– The manager relies on control; the leader inspires trust. Managers are organisers who focus on operations. His function is operational. Manager coordinates people and processes, the utilisation of human and material resources to achieve and organisation’s objectives. Managers of an organisation manage: themselves, people and relationships, policies and procedures, environments, financial and physical resources, information and technology, ideas, operations and processes.
Organizational cultures also can be created and maintained by the organizations managers, leaders or supervisors. Organizational culture is a common understanding shared among a group of individuals, and a certain type of behavioral patters within the organization that causes employees to interact in a certain manner with one another. Citigroup’s organizational culture has an effect on employee’s performance level, productivity, customer services, and behavior. The current organizational culture of Citigroup mainly has been determined by what has been working in the past for the organization to remain successful. With Citigroup’s organizational culture it has guided employees toward the behaviors and attitudes that have put the company at risk.
* Reflect on the dynamic of the interaction between themselves and those using services. * Develop their own interpersonal skills. * Use their intellectual capabilities to form professional judgements, decisions and plans. It is believed that a whole system approach is necessary for the delivery of effective supervision with senior managers engaged in establishing the supervision culture and expressing this through a clear policy statement which includes a clear commitment to delivering effective supervision throughout the organisation. An important part of this approach is ongoing development opportunities for supervisors and regular opportunities for them to reflect on their practice.
E.g. Jack Welch, Steven Jobs Transactional leadership • Clarify the role and task requirements of subordinates • Initiate structure • Provide appropriate rewards • Display consideration for subordinates • Meet the social needs of subordinates 2. What are the two sets of behaviors that can be learned as an effective leader? • Task orientated behaviors: assigning employees to specific tasks, clarifying their work duties and procedures, ensuring that they follow the company rules, and pushing them to reach their performance
Learning Outcome 1: Understand the organisation’s ethical and value-based approach to leadership 1.1) Evaluate the impact of the organisation’s culture and values on leadership Types of organisational culture Culture refers to the type of values that the organisation has. It is concerned with what is seen to be important. The organisational culture influences the way people behave towards one another and it also affects the management style of the organisation, i.e. whether people believe they can participate and influence situations inside the organisation, and the approach adopted to both customers and suppliers. Within different areas of an organisation we may find that different cultures operate.
C. improve the performance of people. D. improve the quality of overall work life. 4) Which of the following statements about the management of organizational culture is NOT correct? A. dictate rules from the top of the organization. B. corporate culture can be managed by directly modifying the observable culture, shared values, and common assumptions that deal with issues of external adaptation.
The organizational behavior model is a study on how individuals, groups, and structure interact with each other and the impacts they pose. The focus of this model is how certain actions or situations affect each of the three steps and how they all interweave with each other. It is important for organization to focus on this because it helps them better plan their management of the employees, what polices can be practiced and how they can control the growth of the business by utilizing all their
The actual performance of the employee and manager were then compared to the standard goals and making corrections as needed. The Performance Management System was initiated to serve three purposes, feedback, development, and documentation. These purposes are designed to support employees, appraisers and organizations. One way to make the Performance management system at the company effective is by focusing
1.1 DESCRIBE FACTORS THAT WILL INFLUENCE THE CHOICHE OF A LEADERSHIP STYLES OR BEHAVIOURS IN WORKPLACE SITUATIONS Leadership is defined as a dynamic process in a team whereby one individual influences the others to contribute voluntary to the achievement of team tasks in a given situation. Leadership depends not only on the knowledge, skills, and personality of the leader but also on the task to be achieved, the skills and the motivation of the team, and the environment or situation in which the leader has to operate. Leadership style is a leader's style of providing direction, implementing plans, and motivating people. The situational leadership theory (by Paul Hersey and Ken Blanchard) in 1969 proposes that leadership effectiveness depends on the leader's ability to tailor his or her behavior to the demands of the situation, namely, the subordinate's level of maturity. This theory highlights four different types of leadership behavior based on combining directive and supportive behavior: DIRECTING (high directive, low support), COACHING (high directive, high supporting), SUPPORTING (low directive, high supportive), and DELEGATING (low directive, low supportive).
Conclusion The culture of an organization is the collective behavior of humans who are part of an organization. Culture includes organization values, visions, norms, working language, systems, symbols, beliefs, and habits. • Observable culture refers to the parts of an organization's culture that can be observed, such as a symbolic CEO, a business policy, or even a