IV. SITUATIONAL LEADERSHIP THEORY What is situational leadership theory? Situational leadership theories in organizationl are a type of leadership theory, leadership style, and leadership model that presumes that different leadership styles are better in different situations, and that leaders must be flexible enough to adapt their style to the situation they are in. A good situational leader is one who can quickly change leadership styles as the situation changes. Most of us attempt to do this in our dealings with people: we try not to get angry with a new employee, and we remind forgetful people.
These spokespersons will receive an effective brief earlier to beginning their transferal. Giving the public and private sectors, a brief explanation of what went wrong and the steps necessary to contain the situation will help to maintain calm and control of panic. Not everyone is going to want to lend a helping hand, therefore the organization must utilize the volunteers that they have. The most common challenge that the company faces is language obstacles. The corporation should make arrangements so that they have an interpreter for all the main languages, so the message can be delivered to
Leadership is about coping with change; therefore, it is essential to get people to believe the message (p.90). Managers organize while leaders motivate and inspire others. More and more, major changes are necessary to survive and compete in today’s society. With that said, the real challenge is to combine strong leadership and strong management and use each to balance the other (p. 86). References Kotter, John P. (2001, December).
It is important for organizational leaders to identify and use a model for transformation that will help their organizations survive and flourish in the next century and beyond. Short-Term Change Model Kotter’s Strategic Eight-Step Model: 1) Change means uncertainty about what the future looks like. Uncertainly makes people uncomfortable. Furthermore, people tend to mistrust things about which they are uncertain. That is why people avoid change.
It should focus on results and find the underlying cause of the problem to resolve this from excelling over time. Carefully make sure that they are not getting in over their heads and take smaller steps before jumping into to something that can ruin them. By the company, admitting nationally any fault of their own this will help to gain the public trust once again. By informing investors and consumers of this wrongdoing, this is the first step to fixing the problem at hand. Making sure that all involved in this wrongdoing are reprimanded for their actions and noting that to investors and the public.
. Positive and Negative Results “Growth at Stein, Bodello & Associates, Inc.” According to the case of Stein, Bodello, and Associates; it was determined the organization should implement a performance and development plan, such as role profiles. In the beginning, Stein and Bodello performed all functions of the business, however, as the firm grew they gradually had to give up various activities (Cohen 2000 p2). However, it seemed that Stein and Bodello did not know how to established roles to line managers then to the subordinates of the organization. Once Stein and Bodello establish specific roles in the organization, the morale, productivity, and efficiency of the organization will increase.
Understanding Recruitment and Selection of New Staff in the Workplace (8600-315) AC 1.1: Staysure’s Policies and Procedures Once the need was clear the Senior Business Analyst then organised a number of discussions to understand the policies and procedures in Staysure which should be used to recruit into the organisation. Staysure does not have a specified recruitment policy although some are being developed now, but a number of policies have recently been identified (these are still in development) which would facilitate the process, these include The Employment and Recruitment policy, which details the core principles the recruiting manager is expected to abide by to protect Staysure and its customers, being fair to candidates, relying on facts not opinion, validate information and ensuring relevance to the post being filled it also details the checks that should be conducted as part of an application to confirm eligibility to work in the UK, minimise fraud, risks of theft and misuse of facilities. The Induction and Probation Policy which covers the process, expectations and any assessments required once an offer of employment has been made to the various levels of employees being recruited for was also highlighted. All policies include the various roles and their respective responsibilities at the relevant stages of the process. Please see Appendix one for existing (to be signed off) Induction review flow chart.
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.
The scorecard was implemented to tackle these issues. First a company, when making any changes, should explain to the employees the importance of the changes being made. This way, even if the employees don’t agree with the changes, they will have some sense as to why the changes are needed. Employees also need to understand their role in the changes and what the changes mean for their individual positions. Many employees could feel their position in the company is actually being
They don't know how to manage the dispute. Most of the problems can be prevented if they come to know how to get along with the hourly people. First we need to make sure that employees are not dissatisfied with their work culture. Foremen should be educated how to treat hourly employees. Then they can be motivated.