Nevertheless, could be really unsocial and unsustainable when it has to work in stable situation, because mainly his peers and subordinates they will not accept or tolerate that style for long periods of time. According to Amok his style could be title as Directive and Pacetting, which means that entails command and control behavior that at times became coercive. It also involves leading by example and personal heroics. The advantages of these styles are that it fuels innovation, productivity and growth but on the other side ultimately could erode organizational performance, demolishing trust and undermine morale. This type of style can be observd in Alex when he mention that he had been hired to shake up the product team and launch the product quickly.
Five Year Development Plan For the past seven years, have been working as a sales/marketing representative and a senior sales analyst. During this period, I have been exposed to the top to bottom, bottom to top functions necessary to effectively and efficiently run the entire sales department. This five-year career plan is the result of my experience and expertise in sales. This five year career plan is designed to help me develop skills and to prepare me to assume a sales management position anytime. Furthermore, this five-year plan is very much an individual and personal plan, and is designed to facilitate not only my career growth, development and advancement, but as a person.
However, it may lead staff to feel unappreciated and angry. This style can also prevent staff from developing their own initiative. Communications can break down and in the long run the employees can lose their drive for the job. The democratic leader encourages people to be part of the decision making process. The leader is still in control, however, this leadership style allows others to use their personal experiences and expertise to help the team.
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.
So, even when something changes for the better, it takes energy to accept it. To me, change seems to be a valid fear that goes over looked because it happens every day. Change is natural and expected, whether it be for the better or the worse. Although we fear change, people do not resist all change. People will resist the changes which they think or suspect will make them worse off.
Toxic work environments are on the rise in our country today because of the lack of motivation and positive moral when it comes to upper management. It is important to recognize the warning signs of a toxic work environment. You should first realize that your environment is not a reflection of who you actually are. The decline in self esteem and motivation can hinder on anyone. Your work can certainly be affected, as well as your attitude.
These barriers are a result of ineffective communication. Effective communication can be seen as the bloodline through a change process. Without it, you risk failure to your change initiative.My first step after discovering employee’s resistance towards organizational change management led me to the exploration of causes of resistance which have been thought
Kent’s situation does consist of several ethical dilemmas as his accomplishments since joining Dura- Stick have been mediocre at best and he fears that his time at Dura-Stick might be limited unless he starts closing big accounts such as the project proposed from Spray-On. Bruce is also faced with the knowledge that there is a certain level of expectations placed upon him and his organisation as Spray-On has certain criteria’s that must be met for the ‘new project’. However, Kent accepted the project even thought Dura-Stick would be unable to meet the criteria that Spray-On desires. This ethical dilemma has arisen because Kent is conflicted by his morals and his sense
Peter is more focused on completing the tasks more than satisfying his employees. Peter’s leadership style can also be described as coercive, do what I tell you, style. He demands his employees to do what he tells them to do. According to Handy’s ‘trust-control dilemma’, those who use autocratic style are assumed to have little trust in their employees and as a result, control them more (Organisations and Behaviour, 2010, p.178). Peter might also be under the influence of Theory X where he assumes that every employee does not like work and will avoid doing anything unless they are pushed, controlled and coerced.
People typically avoid situations that upset order, threaten their self-interests, increase stress or involve risk. When faced with changes to the status quo, people usually resist initially. The resistance continues and, in some cases increases, until they are able to recognize the benefits of change and perceive the gains to be worth more than the risk or threats to their self-interests. People resist change due to the fundamental human objection to having the will of others imposed upon them. Poor communication/consultations from the change initiators- The staff