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Several team management concepts
Familyness in a family business
Familyness in a family business
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I would describe the culture of my organization as a Family, we work hard as a group, highly committed to the mission of our apartment complex. Our group is a team-oriented, where co-workers help others. For instance, if a co-worker in our group is working on prepping an apartment and the end of the day is approaching, members of our group will help this individual finish his job. Our work culture is very entertaining while maintaining a competitiveness that stems from the hard work of motivated individuals. There is a great team mentality and the support system is very strong. The work culture is easy to adapt, because people in the group are there to help each other. Culture described by Kelleher is one of the most precious things a company has, so you must work harder on it than anything else (pg. 249). I’ve personally …show more content…
This leadership behavior is effective for a few reasons. First, Working with the team to define the change, this is best to ensure every team member knows all the skills to accomplish any task given in any building. Secondly, providing support during the change, ensuring the employee is alright with the change offering any support to help cope with problems the employee may be having. Thirdly, Coaching and mentoring during the change, if a team member does encounter a problem during the change, another team member will help that individual with the skills and knowledge needed to overcome the situation. And lastly, rewarding team accomplishments, if the change is successful reward employees for their accomplishments by taking employees out to lunch, or a special event. Both employees and the organization benefits when leaders use connective behaviors. Collaborating with and involving employee’s makes it easier for employees to accept business change. Consequently, employees’ actions will be more on target to deliver the desired business
Just as there are cultures in larger human society, there seem to be cultures within organizations. These cultures are similar to societal cultures. They are shared, communicated through symbols, and passed down from generation to generation of employees. Many definitions of organizational culture have been proposed. Most of them agree that there are several levels of culture and that these levels differ in terms of their visibility and their ability to be changed.
This model has been used over decades in research to chime in on the importance of knowing the behavior of leader’s and their effect on those who work for them. According to Brymer and Gray (2006), effective transformational leadership ensures a supportive culture and does not require boundaries and guidance. The concept of transformational leadership was created to bring together leaders and those who work for them, which in turn impact those in whom they serve because their personality is viewed in a positive
There are many leadership theories that play an important role in the every day workforce. Some of the theories are successful in producing a strong and productive leader, while others lack the qualities required for the job. Out of the multitude of available theories out there, I feel that the Transformational Leadership Theory is the one that stands out as being the most successful. This theory is far from coercive and instead focuses on making a satisfied team that collaborates to form a productive work environment. An environment like this, ran by a top-notch leader, is needed for success.
The behavioral approaches of leadership are consisted of four parts and they are: task-oriented, relational-oriented, change-oriented, and passive behaviors leadership (Derure, 2011). Task-oriented is divided into four part and they are: initiating structure, contingent reward, management by exception-active, boundary spanning, and directive (Derure, 2011). The initiating structure of task-oriented can be built of group members, coordinating group, and determining standard of task performance to ensure that the task is perform (Derure, 2011).The transactional leader can be referred to the contingent reward because it is made clear to leader what task to perform and the rewards for meeting those expectations (Derure,
Organizational culture is the system of shared beliefs and values that develops within an organization and guides the behavior of its members, while organizational structure is an expression of social and economic principles of hierarchy and specialization (Kinicki, 2015). Both the culture and the structure of an organization are important things for management to understand in order to successfully set and achieve an organization’s goals. Companies who excel in highly competitive fields can attribute their successful economic performance to a cohesive corporate culture that increases competitiveness and profitability. This culture is best utilized in an organization that has the necessary structure to allow its employees to coordinate their actions to achieve its goals.
To best meet the needs of business today the transformational and the team approach leadership styles seem to provide solid solutions. Leaders who are informed and make an effort to include followers in decision making are better equipped to lead a workforce that is equally informed and able to contribute on an equal basis. Transparency among management leads to a collective involvement amongst employees that can be invested in and improved upon from within. As individuals within an organization feel their input and expertise is requested, utilized, and implemented their passion and overall buy in to the organizations goals and mission is inevitably higher.
Leaders are able to take on new challenges and risks for something that they believe in (Hogg, Bill Hogg and Associates, 2012). These decisions are not made lightly, the transformational leader will make these decisions after careful research and input from team members. Leaders are able to do this by getting to know their team and by fostering relationships with them. They will get to know their team as individuals and know what drives them and what their motivations are. Transformational leaders will interact with the team and make each one feel important (Hogg, Bill Hogg and Associates, 2012).
The transformational leadership theory was deemed an appealing based on individual beliefs regarding employee-leader relationships. With a focus on communication and motivation, transformational leaders promote positive change within
Leaders benefit from building a team to create and implement change, this is a key theme in the Kotter model of change. This teambuilding engages employees throughout the process. Allowing employees to be a part of the change process gives them the opportunity and trust to be creative moving toward the future (Cochrane, 2002). Leaders can create opportunity for employees and leaders to dialogue about the change, which can help troubleshoot the process. Leaders who engage employees throughout the organization from various levels of the organization will receive perspectives from the entire organization helping them make better-informed decisions. Employees want to be allowed the opportunity to help an organization they believe in, in a way that enhances the
Their findings were that organizations with transformational leaders have increased loyalty, commitment, job satisfaction, morale, and performance. Fradsen (2014) found that transformational leaders inspire teams to do their best and create highly productive and engaged teams as advantages. A disadvantage of transformational leadership is that it takes time, because the leader is considering options based on individuals needs and abilities. As previously mentioned, if a natural disaster happened and a large group of patients needed immediate care, then the leader does not have the time to get input from their followers before acting. Another disadvantage is that this type of leader tends to keep in mind the fine points of getting a job done, and does not support employees needs to know how to do something rather than why (Fradsen,
Culture can be defined as “A pattern of basic assumptions invented, discovered or developed by a given group as it learns to cope with its problems of external adaptation and internal integration that has worked well enough to be considered valid, and therefore to be taught to the new members as the correct way to perceive, think and feel in relation to those problems”. Schein (1988). Organizational culture can be defined as a system of shared beliefs and values that develops within an organization and guides the behavior of its members. It includes routine behaviors, norms, dominant values, and feelings or climates. The purpose and function of this culture is to help foster internal integration, bring staff members from all levels of the organization closer together, and enhance their performance.
For the most part help employees to attain their potential and will results in higher achievements in contrast to other leaders. Blanchard’s and Hershey, (1969) depicted that in situational leadership theory no single leadership is best, as it depends on the situation in that is being dealt with and which style that best suits the needs, as the leader is able to adopt their style according to the nature as well as the type factors that are
By allowing for employees to be increasingly engaged in workplace activities, they are then given the opportunity to develop new skills. Most leaders also encourage for employees to participate in team building activities so that any employee would be more comfortable and have stronger chemistry when working with other members of their respective departments, and with other employees in the company as a whole. Leaders are capable of motivating their subordinates through a series of actions, such as words of encouragement, acts of appreciation, and allowing for employee involvement in key decision making processes in the company. For instance, leaders who appreciate, constantly encourage and assist in the improvement of the tasks performed by their subordinates will be able to build a strong and healthy employer-employee relationship. This good relationship instils the traits of confidence in employees and motivates them to enhance their performance. Excellent leaders commonly try to develop a dialogue or establish open communication with their subordinates. Employees who are well
This style requires high degree of competence. Leaders work with the team members to build personal strengths and develops them for the future. This style does not work when team members are stubborn and show resistance (Benincasa, 2012).
Organisational culture is one of the most valuable assets of an organization. Many studies states that the culture is one of the key elements that benefits the performance and affects the success of the company (Kerr & Slocum 2005). This can be measured by income of the company, and market share. Also, an appropriate culture within the society can bring advantages to the company which helps to perform with the de...