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Organisational Behaviour

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The glass ceiling is an obstacle in women’s career progression

What is a stage in the leadership maturity framework? The magician

Effective managers expect high levels of performance

Ashridge showed that staff really struggle with an unpredictable leader

Handy’s Contingency Approach:
The factors which influence management style in any situation – leader, subordinate, the task and the environment of management
Handy argues that leadership style should be tight or loose according to the conditions. Most effective leader, is the leader that gets the best fit between the leadership, subordinate, task and the environment – in practice its very rarely that these things will be working in accordance.
Styles of leadership can often be described as either authoritarian, democratic and Laisezz-Faire
Three different forces on deciding leadership style (Tannenbaum & Schmidt) * Forces in the manager – value systems, confidence in subordinates, leadership inclinations and feelings of security in an uncertain situation. * Forces in the subordinate – strength of need for independence and readiness to assume decision making, degree of tolerance of ambiguity, understanding and identification with organisation goals and knowledge and experience. * Forces in the situation – type of organisation, group effectiveness nature of the problem and pressure of time.

Management Dilemmas: Task or people (managerial grid)
Trust or control (Theory X and Theory Y)
Liking or respect
All things managers face, they’re not robots they’re dealing with people so therefore need to find effective ways to deal.
Liking or respect is a major debate – will workers take more to a manager they like or respect but I believe sometimes like and respect can be blurred into one. A manager needs to find a balance as they also have needs to and may want to feel a sense of

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