...Behaviour Introduction Effective leadership is recognised as the key to organisational success. Leadership not only plays a vital role in achieving desired organisation goals and objectives but also contribute towards the growth and development of people within the organisation. It is defined as the process of developing new ideas and vision, living by values that support those ideas and vision, influencing followers to live by values and making tough decision as and when required (Bryman, 2013). In simple words, leadership is defined as relationship in which one individual influences the actions and behaviour of other individuals. Motivation is the inner force that influences an individual to achieve desired needs and wants. Influence of leadership behaviour on motivation of individuals within an organisation The prime responsibilities of leaders involve deciding organisational objectives, providing expertise and define standards, select and develop the structure and culture of the organisation with an aim to achieve desired goals and objectives (Adair, 2009). Leadership traits and behaviour plays a very vital role in determining the way leaders perform their roles and responsibilities and the kind of relationship they share with their followers. Leadership being responsible for influencing other’s behaviour and attitude, also plays a significant role in determining the level of motivation of individuals within an organisation (Daft, 2014). Leadership behaviour can be categorised...
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...information and data and is customer orientated. | | Band TwoAdvises on and/or manages HR related issues relating to an individual or a team. Has a clear understanding of the evaluation process and the solutions available. | | Band ThreeLeads a professional area acting as a consultant or partner, addresses key HR challenges at an organisational level for the medium and long-term. | | Band FourLeads and manages a professional area(s) and/or the organisation. Responsible for developing and delivering organisational and HR strategy. | | Professional Areas | The three areas of most interest and value to me are (for definition see over page): | I have this interest because… | I will develop my knowledge in this area in the following ways: | 1 | | | 2 | | | 3 | | | Professional Area | | MSc HRM Modules | 1 | Contemporary Issues in Human Resource ManagementThe aim of this module is to introduce the student to the theory and practice of human resource management and to critically examine contemporary local, national and international issues that impact on the changing role and function of human resource management. | 2 | Managing Change and Organisational LearningThe module aims to develop knowledge and skills with regard to organisational change and the design, delivery and evaluation of learning and development. | 3 | Recruiting and Retaining EmployeesThis module explores recruitment, selection and retention of employees. As such it explores policies...
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...The Evolution of Leadership style of the new generation. In a global study involving 389 leaders from 28 countries, The Centre for Creative Leadership (CCL) found that 83% of the leaders surveyed believe that the definition of effective leadership has changed in the past five years. These changes to leadership styles can be attributed to a combination of issues including a shift in people’s attitudes as well as advances in technology. There is an imperative for leaders of organisations, including HR Managers, to plan ahead and adapt to the movement of these evolving trends to ensure the best outcomes for their organisations. The move has shifted from Authoritarian leaders who believed in top-down management, strict rules and exact orders, to a progression into white collar careers with more individualised thinking and individual ownership over tasks. It was here that participative leadership styles settled in, and this style is now one of the most common leadership styles in contemporary society. Changes in leadership styles can be seen across Asia-Pacific too as a Harvard Business School Professor explains that, “As Asian companies seek access to world capital markets, they will move toward professional managers who will employ leadership styles more akin to those now used in the United States” . The participative style of leadership management is where the group is central to the decision making process, and not the leader alone. The work environment is more flexible and...
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... TABLE OF CONTENTS Executive Summary …………………………………………………………………… iii Introduction ……………………………………………………………………………. 4 Organisation Effectiveness ……………………………………………………………. 5 Team Effectiveness …………………………………………………………………… 6 Management Theories ……………………………………………………………….... 8 Command and Control ………………………………………………………………… 9 Scientific Management ……………………………………………………………….. 10 Bureaucratic Organisation ……………………………………………………………. 11 Subordination to Community ………………………………………………………… 11 Management as a discipline ………………………………………………………….. 12 Conclusion …………………………………………………………………………… 12 References …………………………………………………………………………... 13 Executive summary A professional manager will acknowledge the contribution of team effectiveness to overall organizational success. Teams will often require leaders to ensure delegation and coordination of group activities for a team to attain the desirable results. This paper seeks to establish influence of management theories on a professional manager both at team and organisation level. The management theory adopted by a leader will determine their style of leadership thus their relationship with employees and other key stakeholders. Introduction A team is a small group of workers with complimentary expertise who share common goals whereby group interests precede over individual interest. Teamwork is essential in organisations if they are to meet set goals. However, the issue of establishing collaboration is relative to institutions whereby in...
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...Cost Leadership Type Reserve capacity and Excess Capacity The CL type of player is characterised by economics of capacity. The key point for CL type is to focus on Reserve Capacity . It could be described as “installed capacity” . For example beer producer in Europe design their facilities according to demand in summer even though the demand for beer during winter is lesser. The reserve capacity give sustainable competitive advantage because it allows to increase the production at lesser marginal cost . The reserve capacity could also be described as a condition when marginal cost is decreasing at the increasing rate . Accordingly the excess capacity is a condition when marginal cost is increasing at increasing rate. Short run cost curve: C MES Q The curve describes the short run cost function . The MES point is the Minimum Efficient Scale , the point when is the production is most cost efficient . If the firm produce on the left from that point it has Excess Capacity . If the management focuses on reserve capacity it will reach the effect of LMC = 0 (marginal cost is decreasing at the increasing rate) . The graph bellow presents SAC ( short ran average cost ) curves for multiple sites and LAC ( long run average cost curve . The graphs shows how the utilization of multiple sites can reduce the LAC at the increasing rate. All plants produce at MES point. ...
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...Management and Leadership 3 1.1 Comparison of Effectiveness of different leadership styles in different organizations 3 1.1.1 Autocratic Leadership Style 3 1.1.2 Democratic or Participative Leadership Style 4 1.1.3 Free Rein Leadership Style 4 Table: 1 5 1. 2 The Best Suited Leadership Style in this Scenario 5 1. 3. How Organisational Theory Supports the Practice of Management 5 1.3.1 Classical Theory 5 1.3.2 Neoclassical Theory 6 1.3.3 Contemporary Theory 6 1.4. An Evaluation of Different Approaches to Management Used by Different Organizations 6 1.5. Organisations that Adopt Different Approaches of Management 8 2. Understanding of the Ways of Using Motivational Theories in Organisations 8 2.1 The Impact of Different Leadership Style on Motivation in the Periods of Organizational Change 8 2.2 An Effective Leadership Style Can Help to Achieve Organisational Objectives 8 2.3 Comparison of the Application of Different Motivational Theories within the Workplace 9 2.4 ‘Motivation can Increase Employee’s Performance’- A Justification with Argument 9 2.5 The Usefulness of a Motivation Theory for Managers 9 3. Understanding of the Mechanisms for Developing Effective Teamwork in Organisations 10 3.1 The Nature of Groups and Group Behaviour Within Organisations 10 3.2 An Analysis of the Activities Performed by Different Types of Groups 10 3.3 The Factors that may Promote or Inhibit the Development of Effective Teamwork in Organisations 10 3.3.1...
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...Table of Contents 1.0 Introduction 2.0 Literature review 2.1 Leadership 2.2 Leadership Theories 2.3 Leadership Styles 2.4 Impact of Leadership on Organizations 3.0 Analysis and Findings 4.0 Conclusion References 1.0 Introduction Over the past decades the study of leadership has been carried out by a number of different scholars. The study of leadership has been faced with challenges of a number of definitions. However, these definitions have shown the significance of leadership among a group of individuals, and organisations. Three contemporary views on leadership have been provided by known scholars, such as transactional leadership, transformational leadership, and charismatic leadership views. In the globe today, people witness or work with several leaders with different types of leadership styles in their organisations. However, there are two major leadership theories that define or assume there is a particular personality or behavioural characteristics that leaders share. Leadership has been one of the most discussed and debated topics in social sciences. These debates and discussions have shown how vital and important leadership is regarded. The objective of this paper is to discuss the importance of leadership. The following section would provide a literature review. Thereby defining leadership and its importance, the impact of leadership in organizations. 2.0 Literature review Leadership in the past decades has been one of the most debated and discussed...
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...Organizations: Class, Contemporary and Critical Readings. Thousand Oaks: Sage. Mullins, L. (2011) Management and Organisational Behaviour, 9th ed. Harlow: Prentice Hall. Pugh, D. (1990) Organization Theory, 3rd ed. London: Penguin Books. Other editions available. Pugh, D. and Hickson, D. (1996) Writers on Organizations, 5th ed. London: Penguin Books. Other editions available. Thompson, P. and McHugh, D. (2009) Work Organisations: A Critical Approach, 4th ed. Basingstoke: Palgrave Macmillan. Watson, T. (2011) Sociology, Work and Industry, 6th ed. London and New York: Routledge. Some Relevant Journals in Bangor University 1. Academy of Management Review (AM) 2. Business History Review (Cambridge University Press) 3. British Journal of Industrial Relations (Wiley-Blackwell) 4. British Journal of Management (Wiley-Blackwell) 5. British Journal of Sociology (Wiley-Blackwell) 6. Human Relations (Sage) 7. Human Resource Management Journal (Wiley-Blackwell) 8. International Journal of Human Resource Management (Routledge) 9. Journal of Management Studies (Wiley-Blackwell) 10. New Technology Work and Employment (Wiley-Blackwell) 11. Sociology (Sage) 11. Work, Employment and Society (Sage) Specific weekly reading list Week 1 (September 27) Introduction to Management & Organization Buchanan, D. and Huczynski, A. (2010) Organizational Behaviour, 7th ed. Harlow: Prentice Hall. Chapter 14. Handel, M.J. (2003) The Sociology of Organizations: Class, Contemporary...
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...|Global Marketing Management | |Distributed on: |w/c: Monday 20th February 2012 |Hand in Date: |Please refer to the assignment hand-in schedule | Instructions on Assessment: The aim of this assignment is to provide an opportunity for the critical analysis of a contemporary international marketing issue facing organisations, in order to assess / evaluate the strategic marketing implications of the ‘issue’ for organisations in the development/implementation of their international marketing strategies. Part One The assignment is designed in two equally weighted parts. Select a contemporary international marketing issue for research and analysis. This should be an ‘issue’ that has current relevance and personal interest to form the basis of the study. Notes: The selection should not simply be a broad ‘topic’ or subject area. The ‘issue’ identified must represent a current area of debate regarding international marketing practice, possibly some form of challenge or dilemma which organisations face in developing and implementing their international marketing strategies. As such, the ‘issue’ selected should have been the basis of extensive academic research, so allowing a review of relevant literature to be carried out as part of the assessment task (see below). For example, the student may be interested in consumer demand – this is simply the broad topic...
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...Scholars have contended that Faith Based Organisations or ‘’communities’’ possess outstanding human resources to enable them to objectively treat with sustainability of inner-city residents and communities (Hula et al., 2007). They are regarded as institutions in the cities that are providing valuable services. As such, research on motivation and commitment among volunteers in Faith Based Organisations, in the provision of community service, though fragmented and inconclusive appears to be on the rise ( Lincoln and Mamiya,1990 cited in Hula et al., 2007). Cisneros et al., (1996 cited in Hula et al., 2007) argue that FBOs have tremendous strategic leadership and management resources which may be harnessed in an effort to serve communities. Volunteers among congregations seem to be motivated and commited to organisations where they distribute and are involved in healthcare, mentoring/tutoring, educational assistance, clothing, housing/shelter, food and substance abuse programmes (Wineburgh et al., 1992 cited in Hula et al., 2007). Therefore, the second chapter aims to analyse critically, literature that exists on the topic and investigate the research question ‘’how does motivation impact...
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...Literature Review on Leadership Commissioned by the Performance and Innovation Unit of the Cabinet Office Dr Keith Grint Templeton College University of Oxford Introduction 1. Over 25 years ago Stogdill’s Handbook of Leadership [1] exposed a problem for understanding leadership that has, if anything, grown worse over the years: there are almost as many definitions of leadership as there are people attempting to define it. Over ten years ago Yukl’s [2] wide ranging review of the literature on leadership effectiveness came to an equally perplexing conclusion: ‘most of the theories are beset with conceptual weaknesses and lack strong empirical support. Several thousand empirical studies have been conducted but most of the results are contradictory and inconclusive.’ [3] Against this background of confusion and uncertainty within the literature on leadership, the following review establishes the two most common and traditional approaches (trait and contingency theories) before engaging in the more contemporary debates that support the general perspectives taken in the main report. Traditional Models of Leadership 2. Trait approaches to leadership have been popular since Hippocrates’s construction of personality types derived from ‘body humour’, but contemporary forms are rooted in psychological assessments of personality and a consequent taxonomy of consistent behaviour: leaders behave in certain ways because of their traits. These traits, or ‘unseen...
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...Drucker) refers to the importance of culture in an organisation and that executing strategy is vital in order for the organisation to be more successful. As having strategy is only one aspect but being able to implement it correctly to the organisation is another thing entirely. This can be achieved by working within its bounds, valuing the system while at the same time creating room for new strategies to be introduced. Robbins, DeCenzo, Coulter and Woods (2012) define organisational culture as “the shared values, principles, traditions and ways of doing things that influence the way organisational members act”. Strategy needs to be supported by the organisations culture, so that strong power is held on individual’s motivation and that employees are committed to meet the organisations goals. Furthermore organisation design challenges are met by contemporary managers in society today as development of an organisation occurs. Challenges faced by organisations in the contemporary business environment include keeping employees connected, managing global structural issues and building a learning organisation. Managers seek organisation designs that will be best suit and assist employees producing their work both efficiently and effectively. An organisation’s culture value is maintained through the vision or mission of the organisations founders (Chatman, Jehn 1994). The case study on “BHP Billiton” is an example of how contemporary companies overcome challenges (Robbins, DeCenzo...
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... | Aims and Summary This module provides a thorough grounding in the theories of organisations, the processes of organisational designing, and the practice of human resource management. The first part of the module concentrates on the concepts of organisational structure and behaviour. The second part reviews the changing nature of the employment relationship and critically evaluates the contribution of HRM to organisational effectiveness and efficiency. Intended Module Learning Outcomes On successful completion of this module, the student will be able to: Demonstrate an understanding of theoretical concepts of organisation structure and behaviour, and the practice of organising. Critically discuss the relationship of HRM to the traditional practice of personnel management and industrial relations. Assess key areas of HR practice, such as strategic planning, resourcing, development, motivation and reward. Analyse and evaluate HR practice in contemporary work situations, coming to critically argued conclusions and recommendations. Indicative Content Nature of Organisational Behaviour Theories of organisations, alternative approaches to management including classical, scientific, human relations, contingency theory. Nature of organisations, organisational...
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...Organisational Behavior Study Maruti Suzuki India Ltd. A Brief About the Organisation Maruti Udyog Limited (MUL) was established in Feb 1981 through an Act of Parliament, to meet the growing demand of a personal mode of transport caused by the lack of an efficient public transport system. Suzuki Motor Company was chosen from seven prospective partners worldwide. This was due not only to their undisputed leadership in small cars but also to their commitment to actively bring to MUL contemporary technology and Japanese management practices (which had catapulted Japan over USA to the status of the top auto manufacturing country in the world). A licence and a Joint Venture agreement was signed between Govt of India and Suzuki Motor Company (now Suzuki Motor Corporation of Japan) in Oct 1982. The vision of the company is “to be the leader in the Indian automobile Industry, creating customer delight and shareholders wealth. A pride of India”. Maruti Suzuki India Ltd. has always been a leader in the Indian automobile industry & we have studied the attitudes and behaviours that prevail within the organisation which are a major contributor to the success of the organisation. Understanding of the organizations parameters Leadership Leaders can make a difference. They have the ability to influence a group towards the achievement of vision or a set of goals and hence are needed to create vision for the future, and to inspire organizational members to want to achieve...
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...considered to be common sense and constitutional to sound management. These functions are: * Planning * Organising * Directing * Controlling and * Coordinating Planning is basically deciding in advance what to do and how to do it. Planning bridges the gap between where one is and where he/she wants to be. It is the primary function and is present on all levels of management. Organising is a process that commences the implementation of the plans that are set down by clarifying working and reporting relationships and effectively deploying resources towards the attainment of organizational goals. Directing involves leading and motivating employees to perform tasks assigned to them. Motivation and leadership are essential to direction. Leadership is influencing others to do what is asked of them and motivating is getting people to want to do it. Controlling is the function of monitoring the performance of the organization towards its goals. It involves establishing the required standards, realizing the discrepancies and then correcting the deviations, if any. Lastly, coordination is the essence of management. Although, it is not a direct function it is considered to be the hidden force that binds all the functions together. It ensures smooth working of the...
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