Organization behauvior-Effective of leadership styles; management theory and motivation
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Transcript of Organization behauvior-Effective of leadership styles; management theory and motivation
1
NATIONAL ECONOMICS UNIVERSITYBTEC HND IN BUSINESS AND MANAGEMENT
Assignment Cover Sheet
GROUP NAME ...............................................................
NAME OF STUDENT ............................................................... REG. NO. ....................................
NAME OF STUDENT ............................................................... REG. NO. ....................................
NAME OF STUDENT ............................................................... REG. NO. ....................................
NAME OF STUDENT ............................................................... REG. NO. ....................................
UNIT TITLE Organisations and Behaviour (H/601/0551) ASSESSOR Wil Hoang
ASSIGNMENT TITLE Take-home assignment
Fri. 15th November 2013, 10am - Hard copySUBMISSION DEADLINE Sat. 16th November 2013, 10am - Soft copy
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I, on behalf of the above named group, hereby confirm that this assignment is our own work and is not copied or plagiarised from any source. I have referenced the sources from which information is obtained by me for this assignment. I understand that any plagiarism will result in a referral grade for these outcomes and possible disqualification from the module.
The members of the group understand that lack of contribution to this group assignment may result in those individuals being given a referral grade.
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ASSESSOR SIGNATURE: .......................................................................................... DATE ......./......./.......
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VERIFIED BY: ...........................................................................................................
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Assessment criteria Feedback Assessor’s decision
InternalVerification
2aCompare the effectiveness of different leadership styles in different organisations
2bExplain how organisational theory underpins the practice of management
2cEvaluate the different approaches to management used by different organisations
3
Assessment criteria Feedback Assessor’s decision
InternalVerification
3aDiscuss the impact that different leadership styles may have on motivation in organisations in periods of change
3bCompare the application of differentmotivational theories and their application within the workplace
3cEvaluate the usefulness of a motivation theory for managers
Feedback has been received by:
STUDENT SIGNATURE: ….................................................................................... DATE ......./......./.......
NAME: …...........................................................................................................
ContentsASSIGNMENT....................................................................................................5
Major Finding......................................................................................................5
Task 1:..............................................................................................................5
Task 2:..............................................................................................................7
Task 3:..............................................................................................................9
Task 4:............................................................................................................12
Task 5:............................................................................................................14
Reference:...........................................................................................................16
Group: The Anonymous-12th4
ASSIGNMENT
Major FindingTask 1:
Mr. Hung’s leadership style is Authoritative leadership. Because
Hung’s NPD team is under his leadership and he create his vision for
future. His leadership might not effective with a team include people so
skilled. This leadership creates so many problems in management issues
and job performance. For example, Mr. Hung exerts absolute control in
guiding new direction for employees and making decision. Mr. Hung does
not care about what employees need, why they disagree with his vision.
Authoritative leadership is special and powerful when in company,
employees lack of making-decision, skilled or in situation where time is
necessary, leader need to make decision quickly. However, Mr. Hung is in
a manufacture company, and his staffs are skilled, if he choose
Authoritative leadership, he will reduce sprit of team, reduce the
achievement of team, and decline the employees who will support directly
for him.
★Are there any other of Goleman’s (2000) leadership styles that you think
might be more effective? Why?
In this case, with leadership are Mr. Hung and their employees are
high skills people, he use Authoritative leadership style will be made
decrease performance of his team. If he want to be more effective, he
might use coaching, democratic and affiliative leadership style. There is
common things in three leadership style that a leader will focus on their
subordinates whereas his current style focuses more on task. That styles
Group: The Anonymous-12th5
builds trusts, emotional, relationship and special employee’s ability. The
employees can be share their ideas, their solution to help company and
the leader has more community with employees. Then, in long term and
short term, Mr. Hung can be lead the team to reach more result and high
performance.
Hersey and Blanchard (1969)
Hersey and Blanchard create a theory base on the level of leader’s
influence and ability of employees. This style like a manager tool for Mr.
Hung because it pull people closer together, maintain the confidence of
staff in leadership and improve the performance. Mr. Hung are using
Directing style, he tell with his subordinates what to do and how to do it.
However this style are suitable for staffs are new or inexperienced, Mr.
Hung’s employees are skilled, they will be worked passive by use this
style. Perhaps he need to use Delegating style. Because leaders who will
monitor and track progress, Mr. Hung's staff will have more space to
develop the skills that they have and they do job better.
Blake and Mouton (1964)
According Mr. Hung’s team, if he want to reach a high performance,
he need to use Middle-of-the-road leadership style and Team leadership
style. For the first time, with a new vision, Mr. Hung should keep in
balance and average product and relationships. He might use this style to
set for average performance. after achieving stability, "Team Leadership -
Group: The Anonymous-12th6
High Production / High People" is style Mr. Hungary will set. This period
employees understood team benefit, they will commit to team and have
common goal with NPD. This make a good environment with trust and
respect between staffs and Mr. Hung, and the result is high production.
Transactional and Transformative
Transactional: Giving employees a clear job direction is the way Mr.
Hung use mission and result to control them. However Mr. Hung choose
the wrong way to motivation his employees specially high skill employees
(bonus wage). Because with the workers are highly skilled and
experienced, they want to have a work environment freedom, satisfaction
and emotional between top and staffs which are lack in Mr. Hung’s team.
Transformative: The most obvious change is that he will bring his
vision applies to all groups, personal vision to bring into a group. Mr. Hung
confirm his vision will be team’s vision, ignore staffs ’s situation when they
disinteresting with his vision.
Task 2:2.1: Frederick W. Taylor who has known as “Father of Scientific
Management”, was thinking about “the principle of scientific
management” when he saw the worker's work lack of efficiency. His
opinion mentioned to 5 main principles: Standardization, Time and task
study, Systematic selection and training, Pay incentives, Cooperation
between managers and operatives. With Mr. Hung’s company,
standardization is very important, it keep the stable performance and
improve the quantity and the quality of product. Time and task study is
Group: The Anonymous-12th7
not important as Systematic selection and training with DZL because if
training good, working will good. Moreover, Pay incentives and
Cooperation between managers and operatives will Mr. Hung easy to
control the task and performance by linking with other manager in
company. Other theory, according to Taylor, Henry Gantt was changed
some aspects and put minimum wage with a standard bonus to suitable
with planning and controlling work. Mr. Hung need to identify and reduce
employee stress (by giving them more free time, deadline extend or even
create some company holiday), he must know why increase the salary will
narrow their focus and only work for mechanical job (Pink, 2009). The
emotional is more important, giving them the perspective to do the job by
their own will, not because they are forced to do it. Hung can design the
job to fit every team member, which will make them satisfy more about
the job. But the Scientific manager is not consider workers as human, but
as machines that only working and working all the time, that is what make
it not very effective.
2.2: Classical Administration is also one main part in organizational
theory which Mr. Hung will take care to apply to his organization. The
most important elements are:
Planning: This work can help the team get the steps explicitly,
analyze and predict possible outcomes
Coordinating: Chunked and glued the team to do part of job to
forward a unity of mission to make the their job become
easier and quickly.
Group: The Anonymous-12th8
Commanding and Control: in production, if there is a two-way
communication between management and staff will help work
to achieve the best stability. And because of management
control of the company, top can predict the surplus or
shortage before the number of products, saving and increased
efficiency within the company
Division of Labor : If the works are broken down, it will be
easier to employee to work faster, better and they would not
feel it too hard for them, which motivate people very well
Hierarchy of Authority: By give the worker more power, they
will be more responsible to the job, in order to direct and
focus them to the whole team or organization objective.
However, this management still make the employees become a tool,
lack of emotional, so sometime, the staffs can be stress, and don’t want to
continue the job.
2.3: The last theory which we must find out is Human Relations
Theory. This theory based on Hawthorne studies which conducted by Elton
Mayo (1924). It wants to increase worker performance through provides all
resources, condition to please worker. For that reason, it will provide a
knowledge about motivation, group dynamics and so on, Mr. Hung can
assess the capacity of employees, employee trust and employee connect
more closely with managers. Moreover it change our mind about the
employee ( they are not a tool, they are an appreciated resource and they
are important with DZL). However, Mr. Hung should consider before
applying this theory because it can be limited if employees have
Group: The Anonymous-12th9
unpredictable behavior and it take more time to analysis the reality final
result.
In case of DZL company, in the design process, Mr. Hung always try
to make motivation for the employees. Moreover people in New Product
Design and Development is a skilled worker so that it is suitable with
Human Relations Theory. However, Mr. Hung still lack of strength to
control his employee so that he can coordinate between Classical
Administration and Scientific Management to find out the best ways to
control his employee because they still not follow Hung’s activities. In the
manufacturing process, they also have some similar problems like design
department, but they should concentrate on Scientific Management.
2.4: Unlike traditional management theories, management theories
today to focus on the job flexibility, convenience and improve productivity
work. So that an employee is promoted to a maximum of their individual
capabilities, these employees are grouped to increase productivity and
save time. The academic exchange and apply knowledge on the job is
complete freedom. Now work has clearly driven, multi-dimensional and
flexible with high expertise. In addition, the manager also encourages its
employees to share ideas, raise the relationship to colleagues can do a
better job
Task 3:3.1 . Resistance of changing:
Three-step model (Lewis, 1951) is considered the backbone frame
helps Mr. Hung can be used to change. The first thing to do is to change
Group: The Anonymous-12th10
his employee's mind about old habits, old cognitive and old style of work.
The second step Mr. Hung needs to guide your employees about the new
changes, explain and instruct them, to give them trust and belief in the
new vision. And the final step is to freeze it again, Mr. Hung should ensure
its employees will act in an efficient manner based on the new changes,
smoother, more stable and they are not come back with old habits.
Regarding the case study, Mr. Hung's team are facing two major
problems need to be solved immediately . The first thing is Mr. Hung's
team did not accept the new vision which he imposed on the entire team .
They feel stressed and uncomfortable because they hardly understand the
purpose of that vision , they do not see results for them and for company .
The second thing is that they feel a disconnect between management and
staff , lack of affection and they are working like machines . This can be
explained by the way Mr. Hung adequate guidance to staff but they did
not try to understand or do not want to do . What the important is here,
the staff has not seen the trust , Mr. Hung just like they did as the machine
, which missed the main feedback from his employees, they feel not
respected
3.2 . Manager the resistance
Changes to capital is still very difficult in contemporary society. To
be able to change, the most essential factor is still time. Therefore Mr.
Hung should have a time frame for employees to adapt to the new vision.
Moreover, during this period, Mr. Hung needs to improve relationships with
employees, communicating with them more comfortable and absorb ideas
from employees to improve the job performance. Besides, Mr. Hung should Group: The Anonymous-12th
11
have the motivation for promoting the spirit of our employees, reducing
resistance.
From the personal views, there is two main techniques for Mr. Hung
to manager the resistance (KOTTER AND SCHLESINGER, 1979)
Education and commitment: In this case, Mr. Hung need to
show his vision for his team, give more clearly information
about the change in the future. For example, he should spend
time and money helping his subordinates to understand the
plan. The most important is Mr. Hung must convince staffs
about their value with company, and the benefit will bring for
company. In addition, this technique is the element to increase
the employee’s motivation because Mr. Hung has shown the
benefit of vision, they can be put the trust into his vision.
Facilitation and support: Change the habits, the style of his
work is not easy, it takes a lot of time and material, can
sometimes affect people's feelings. Therefore, providing
emotional and material will help the employees feel
comfortable and have motivation. In outcome 2, management
organization, if Mr. Hung is not wise in the use of management
methods (like Classical Administration and Human Relaytion
Theory), his employees can be feel like a tool, machines, lack
of emotional or “Misunderstand and Lack of trust - Huczynski
and Buchanan, 2007” with him. Then this technique help to
solve this problem. However taking much time, DZL can be
Group: The Anonymous-12th12
stable in long term with agreeable from the staffs because
they feel the emotion, have interest from the manager.
3.3 . Changing’s effect
In DZL Vietnam, so many problem to reach the increase resistance,
it is from both the management and staffs. For example: from the
employees views, they are people who has many years working in DZL
company, so they are old-fashioned, backward and conservative, so they
are not accept the new vision easily (Low tolerance to change (Huczynski
and Buchanan, 2007) and Contradictory assessment (Huczynski and
Buchanan, 2007)). They will have some negative response with Mr. Hung.
This make high resistance for company. Other site, from Mr. Hung’s view,
he want to save time, save money training, but he does not understand
changing need the time, and he does not care about the employee’s
felling, care about their stress. (Misunderstanding and lack of trust
(Huczynski and Buchanan, 2007)). If Mr. Hung cannot improve their
relationship, there are a big gap in DZL’s system, will make performance
of company decline.
3.4 . Leadership style:
Mr. Hung can use some leadership to improve his motivation:
Affiliative
leadership
Mr. Hung use this style because it reconcile the
emotional connection between employees and directors.
Group: The Anonymous-12th13
(Goleman,
2000)
Besides, it improve and connect people closer together
to do the task better. This style enhance human feeling
rather than trying to make them work like a machine.
This style can be used in Change Progress (Lewis, 1951)
Coaching
leadership
(Goleman,
2000)
This style can be really good for DZL company. Mr. Hung
use this style to set a long term object, he should spend
more time to analysis this team’s weakness in both
Change and Refreeze Progress (Lewis, 1951) to develop
people personality. Moreover his subordinates can be
more flexible to do what they do best in job.
Situational
leadership
(Hersey and
Blanchard,
1969)
This leadership can be used in Change Process (Lewis,
1951), Mr. Hung need to analysis the situational to keep
employee’s at high level. However, each of staffs, each
of employees, Mr. Hung should have different
motivation for reducing stress and resistance.
Task 4:Each of motivation theories, each of way to applying for DZL to
increase or reduce performance.
Maslow’s Hierarchy of Needs : Manager of DZL can increase
high lever in hierarchy of needs of employees. For example,
the company can increase the wage for staffs, improve
employee's life, bonus monetary, promote for someone who
has many years in good performance. If a person does not
Group: The Anonymous-12th14
need fulfil some components of the hierarchy, company
should create a stability, comfortable environment for them.
This motivation take more time to change, to analysis the
cultural or staffs, but it not so expensive
McGregor’s theory: DZL’s top manager can use this
motivation theory Y to build the relationship and trust with
employees. This theory is one of the modern theory that was
applying in many organization. DZL’s employees will feel self-
motivated, self-control and self-responsibility what they do.
This satisfaction from the staff will create motivation for
themselves to reach the highest vision of DZL.
Herzberg's Two Factor Theory : can call this the most complete
model for DZL, it has similarities with the two models above,
but expand and provide stability. DZL can create motivation
by filling employee’s Hygiene factors, after that, DZL should
open opportunity for promote, etc. Employees will feel sense
of personal achievement, will have promotion to growth
position in company and increase performance.
Vroom’s expectancy theory: evaluates the strength of
motivation based on the individual's perception about
probability of earning expected result though by expectancy,
valence and instrumentality. If Mr. Hung want to max
expectancy, he should make staff believe they can achieve
the performance level, he must support work effort, training
workers to use the best ability. To max instrumentality, he
Group: The Anonymous-12th15
might make the employees feel confident in what they are
following by have clear goal setting process (Hoang, 2013). To
max valence, Mr. Hung can identify the staffs need and
demonstrate value of various possible rewards.
Maccoby theory: is the theory mention the social character and personality
(Maccoby, 1998) or the motivation come from the social relationship. Mr.
Hung can apply this for designing the job through match other value. In
various of situation, employees ’s value will be motivating because they know
what people expert on them, help them and they will be create innovation
for themselves and self-develop. Other theory about social character and
personality is Costa & McCrae theory. It include five factor theory. This
particular model was based on a circular rules, derived from “Openness to
Experience” and finish in this point. In DZL, Mr. Hung should create a learning
environment and encourages its employees to participate enable them to
new experiences, new experiences to apply to the job.
NPD team include people who has high skills and experience, if Mr.
Hung want to increase performance, he need to make good use to of each
member ability, and he should change. Perhaps, he may create bonus for
staff of month or year plus monetary bonus. This make motivation for
employees who want to increase their wage and have an individual titles,
more and more create ideas and do the job better.
Task 5:Motivation is an important element in a job, it boosts morale of staffs
and increases their motivation. In DZL, Mr. Hung are using bonus money
Group: The Anonymous-12th16
system, however it has not all positive impact on all employees. It only
satisfies the needs of employee safety in hierarchy of needs (Maslow,
1954). Mr. Hung need to do more than it. Regarding candle experiment of
Karl Duncker in 1945, his emphasis on the fixed function. If the job is easy,
clear end point and Mr. Hung put the high lever for bonus, the final result
will lower than expectation, negative impact.
That why Mr. Hung monetary bonus has good impact for someone,
not for all. The bonus money narrow vision, ideas, creativity restrictions,
focusing the attention of the staff into a target too obvious end point.
Every will be easy for dummies not for Mr. Hung’s teams Who has high
skills and experiences. They just focus only money include bonus and
wage, not focus on increasing job performance, creating new ideas.
In a job design, detail in NPD team, the final result based on
monetary bonus make employees perform rather than pushing the high
creative and innovation. The staffs just do the way that they can be
achieve the monetary bonus. In other side, the final reward based on non-
monetary (can be promise of an opportunity, work time off, etc.) are the
employees work toward to reach, it is motivating employees behavior.
However, in DZL, monetary bonus can be efficient than non-monetary
because all of staffs always want to increase their total compensation.
Now, Mr. Hung should use monetary bonus system plus a new
system is ROWE (Results Only Work Environment) that was created by
both Jody Thompson and Cali Ressler. This system give employees more
opportunities for self-governance, freedom to work, freedom to choose
Group: The Anonymous-12th17
form working. DZL’s staffs can easy to do the job, they can be improve
more and more about creating, satisfaction. Mr. Hung can increase
commitment of staffs, reduce employee’s pressure and intensify work’s
performance. Moreover, a very important thing that Mr. Hungary needs to
do is putting inspired on the staffs. Because they will do the best job when
they like it, want to do it and has motivation to do it.
Group: The Anonymous-12th18
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Goleman, D. (2000) Leadership that gets results. Harvard Business Review, Mar-Apr
Hersey and Blandchard
Herzberg, F. (1968) Work and the Nature of Man. Cleverland: World
Hoang, W. C. H. (2013) Change management. [PowerPoint slides]. Presented at 10th OB
lecture at National Economics University.
Hoang, W. C. H. (2013) Leadership theory. [PowerPoint slides]. Presented at 7th OB lecture at
National Economics University.
Hoang, W. C. H. (2013) Theories of motivation. [PowerPoint slides]. Presented at 11th OB
lecture at National Economics University.
Hyczynski, D. A. and Bunchanan, A. (2007) Organisational Behaviour. Pearson, pp.597-599
Kotter and Schlesinger
Lewin, K. (1946) Field Theory in Social Science. London: Tavistock
Maslow, A. (1954) Motivation and Personality. New York: Harper and Row
Mayo, E. (1975) Social Problems of an Industrial Civilisation. London: Routledge
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and Row
Vroom, V. (1964) Some Personality Determinants of the Effects of Participation. Englewood
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Group: The Anonymous-12th19
Walton, Sam and John Huey. (1996). Sam Walton: Made in America: My Story. Canada:
Bantam Books.
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November 15, 2013, http://www.eqleader.net/six_leadership_styles.htm.
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Group: The Anonymous-12th20
Group: The Anonymous-12th21