Contingency Theory has various styles of leadership and no two workers are motivated the same way (Lewis, Packard, & Lewis, 2007, p. 278). Based on the interaction on how the supervisor and the employee’s role intertwined with each other it was clear to see that the supervisor assumed and expected certain expectations in the workplace and assumed that along with that the client’s needs would also be met. As we seen the situation play out we also noticed the lack of motivation to practice the token system with the clients coming from the employees’ point of view. The challenge there was that competency and practice of the method were not being held to the same standard as the supervisors’ vision. If the supervisor has a strong sense of that method and knowledge of it, the employees were not reflexing the same in this example.
Motivating staff is no easy task for managers. To produce a high level of performance and productivity, managers are obligated to focus their attention on motivating their employees. Every employee is motivated in a different way. This paper discusses
It also has the disadvantage that employees become dependant on their leader. Persuasive management style involves the manager sharing some characteristics with that of an autocratic manager. The most important aspect of a persuasive manager is that they maintain control over the entire decision making process. The most prominent difference here is that the persuasive manager will spend more time working with their subordinates in order to try to convince them of the benefits of the decisions they have made. A persuasive manager is more aware of the employees but it would be incorrect to say that the style of management is more inclusive of employees.
However, when it comes to management positions I believe that Tanglewood should first look at their internal associates. Typically, those associates already know the culture of the business and the mission of the company. Core or Flexible Workforce: I don’t recommend the use of flexible workforce for Tanglewood. I say that because having a rotating schedule of associates like that doesn’t maintain the consistency that the company needs. Each person that comes in will have a different view on the business.
------------------------------------------------- It is important to firstly define what the difference is between management and leadership. The biggest difference between managers and leaders is the way they motivate people to follow them. Managers have a position given to them by the company. Their subordinates work for them to complete tasks and in turn manage situations as they occur. Leaders on the other hand do not have subordinates when they are leading.
When put in situations that there are no direct orders given, an employee will try to behave the way the manger that they respect would. The downside to this type of power is that it takes time to build the respect and trust between employee and manager, and across different cultures this type of power may not translate. Expert power is power used to direct someone based on the knowledge the superior possesses. During tax time, employees (or even managers) will default to following orders from the accountant because the accountant will have greater knowledge about the financial matters. This type of power generally works well until the expert shares their knowledge, thus making the subordinate
The commands come from the boss and are passed down to the second in command to put in effect the commands. Each person has their position in the corporation and are enlisted grounded on the skill level (Abadinsky, 2007). The chain of command is one of the key procedures of the corporation. Every individual need to comprehend the pecking order to carry out the order given without difficulty. When the organization has gotten to a magnitude that obliges more individuals suitable to carry out the expectancies the operations creates typical guidelines and protocols.
This is very difficult because in order for the team to feel as equally passionate about the common goal, the manager must communicate the goal in a way that makes each employee feel they are doing their part individually to achieve the common goal. The same goal cannot be communicated to the IT staff in the same way that it is communicated to the operations staff. Each subset of teams has a separate objective all leading to a common goal. Knowing when and how to deal with employees who are performing low is also pertinent as a general manager. Ultimately the general manager wants to have a great team.
“Thinking about Leadership” by Thomas Cronin According to Thomas Cronin, there is a big difference between being a manager and a leader, “managers do things the right way, while leaders are more concerned with doing the right thing” (27). Throughout his article he provides numerous characteristics to define a leader along with many examples of past time leaders also examples of how a true leader would handle certain situations. A leader knows who they are; they select and solve priority problems, have a sense of humor, are skilled mediators, show signs of integrity and possess brains and breadth. Becoming or being a continuous leader is not an easy task, it really takes a special type of person. In summation, Thomas Cronin wanted the reader to understand that anyone can be a leader; leadership is not restricted to just the government.
Unity of command This principle requires each element of an organization to be under one boss. No one in the project organization should have more than one boss to whom he or she is accountable. This helps prevent conflicting orders and instructions. However, this principle is purposely violated in a matrix environment (to be discussed later), which is typical for large projects where project team members get directions from project managers and their home base functional managers. This principle is often violated when an individual attempts to meet the conflicting requirements of various staff functions in addition to those of a direct supervisor for project tasks.