Assignment Sample on Leading and Managing People in Organisation
Which one of these theories seem to explain your motivation, offering examples in support of your reflections
Motivation is one of the most important factors that enable the level of enthusiasm within the employees to attain the goals and objectives of the organisation. Motivation theories are implemented by the organisations in order to achieve the primary goals of the company as well as maintaining and taking care of the employee needs of the company as well. As known by all, Maslow’s Hierarchy of Needs is one of the most well-known motivation theories in the world. Maslow starts the theory by stating that the individual and the employee needs of the organisation should be taken care of in order to keep them motivated. The needs of the individuals are being segregated in five different ways which involves the psychological needs, the security needs, the love and belonging needs, the esteem needs and the need for self-actualisation (Fallatah and Syed, 2018). The strength of this theory is that it takes care of the consideration of human nature and their needs in order to keep themselves motivated. Whereas the theory, on the other hand, fails to describe that the individual does not think in a similar manner which makes the theory a limited concept. The limitations of this theory are that there are many differences in the cultural aspects as well which differs from one place in the geography to another. The satisfaction of the employees cannot be measured with the help of this theory, therefore, it is very difficult to express whether the theory of Maslow’s Hierarchy of Needs is actually effective in real organisational scenarios or not. Even after assessing the strengths and the weaknesses of the theory, it is one of the most effective and widespread theories that is used by most of the organisations when it comes to measuring their success and employee satisfaction (Fallatah and Syed, 2018).
Herzberg’s Motivational theory is the theory that is based on the Maslow’s Hierarchy of Needs. This theory provides and emphasis on the motivation of the employees from their within rather than focusing on the factors in the external environment. The company can, hence, adopt various ways in which the employee can work in the suitable environment. The organisation can make suitable changes within its environment so that the employees find it suitable for them to work in these conditions (Herzberg, 2017). The companies can also focus on the issues that the employees are facing and are therefore able to work towards bettering them. They also make sure that all these factors are being reduced by the company so as to provide a suitable environment for the employees. This theory treats the money factor as a secondary element ensuring the other factors such as promotion, recognition, the culture of the workplace ensure that the motivation of the employees are kept intact. The theory brings about a change in the workplace by focusing on the needs and the satisfaction of the employees rather than merely concentrating on the monetary factors. The weakness of the theory is that it is totally subjective in nature and there is no relation between the job satisfaction of the employees and the productivity of the job (Hur, 2018). It does not consider the external factors and its roles in motivating the employees which acts as one of the weaknesses of the employees. To simply put it, ignoring the external aspects and the factors can be problematic for the organisation which operates in in the industry where there is a prominent role of the external factors on the operations of the company.
According to me, the Maslow’s Hierarchy of Needs is one theory that has enabled me to stay motivated while meeting the various requirements and needs that I have. Along with receiving recognition in the workplace and acknowledgement for working long hours to meet the deadlines and assignments, I have been appreciated by my managers as well as the team leaders. This helped me to motivate myself and strive hard to achieve the organisational goals even further contributing to the effectiveness and enhancement of the operational aspects of the company. My workplace is a safe environment which takes care of the needs and requirements of their employees, providing us with the leaves and the holidays we need. It has also helped us by reducing the working hours during the pandemic so that none of us face difficulties in achieving the deadlines and coping up with the work pressure. Therefore, most of our needs such as the security needs, self-actualisation needs, esteem needs are being taken care of by the organisation which motivates us further to achieve better results within the organisation. This helps us uplift our skills and upgrade you for personal as well as professional developments.
Essay One Reference List
Fallatah, R.H.M. and Syed, J., (2018). A critical review of Maslow’s hierarchy of needs. Employee Motivation in Saudi Arabia, pp.19-59.
Hur, Y., (2018). Testing Herzberg’s two-factor theory of motivation in the public sector: is it applicable to public managers?. Public Organization Review, 18(3), pp.329-343.
Herzberg, F., (2017). Motivation to work. Routledge.
Essay Two: Compare and Contrast two leadership theories. You should support your argument with references.
The relation establishment between the leaders and the followers focuses on bringing about radical changes within the organisation. Leadership not only involves bringing about a change but also maintaining the status quo. The primary aim of the leadership is to bring people together on a common ground to share a mutual vision and mission along with bringing about a better change in the future. With the help of the leadership theories implemented within the organisation, managing critical situations in an effective manner. This essay helps in comparing and contrasting the two theories of leadership along with primarily assessing their relevance in the 21st century.
According to the trait theory of leadership, it helps in the identification of the various personalities and characteristics of the individuals who have become successful leaders on the basis of various situations. According to Carlyle, there have been some extraordinary leaders who have helped in shaping history. Carlyle’s idea was that this kind of potential to be able to lead is something that these individuals are born with and not something that could be acquired or developed over the years through experiences (Allen, 2018). Therefore, this theory totally focused on the traits that are inherited by the leaders. The rationale behind this trait theory research was that certain traits trigger specific behaviour patterns which are consistent across the various situations. Since the very introduction of this theory and publication of the thesis produced by Carlyle, the psychologists have been busy examining and arguing about the theory that is based on inherited traits of the individuals. A renowned psychologist, Ralph Melvin Stogdill suggested that leadership is the outcome of the interaction that takes place between the individuals and the situations that take place in their social system which is definitely not a mere result of the set of traits that are predefined in nature. The most common traits of a successful leader are being described in the following context.
Adaptability and flexibility are two of the most common traits of a leader which suggests that the leaders have the capability to think outside the box in any given situation and have the potential of being able to adapt themselves to any sort of changes around them. A successful leader is also capable of directing and guiding the individuals to their desired goals and organisational objectives without coming off as someone who is tremendously pushy or aggressive. An effective leader has the quality of motivating his team members towards attaining their common goals. They have the skills and qualities that keep them motivated and self-driven which helps them take decisions confidently (Toh and Ruot, 2019). They have the skills of creativity and can contribute in fostering growth and innovation within the company. They are self-motivated individuals who have gained emotional stability which further helps them to accept responsibilities eagerly. Their judgement towards a situation is action-oriented which helps the groups to move towards a proper direction with the help of their guidance. They have a continuous need to strive towards success which encourages them further to help their team members achieve the organisational goals. They are far more committed to help the group attain the milestones that have been set. Not to mention, they have brilliant interpersonal skills which is one of the most essential skills for a leader to lead in an effective manner. They have the skills of perseverance and have the tolerance to face obstacles and challenges in attaining their operational goals. They are task competent and know how to survive a challenging and difficult situation. They are trustworthy and have the potential of understanding the needs and requirements of their followers which further help them succeed in obtaining their goals.
On the other hand, behavioural leadership theory argues that usually a leader is successful based on their behaviour and not by their natural attributes. This theory focuses on observing and evaluating the action of the leaders and portrayal of their behaviour to particular situations. Unlike the trait theory, this theory is of the view that leaders are made from their experiences and situations they encounter, and not born with all those leadership traits that trait theory talks about. According to this theory, anyone has the capability of becoming an effective leader if they can implement specific behaviours (Chiu et al., 2021). Following this logic, if the leadership qualities within the individuals are made, then there must be some environmental situation or consistencies that the individuals might have been exposed to who have further learnt to adopt. There are various kinds of behavioural leadership types depending on the situation that is faced by the individuals. The task-oriented leaders are primarily concerned with the structure and the system that enables their team to carry forward their work. People-oriented leaders are the ones who focus more on the humanly needs of their team in order to keep them motivated. Participative leadership allows an active participation of the team members in any decision they take. Indifferent leaders are the ones who are one of the most ineffective leaders as they manifest in maintaining very low contact with their team, thus putting severe task pressure on the team members. Country club leaders are the ones who believe in maintaining peace and harmony within the organisation and believe that a happy team will foster better growth and outcome. Then comes the status quo leaders and dictatorial leadership who more or less focus more on producing results without taking care of the several needs of the team members. The sound leaders are the ones who are focussed on the results and outcomes produced by their team while maintaining the happiness and sustainability of their team (Knight and Paterson, 2018).
Both the leadership styles have their contrasting way of perceiving the qualities of a leader and have been very well described above. While the trait theory of leadership focuses on the leaders being born with the traits, the behavioural theory believes that the leaders are being made through their experiences.
Essay Two Reference List
Allen, W.E., (2018). Leadership Theory: A Different Conceptual Approach. Journal of Leadership Education, 17(2).
Chiu, C.Y., Lin, H.C. and Ostroff, C., (2021). Fostering team learning orientation magnitude and strength: Roles of transformational leadership, team personality heterogeneity, and behavioural integration. Journal of Occupational and Organizational Psychology, 94(1), pp.187-216.
Knight, B. and Paterson, F., (2018). Behavioural competencies of sustainability leaders: an empirical investigation. Journal of Organizational Change Management.
Toh, T. and Ruot, K., (2019). The role of traits in the leadership process. Available at SSRN 3441179.
Essay three: Is conflict always dysfunctional in the workplace? You must refer to theory and your answers should be supported by references.
Dysfunctional conflicts within organisations usually take place when there is a clash of egos of the employees coming from different backgrounds who share a similar competing ambition. A dysfunctional conflict within the organisations usually leads to high degrees of stress and burn out of the employees. The employees suffer from lower levels of satisfaction and less loyalty towards the organisation (Kim et al., 2017). It leads to the decline in the level of performance or communication barriers within the group which affects the productivity and efficiency of the workplace. Any conflicts within the organisation leads to hampering the work environment of that particular organisation where the employees no longer feel motivated or encouraged to work. Conflicts within the organisation dismantle the entire working environment. It results in increasing the tension between the employees which sometimes becomes very difficult to resolve by the management (Caputo et al., 2018). These factors further result in increasing the anxiety encountered by the individuals, increasing the uncertainty, hostility and frustration among the employees which might lead to an even worse condition. It also increases the rate of employee turnover in respect to the times where the employees leave the organisation as most of the time they are not able to resolve the conflicts in their favour. In this sort of a scenario, the organisation loses one of its most valuable assets (Gilin Oore et al., 2015).
There is an increase in the dissatisfaction amongst the employees which leads them to further suffer from decreased efficiency in their workplace and can decline their concentration towards their job roles (Kim et al., 2017). It can also lead to affecting the productivity of the employees thus affecting the entire group and in return affect the entire organisation. It results in decreasing the levels of cohesiveness within the members of the groups and gives rise to negative feelings towards each employee of the group which causes a barrier in the communication and interaction between them. It also distracts them from attaining the various goals and objectives that have been set by the organisation which decreases the effectiveness of the organisation (Caputo et al., 2018).
Every conflict within an organisation is dysfunctional. There are usually four stages of the conflict that are dysfunctional in nature. The major sources of the conflicts are incompatibility, miscommunication and misunderstandings between the employees. With the help of recognition, the employees can further internalise the conflicts they encounter which results in affecting their behaviour (Caputo et al., 2018). The only process through which the employees can change their behaviour towards the conflict is with their intention. The four levels of conflicts include early level conflicts, mid-level conflicts, senior level conflicts and executive level conflicts. The four levels of dysfunctional conflicts can be described as the intrapersonal conflict that the employee faces within itself. This is due to the disturbances of the person’s own thoughts, ideas, emotions, values and the way they handle it. This conflict takes place when the individual feels that they can no longer deal with the issues or the difficulties of their environment and are almost in the state of giving up (Kim et al., 2017). The behaviour of the individual might lead them to internal frustration and that might end up affecting their performances and decline in their efficiency level. The second kind of conflict is the interpersonal conflict which takes place between two employees or working members within the management. This is the cause of the disagreement formed in between two or more parties. The employees suffer from lower levels of satisfaction and less loyalty towards the organisation (Kim et al., 2017). It leads to the decline in the level of performance or communication barriers within the group which affects the productivity and efficiency of the workplace. When a group of people work in the same environment, they might share different views and perceptions towards things which might lead to a conflict between the employees thus resulting in declining the workplace environment (Gilin Oore et al., 2015). This sort of conflict within the workplace leads to failure of assignment and tasks giving room to various workplace issues. In the inter group conflicts, the conflicts take place within the various groups of the workplace when one group tends to differ from another in terms of goal achievement and success of the organisation. This tends to take place between departments as well. For instance, the accounting department might encounter conflicts with the department of human resources within an organisation. The last level of conflict takes place at interorganizational level which occurs between two or more organisations (Hekkala et al., 2021). This takes place when the organisation plans on increasing and expanding their area of service and thus encounter friction in between them. These conflicts are more or less the result of the conflicts that take place due to emotional, cultural and substantial grounds of the organisations. It also increases the rate of employee turnover in respect to the times where the employees leave the organisation as most of the time they are not able to resolve the conflicts in their favour.
It can be said that with the introduction of conflicts within the organisation, the culture and the operational factors of the organisations have been impacted in a huge way which have resulted in declining the profitability and productivity of the organisations in ways one could not imagine (Gilin Oore et al., 2015). Organisational conflicts end up affecting the employees in many ways and have impacted their mental health conditions as well. Therefore, it can be said that conflict within an organisation is always dysfunctional in nature. These factors result in increasing the tension between the employees which sometimes becomes very difficult to resolve by the management (Caputo et al., 2018). These factors further result in increasing the anxiety encountered by the individuals, increasing the uncertainty, hostility and frustration among the employees which might lead to an even worse condition.
Essay Three Reference List
Arditti, R.C., 2019. Organisational Conflict. In Counterinsurgency Intelligence and the Emergency in Malaya (pp. 65-86). Palgrave Macmillan, Cham.
Caputo, A., Marzi, G., Pellegrini, M.M. and Rialti, R., (2018). Conflict management in family businesses. International Journal of Conflict Management.
Gilin Oore, D., Leiter, M.P. and LeBlanc, D.E., (2015). Individual and organizational factors promoting successful responses to workplace conflict. Canadian Psychology/psychologie canadienne, 56(3), p.301.
Hekkala, R., Stein, M.K. and Sarker, S., (2021). Power and conflict in inter‐organisational information systems development. Information Systems Journal.
Kim, S., Bochatay, N., Relyea-Chew, A., Buttrick, E., Amdahl, C., Kim, L., Frans, E., Mossanen, M., Khandekar, A., Fehr, R. and Lee, Y.M., (2017). Individual, interpersonal, and organisational factors of healthcare conflict: a scoping review. Journal of interprofessional care, 31(3), pp.282-290.
Essay Four: Organisational change invariably prompts an emotional response. How might organisations use the OD model to ensure more positive outcomes? You should critically apply theory within your answer.
For proper functioning of any company organizational change plays a very predictable role. Ongoing variation inside the small as well as big environment of the companies facilitates that any company endeavouring to restrain alteration to fixed framework will miss an opportunity (Weick, 2019). It is a proven fact that organizational change offers an indisputable effect over the company and its workers stay of living. The severity of modification administration might as a result can’t be misjudged. A lot of hypothesis on the topic of change administration is widespread and few of the models like the model of OD where deployed and administered in a proper manner might have a deeply effect over the result of change although the company (Jordan, 2018). The OD model takes into account that the kinds of changes taking place in the organizational culture in addition to human act is difficult to attain as well as t needs long haul, reiterative effort. The OD model offers a single, clear and short area of the entire earlier strategies to effectually administering alterations by means of dedicated executions. It also considers partnership endeavour among the managers and mediators of modification and those who have ratify it (Koller, 2005).
As stated by Lewin, in order to comprehend or to forecast the act, an individual and his ambience need to be acknowledged as a single thing of independent aspect. In reality to Lewin’s viewpoint, he bult up a cohesive modification hypothesis which us relied on if 4 various facts offering an influential ground for the model of OD. The aspects mostly comprise of:
- Field Theory,
- Group Dynamics,
- Action Research
- Three step model of change(Hussain, et al., 2016)
Albeit the components of Lewin’s model are regularly purposely or accidentally utilized related with one another the Field Theory and Action Research Model specifically are the theories which most regularly utilized in OD activities. From the underlying phases of the OD approach the Field Hypothesis, in light of the fundamental reason of the ARM, has been the getting sorted out approach for overseeing the change interaction and without a doubt gives help to associations who are gone up against by the requirement for change. Being a model, the ARM gives a few phases unto controlling an OD specialist and association by means of change mediation to the ideal state, utilizing the dynamic and iterative nature of activity research related to principal counselling rehearses. Hence, associations can utilize this model as an instrument to construct a learning associate along with a culture for development as well as modification. In spite of reliable change by means of the ecology of any association, one thing stays static and generally steady. Having very limited varieties and complex contrasts, what has neglected to change are the fundamental abilities that lie at the core of viable, fulfilling and development delivering human connections. The Field Theory and ARM model doesn’t stay away from this and not just gives associations a fundamental system it rather digs further furthermore, centres around the people at the core of the change and their insight and ranges of abilities (Cabler, 2018)
If we go deep into the topic, it can be identified that the model just not simply offers a good tactical framework for the system of change however it simultaneously helps in developing a know how relied labour force who understand, comprehend as well as value change helping in facilitating formal interaction as well as teams and corporal amalgamation. By assisting an association with building its ability to learn, design and oversee, associations are left capable to adequately oversee and esteem change on a reiterative premise. Besides, through broad activity research, examination of the large scale and miniature conditions of an association during the ARM interaction additionally considers, where fundamental, the redefinition and foundation of effective and powerful authoritative qualities and culture. The impact of hierarchical worth and culture upon the change cycle can’t be disparaged. Qualities of an associations esteem framework impact how change will be seen by workers, and therefore impact the accomplishment of any associations change endeavours. Besides societies which neglect to esteem versatility and improvement harm any expected accomplishment of progress the executives. Considering the achievement prospect, obvious is that utilizing the OD model to impact or help with making sound construction also, outside mediations as recommended can have significantly sure recoveries for associations.
It is also evident that recruiting a change specialist particularly, as recommended by the model of OD, might have a significant prospective effect over the result of corporal modification (Sanposh, 2019).
Same as any other model, although, restriction are similarly clearly, one of the most important fields of limitative claim being the models supposition to an extent, that modification might be directed.
While evaluate empowers one to recognize that all change isn’t something similar and that it is far-fetched that one change model will fit every circumstance impeccably the
OD model irrefutably assists with aiding the effective transmission of arranged change. The OD models epitomizes the way that worker’s protection from change is regularly fuelled by angles, for example, misconstruing and absence of trust, various evaluations of an association and absence of cooperation as well as contributions. Hence, where utilized fittingly, the OD model empowers all to suffer a heart attack, all to be proficient and all to partake in the qualities and culture of the association, guaranteeing more certain results to association’s cycle of progress
References
Hussain, S. T., SHEN, L. &. & Akram, T., 2016. Kurt Lewin’s process model for organizational change: The role of leadership and employee involvement: A critical review. Journal of Innovation & Knowledge.
Jordan, P. J., 2018. DEALING WITH ORGANISATIONAL CHANGE: CAN EMOTIONAL INTELLIGENCE ENHANCE ORGANISATIONAL LEARNING?. International Journal of Organisational Behaviour, 8(1), pp. 456-471 .
Koller, R., 2005. The Road To Commitment:Capturing the Head, Hearts And Hands of People to Effect Change. Organization Development Journal, 23(3), pp. 73-81.
Sanposh, R., 2019. The Impact of ODIs on Employee Commitment, Employee Motivation, Job Satisfaction and job Performance: A Case Study of Udon Mastertech Co., Ltd. in Thailand. s.l., Assumption University.
Weick, K. E. a. Q. E., 2019. ORGANIZATIONAL CHANGE AND DEVELOPMENT, s.l.: University of Michigan Business School.
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