...Havard model HRM is generally considered to be either Hard or Soft where hard HRM is quantitative, calculative and treats people as a factor of production (an object). Soft HRM on the other hand draws from the Human Resource school of thought which treats people as strategic resources who can provide an organisation with strategic flexibility through being committed, innovative and working in a team so as to achieve a competitive advantage. The Harvard Model is considered to be more soft in nature because it views individuals as potential assets or human assets rather than variable costs. [pic] The Harvard map of HRM A large part of this section in Human Resource Management, 4th edition is devoted to the Harvard 'map' of HRM. This is probably the most seminal model of HRM and has had a major influence on academic debate on the subject. 'We noted that the Harvard Business School generated one of the most influential models of HRM. The Harvard interpretation sees employees as resources. However, they are viewed as being fundamentally different from other resources - they cannot be managed in the same way. The stress is on people as human resources. The Harvard approach recognizes an element of mutuality in all businesses, a concept with parallels in Japanese people management, as we observed earlier. Employees are significant stakeholders in an organization. They have their own needs and concerns along with other groups such as shareholders and customers.' The Harvard...
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...What is the core argument of contingency theories of organizations? Discuss giving examples from at least one such theory. Evaluate the claims of this theory and assess its relevance for organizations today. Organizations operate in many different environments and it is vital to assess how they influence their structures. Effective and efficient organizing has become increasingly important in the modern world characterized by rapid changes. Contingency approaches emphasize that in order for organizations to succeed they must adopt a structure suitable for the environment in which they operate. There are many forms of contingency theory. In general, contingency theories are a class of behavioral theory that claim that there is no best way to organize a corporation and the organizational structure of the company. An organizational or leadership style that is effective in some situations may not be successful in others. Therefore, the best way of organizing the company, is contingent upon the internal and external situation of the company. External environments influence organizations in a varied number of ways. Critical external factors include, but are not limited to, the size of the organization, labor markets, availability and cost of capital, competitors, governmental laws and policies, managerial assumptions about employees, strategies, technologies used, etc. The main ideas of contingency theory are: * There is no universal or one best way to manage * The design of organizations...
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...Fielder’s Theories Linda Walker Kaplan University Fielders contingency theory leadership is all about the style of managers; whereas cognitive resources looks at the more intellectual and cognitive abilities of mangers. The biggest factor that Fielder was looking at was the way employees and managers work together. He found some managers didn’t work well with different job titles. And then cognitive resources theory looked at the intellect of the managers in business, he found that there were three factors that helped decide which manager would be best in what position and these are leader-member, task structure, and positive power (Antoine, 1988). Fielder had two key parts for his contingency theory leadership style and situational favorableness both is very important in the business world. The leadership style dealt with the way managers and their employees felt and dealt with each other on a daily basis. He felt that the personality of the managers set and could not be change so finding the right manager for the job was very important. There was more productivity if everyone got along and the manager understood of the needs and problems the employees might be having. If everything was counterproductive then maybe the manger should be replaced to be more work effective (Antoine, 1988). Fielder later found that there was another group of theories that worked also in making sure the business could run smoothly. This was called least-preferred co-workers (LPC), in this...
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...1. What is the difference between a theory and a model? Answer: A leadership theory is a definition of some conditions of leadership. Theories have factual value because they are used to explain better, conclude, and control successful leadership. A leadership model is a sample for copying or used in a given position. All the contingency leadership theories having the leadership models. The leadership theory is the lengthy document that clarify the variables and leadership styles to be used in a given contingency situation. The leadership model is the small arbitrary of the theory to be used when choosing the proper leadership style for a given situation. 2. What contingency leadership variables are common to all of the theories? Answer: The contingency leadership variables used to describe the relevant leadership style are the leader, followers (employees), and situation. The leader element is positioned on personality traits, nature, and experience. The follower’s factor is pointed on effectiveness and motivation. The conditional factor is based on task, structure, and environment. A leader to be powerful, there must be a relevant fit between the leader’s nature and style and the followers and the situation. This leadership theory bid to explain the applicable leadership style positioned on the leader, followers (employees), and situation. 3. How does the global economy relate to contingency leadership? Answer: ...
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...Leadership Theory Mid Term Paper For this paper I decide to look at four of the leadership theories. The ones I chose are Trait, Contingency, Situational, and Behavioral. I will talk about the definitions of those four theories. Also I will discuss the overviews of the four theories including positives and negativities of each. Leadership Theories There is a wide and ever growing variety of theories to explain the concept and practice of leadership; to me leadership is a dynamic and complex process. Per our text book leadership is an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes. (Daft, 2011) The theories that I will talk about simplify leadership into different theories. The first I will talk about is the Trait Theory. Trait theory assumes that people inherit certain qualities and traits that make them better suited to leadership. (Cherry, 2012) Also Trait theories often identify particular personality or behavioral characteristics shared by leaders. (Cherry, 2012) Per our text book traits are the distinguishing personal characteristics of a leader, such as intelligence, honesty, self confidence, and appearance. (Daft, 2011) Contingency Theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. (Cherry, 2012) Success with this theory depends upon a number of variables and qualities...
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...2-organization culture topics to use * Three layers of organizational culture model : Artifacts, values and assumptions * Hofsted’s four value dimensions : power distance , uncertainty avoidance , individualism and masculinity * Culture’s function * Organizational culture 3- Leadership: * Characteristics of effective leadership * Types of leadership : autocratic, bureaucratic , democratic , transactional and transformational leaderships * Leadership theories : Blanchard’s situation theory and path goal theory * Leadership model : fielder’s contingency model 4- motivation: * Motivation process * Theories of motivation: Maslow’s Hierarchy of needs, Herzberg’s motivator hygiene theory , Vroom’s expected theory and Adams’s equity theory 5-perception: * The perceptual process: observation , selection and translation * Causes of perception : stereotyping , halo effects, similar to me errors , situational perception , needs and perception and attribution theory 6- Communication: * Communication processes * Types of communication: verbal and non verbal communication * Barriers of communication 7- Groups and teams: * Team formation process * Group cohesiveness * Five strategies of group development : forming , storming , norming...
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...Contingency Theories of Leadership Name Class Affiliation Instructor Date Leadership is considered by psychologists and organizational researchers as one of the most multifaceted and complex phenomena (Field & Seters, 1990). As a result of its complexity, leadership is one of the most misconceived phenomenon in the whole world. This prompted the researchers to come up with various foundational theories which helped to shed more light about leadership (Burns, 1978). Thus, it is impossible to analyze and evaluate leadership theories without going back to their origins (Field&Seters, 1990) There are several leadership theories that have been researched, developed and discussed by various researchers. They include; personality, influence, behavior, situational, transactional, anti-leadership, culture, transformational and contingency theories. The sole objective of this essay is to critically evaluate a group of contingency theories of leadership. The most notable contingency theories of leadership include Fried Fiedler’s, Path-Goal and Vroom-Jago (Field&Seters, 1990). This essay will start by evaluating Fiedler’s theory, followed by Path-Goal theory and the last three theories will be evaluated as a single group. According to (Bryman, 2011), contingency theories are advanced on the platform that dictates that there is no single best method that can be used alone to make a decision or lead an organization. These theories seek to offer and explain the...
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...as the ability to influence a group toward the achievement of a vision or set of goals. (Robbins and Judge 2005). Leaders have the task of planning, organizing, solving problems, motivating, supporting, delegating, rewarding, networking and rewarding their employees or group members, among numerous other tasks. Consequently it can be said that the performance and effectiveness of an organization is directly related and depends upon the leadership that it has. With reference to Fiedler’s Contingency Model/ Theory, Hersey and Blanchard Situational Leadership Theory, Path-Goal theory and Participative Leadership Model, the validity of this statement shall be proven. The very first complete contingency model for leadership was developed by Fred Fiedler. The Fiedler contingency model proposes that successful group performance depends on the proper coherence between the leader’s style and the extent to which the situation gives the leader control. (Robbins and Judge 2005) In Fielder’s contingency model, first the leadership style of the individual needs to be identified through a special questionnaire referred to as the “least preferred co-worker questionnaire”. This evaluates whether the person is relationship oriented or task oriented. The next step is matching the leader to the situation using leader-member relations, task structure or position power variables. Finally we evaluate. Fiedler concluded that task-oriented leaders perform better in situations very favorable...
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...Most employees want to work for Jonathan because he regularly assigns his employees different duties each week so they don’t get bored. Most of the employees under Jonathan including Stephanie are satisfied with their jobs and the way they are treated. Dan in contrast prefers for most of his employees to work in the same area each day and insists employees have shorter lunch breaks, than the amount of time allotted in the company policy. The Path-Goal Theory of Leadership The path-goal theory of leadership defines the role of a leader as one who outlines the goals and lays down the path for the subordinate to facilitate success and completion of the goals. The leader empowers the group to reach their goals, and ensures that they share an awareness of what those goals are. The path-goal theory centers on the motivational factors of the subordinates by showing employees how their accomplishments directly affects their reception of expected rewards (Certo& Certo 345). The path-goal theory suggests that the leaders under this theory possess four styles of leadership which are directive behavior, supportive behavior, participative behavior and achievement behavior. With directive behavior the leader lets followers know what is expected of them and tells them how to perform their tasks. In supportive leadership, the leader is friendly and shows interest in the followers as fellow human beings and the leader also shows concern for the followers’ personal needs. Participative behavior...
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...Later on his career took him to Indiana where at Indiana University; he coached his way to stardom. His recorf of 31-1 wins-losses was a straight record for the 1975 and in 1976, his team won every game of the season. What made him such a successful coach were his principles on discipline and hard work. He had a reputation of cursing and shouting at his players and even man-handle them at few occasions which landed him into trouble as well. In February 2003, he earned his 800th victory and that placed him in the hall of fame for best coaches of all times. If we look at his leadership style, his ability to handle stress as well as to instil it in his players was a factor that put him on the top. He was task oriented according to the fielder’s contingency model and derived success out of players by putting them under high- stress conditions. If we talk about situational leadership model II, he has S1 Telling style that is described as communication via one-way and there is no emotional support of any kind. At the same time, he tell that what to perform, how to perform, when and where to do the job as give roles to the individuals after assessing their skills. Coach K had a very...
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...LEADERSHIP TYPES AND STYLES Leadership - Defined as one’s ability to get others to willingly follow. - is an integral part of the management functions. - is a product of interpersonal relations. It is a function within a specific social structure of an organization. - is a process whereby an individual guides, directs, influences or controls the thoughts, feelings and behavior of others. (Harold Koontz & Cyril O’Donnel) - the art or process of influencing people so that they contribute willingly and enthusiastically toward group goals. - a kind of work done to meet the needs of a social situation. (Philip Selznick) FUNDAMENTAL PRINCIPLE OF LEADERSHIP: Since people tend to follow those who, in their view, offer them a means of satisfying their own personal goals, the more managers understanding what motivates their subordinates and now the motivations operate, and the more they reflect this understanding in carrying out their managerial actions, the more effective they are likely to be as leaders. INGREDIENTS OF LEADERSHIP: 1. The first ingredient of leadership is power – the ability to use power effectively and in a responsible manner. 2. The second ingredient of leadership is a fundamental understanding of people – the ability to comprehend that human beings have different motivation forces at different times and in different situations. 3. The third ingredient of leadership is the ability to inspire – the rare ability to inspire followers to...
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...The foundation of a successful organization is defined by a strong leader. Regardless of the type, size, or financial performance, the foundation of the organization still lies in the hands of a leader. The success or failure of an organization is often linked to the leadership style and ability of the leader. There is no “one size fits all” leadership style and it is essential that each leader develop his or her own style to successfully lead the organization. There has also been a link found between the personality of an individual and their leadership capabilities as it relates to the overall leadership style of the formal or informal leader. “Leadership style is the manner and approach of providing direction, implementing plans, and motivating people.” (Clark, 2013) In order to provide direction and implement plans, the four decision making styles that have been identified are autocratic, consultative, group, and delegated. These four styles have been derived from the Vroom and Yetton Model. Leaders of an organization are not limited to those individuals who hold a managerial or official title or those who are highest on the hierarchy of an organization. “While too often we can find powerful people who do not hold genuine positions of authority, we frequently find people who are in a position of authority, but are powerless to influence the behavior of others.” (Goncalves, 2013) Formal leaders are those who have been given or have earned their place at the top...
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...wrote in 1943 A Theory of Human Motivation (Hierarchy of Needs) theory is that human beings are motivated by unsatisfied needs, and that certain lower factors need to be satisfied before higher needs, and that certain lower factors need to be satisfied before higher needs can( Daft p.229). According to Maslow, there are general types of needs physiological, safety, belongingness, esteem, self- actualization that must be satisfied before a person can act unselfishly. These needs arranged by ascending order of importance with self-actualization being the most important. He called the other three “deficiency needs” such as physiological, safety and belonging. Maslow's concept of self-actualization, which is personal growth and fulfillment relates directly to the present day challenges and opportunities for employers and organizations to provide real meaning, purpose and true personal development for their employees. Maslow saw these issues fifty years ago: the fact that employees have a basic human need and a right to strive for self-actualization, just as much as the corporate directors and owners do. In actuality almost all-individual growth, whether in a hobby, a special talent or interest, or a new experience, produces new skills, attributes, behaviors and wisdom that is directly manageable to any sort of job role. The Hierarchy of Needs theory remains valid today for understanding human motivation, management training, and personal development. Max Weber theory focuses on the...
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...NORTHCENTRAL UNIVERSITY ASSIGNMENT COVER SHEET ------------------------------------------------- Student: Billyn Tarplain ------------------------------------------------- ------------------------------------------------- THIS FORM MUST BE COMPLETELY FILLED IN Follow these procedures: If requested by your instructor, please include an assignment cover sheet. This will become the first page of your assignment. In addition, your assignment header should include your last name, first initial, course code, dash, and assignment number. This should be left justified, with the page number right justified. For example: Tarplain, B PSYCH 6401-8 Industrial/Organizational Psychology | Save a copy of your assignments: You may need to re-submit an assignment at your instructor’s request. Make sure you save your files in accessible location. | | PSYCH 6401-8 | Audrey Rabas, PhD | | | Assignment #7 | Analyze A Charismatic Leader | | | | | Academic integrity: All work submitted in each course must be your own original work. This includes all assignments, exams, term papers, and other projects required by your instructor. Knowingly submitting another person’s work as your own, without properly citing the source of the work, is considered plagiarism. This will result in an unsatisfactory grade for the work submitted or for the entire course. It may also result in academic dismissal from the University Faculty Use Only Sir...
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...Leading Leading Means Inspiring - A manager should strive to become an inspiration to the rest of the employees. Employees will follow a manager because the manager is the boss. However, a manager that is an inspiration means that employees follow that person because they believe in what the manager is doing and they are trying to help the company achieve its goals. Finding ways to inspire employees means coaching them and motivating them to succeed as integral parts of the company. What is Leading A good leader inspires employees, boosts morale and encourages effective communication among employees. Excellent leadership can even increase the organization's income. How Leaders Influence Others Influential leadership styles The message is getting through that ‘command and control' leadership is obsolete. A different leadership style, one that depends on influencing others rather than ‘telling', is required to deal with current market complexities and fast-paced environmental changes. Traditional leadership worked well in less turbulent times where companies ran on simple departmental lines - and the CEO had time to think and plan with other executives. Communication was straight-forward, markets were predictable and people delivered consistently. But few businesses run this way. Many, Nokia being a prime example, are fluid networks where power no longer comes with the position you hold but through your ability to influence others to act. BP, once a traditional organisation...
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