company. It is important for a firm to keep its company culture as a whole because different culture can have different impacts to the company. By looking at the Hofstede’s culture model will see that different countries’ culture will have different reactions to the: 1.power distance; 2. Individualism and collectivism; 3.masculinity vs. femininity; 4. uncertainty avoidance and 5. long-term and short-term orientation. Other paradoxes like flexibility vs. stability; consistency vs. adaptability and unitary vs. pluralistic are also important factors which require attention of the HR manager.
Management Concept Literature Review and Report Case application: Radical leadership Table of Contents 1.0 Introduction………………………………………………………..3 2.0 The issue of planning for Semco Group………………………….3 2.1 The arguments of planning proposal………………………….…4 3.0 Conclusion………………………………………………………..7 4.0 Recommendation…………………………………………...…..…7 4.1 Planning proposal solution………………………........……...…..7 References………………………………………………….……..….9 1.0 Introduction This report will investigate a case study of “Radical Leadership” and analyse the major management problem for Semco Group Company. A lack of long-term planning for the business has been identified as a potential problem which will most likely severely threaten the business in the future. It is necessary to address this problem by developing formal long-term strategic plans. Such plans would enable the management to help the Semco Group attain its goals and become more successful (Delmar & Shane, 2003). This report will argue the positive effect of implementing business plans on the performance of Semco Group.