(Chen and Francesco 2000) The leader must remain sensitive to the capacity and the will of his subordinate to carry out the task and will have to adjust his leadership style accordingly. (Pearson and Entrekin 2001) Thus, the effectiveness of the leader depends on the match between leadership style and a type of situation, but also its ability to create a work environment that allows subordinates to improve their technical skills and good will
(Pearson and Entrekin 2001) Thus, the effectiveness of the leader depends on the match between leadership style and a type of situation, but also its ability to create a work environment that allows subordinates to improve their technical skills and good will. (Politis 2002) The American consulting firm, Hay / McBer, recently conducted a survey based on 3,871 executives selected from a core group of more than 20,000 executives
(Pearson and Entrekin 2001) Thus, the effectiveness of the leader depends on the match between leadership style and a type of situation, but also its ability to create a work environment that allows subordinates to improve their technical skills and good will. (Politis 2002) The American consulting firm, Hay / McBer, recently conducted a survey based on 3,871 executives selected from a core group of more than 20,000 executives
Commitment: Spirit of cooperation and sense of belonging among employees towards the company and its mission. (Pors and Johannsen 2003) Literature review For many years, one wonders about the best way to direct people to an organization and achieve the agreed targets
It is important to inform the subject of immediate reactions required to lessen the frustrations that may arise. (Riketta 2002) Style "By Example" There are most often the leadership "by example" in technology sectors
Naturally, there is no trust of management on the part of the staff; a culture of secrecy prevails along with the mindset that the less management knows about them the better. Policies and Practices that Affect Interpersonal Communications In some respects, elements of the managers' management style are contagious in precisely the manner described in the relevant literature (Avolio, Walumbwa, & Weber, 2009)
Most importantly, undesirable results of decisions or actions can never be the basis for criticism if the decision or action in question was approved or otherwise considered appropriate at the time it was made. To allow management to criticize employees after the fact as a result of circumstances that were not reasonably attributable to any mistake or fault of employees completely undermines the type of trust and perception of being appreciated by their organisations that are essential to long-term employee satisfaction, trust, loyalty, and retention (Douglas & Zivnuska, 2008; Maxwell, 2007)
In many respects, some male employees have adopted the attitudes modeled by management toward females, even employees who had never previously held chauvinistic or sexist attitudes. This also is entirely consistent with the relevant literature pertaining to the adoption by subordinates of attitudes and values of superiors (Fitch, 2010)
In general, the organisation's personnel do not respect the managers and this is reflected in an unusually high turnover rate. The Impact of Diversity Issues Age and Generational Profiles The three managers are products of an era in modern business in which authoritarian management styles and communications patterns that are considered professionally inappropriate and unacceptable by contemporary societal and vocational standards (George & Jones, 2008)
The current style of response on the part of management in that regard is the antithesis of the positive culture necessary to promote beneficial contribution in that respect (Maxwell, 2007). Ideally, management must permit two-way communication and so-called "upward management" to maximise the contribution from its most talented and dedicated personnel (Gove, 2008)
However, when they are subjected to verbal abuse or unfair criticism, the predictable result is to from resentment toward the employer and to the organisation and to care less rather than more about performing their best. Instead, they modify their performance for defensive purposes to avoid blame and they adopt practices of concealing any negative information that could conceivably result in criticism or blame (Maxwell, 2007)
Another result of these communications and interpersonal styles that prevail in this organization is an unusually low employee retention rate. Predictably, this also undermines organizational efficiency and increases overhead costs by virtue of the continual expense of hiring and new-hire training and by the corresponding diminution in productivity that is typical in any organization where high turnover means that a significant percentage of personnel are still learning their roles and responsibilities (Robbins & Judge, 2009)
Furthermore, if the organisation hopes to generate optimal productivity from its female personnel, it would be advisable to treat females and males equally and to extend that principle to their relative compensation packages. According to the available literature, pay differential that is perceived as unfair undermines employee morale and increases employee turnover (Thompson, 2008)
The culture affects the tone of work, the type of employee that is hired, and will be reflected in the customer experience as well. Organizational behavior is "the study and application of knowledge about how individuals and groups act in organizations" (Clark, 2009)
Ensuring diversity is a relatively simple process, as the result of a hiring process whereby applicants of all types are treated equally. Diversity in management is more difficult to achieve, and may require a mentorship program in order to succeed (Cullen, 2007)
It is important that every employee understand that before each makes his/her own initiatives it is better to know the company first because there are times that some they do not understand fully the main objective of the company thereby making jump in to conclusions sacrificing the ultimate goal of the company. Like for example in the University of Western Australia (Robson 1005), their teaching on organizational management is focused on main key principles: (1) Equity and Justice (2) respect for People and (3) Personal and professional responsibility
For instance, when units are merged, professional staff often are unclear about their roles, or the potential redundancy of their position. These issues include retaining employees, use of those employees, continuing or improving quality and operational management (why we do what we do and how we do it), knowing that quality must go beyond numbers and deep into the surface -- not what people will accept, but what will grow the business, strategic goals and ways to achieve them, customer service and overall philosophy, a public relations plan that works internally as well as externally, and a clear line of decision making and change management that allows a win-win situation for everyone involved (Angrisani & Goldman, 1997, 4-6)
Too, because the half-life of technology is so short, radical and category breaking innovation is needed not just to compete, but to provide the global environment with positive growth. Thus, it must be robust and unafraid to take chances (Farb, 2004)
Diversification -- moves the organization into a different line of business which may include unfamiliar products, markets, or even new levels in the system. The new market or product/service could be a companion business, but could also be something only ancillary related (Friedman, 2002)
Indeed, many believe that one of the templates that make up this fluidity is the concept, even more popular in the late 20th and early 21st centuries, of mergers and acquisitions. Definitions -- Mergers and Acquisitions (M&a) typically refers to a corporate fiscal and strategic set of strategies that deal with the purchasing, selling, and/or combining of different companies or pieces of companies that are able to help grow a company or experience rapid innovation with either creating another business entity or investing research and development from the ground up (Hennepopf, 2009)