...Communication Climate and Organizational Performances: A Comparison Studies Between Two Public Organizations. Rosli Mohammed Faculty of Communication and Modern Languages University Utara Malaysia Adnan Hussein School of Communication University Science Malaysia Introduction: Organization, whether it is a profit making or a public service organization needs to create a climate which would facilitate effective communication in organizing job related activities. One of the important aspects of organizing is the ability to communicate the roles, expectation, goals and vision of the organizations. Some studies indicate that managers spend from 62 % up to 89 % of their time engaged in communication, much of the time spend is through face to face communication interactions. Results also showed that time spent by managers communicating with peers, superiors, and subordinates ae more frequent compare to other task requirement. Normally, the objectives of communication is to informs and educate employees at all level in the company’s strategy and motivates employees to support the strategy and organizational performance goals.As most management scholars see, in the working world, interaction skills are typically viewed as necessary to helps work groups or employee’s accomplish goals and objectives (Henderson, 1987; D’ Aprix, 1982) The continuing assumption is that the better the interactions skills...
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...This article was downloaded by: [The University Of Melbourne Libraries] On: 02 September 2015, At: 02:39 Publisher: Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: 5 Howick Place, London, SW1P 1WG Accounting and Business Research Publication details, including instructions for authors and subscription information: http://www.tandfonline.com/loi/rabr20 Fairness in performance evaluation and its behavioural consequences a Mahfud Sholihin & Richard Pike a b Universitas Gadjah Mada , Indonesia b School of Management , Bradford University , Emm Lane, Bradford, BD9 4JL Phone: +44 (0)1274 234393 Fax: +44 (0)1274 234393 E-mail: Published online: 04 Jan 2011. To cite this article: Mahfud Sholihin & Richard Pike (2009) Fairness in performance evaluation and its behavioural consequences, Accounting and Business Research, 39:4, 397-413, DOI: 10.1080/00014788.2009.9663374 To link to this article: http://dx.doi.org/10.1080/00014788.2009.9663374 PLEASE SCROLL DOWN FOR ARTICLE Taylor & Francis makes every effort to ensure the accuracy of all the information (the “Content”) contained in the publications on our platform. However, Taylor & Francis, our agents, and our licensors make no representations or warranties whatsoever as to the accuracy, completeness, or suitability for any purpose of the Content. Any opinions and views expressed in this publication are the opinions and views of the authors...
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...Introduction Leadership involves giving direction to people. It is a very important function in any organization. Leaders should understand that on the shoulders of the people they lead, they lean. This means that people are important in leadership. There are several scholars who have contributed to the knowledge of leadership. Some of the great quotes on leadership are: “The leaders who work most effectively, it seems to me, never say “I.” And that’s not because they have trained themselves not to say “I.” They don’t think “I.” They think “we”; they think “team.” They understand their job to be to make the team function. They accept responsibility and don’t sidestep it, but “we” gets the credit…. This is what creates trust, what enables you to get the task done.” Peter Drucker “The task of leadership is not to put greatness into people, but to elicit it, for the greatness is there already.” John Buchan “If I have seen farther than others, it is because I was standing on the shoulder of giants.” Isaac Newton “A leader is a dealer in hope.” Napoleon Bonaparte Meaning of leadership Wendell French has defined leadership as, ‘the process of influencing the behavior of others in the direction of a goal or set goals or more broadly, toward a vision of the future.’ It is the processes of influencing behavior of individual or group accomplish organizational goals. It is a group effort, cooperation of all individuals sought by a leader for attaining a productive purpose. Koontz...
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...Conflict resolution and mediation in a primary care trust Workplace conflict has become increasingly focused on individual employment dispute, policy makers have placed a particular emphasis on workplace mediation, however the broader impact of mediation has been ignored. Here we introduce of an in house mediation scheme, it explains mediation impact on workplace relations and dynamic conflicts between union and management. The processes of dispute resolution cannot be divorced from the pattern of workplace relations Therefore outcomes of individual disputes are subject to processes of negotiation and re-negotiation and conditioned by what Edwards P (2000) calls the politics of the management of labor, this underlines the importance of examining mediation through a lens that accepts that the management of individual conflict should reflect a balance of workplace power. Importantly the expansion of mediation could be seen as...
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...fields; it is the core of everything we do. So, a title or position can not automatically create a leadership. What is mentor? A mentor usually is an individual, older, and all the time more in experienced, which can help and guide the development of another person. The guiding principle is not behalf on personal gain. Then what is the meaning of mentoring? The most common distinct of mentoring is an experienced person in the professional relationship to support in the development of specific skills and knowledge, as well as the other people with less experience improved professional and personal growth. 2.0 Leadership 2.1 Definition Leadership is accomplishing results through relationship with people. The overall aim of leader is to achieve the task with the assist of their group. In the words of Peter Drucker, “Effective leaders earn and maintain the trust of other” So, to be an effective leader, get the trust from the others is important, it because leader need to lead the follower to achieve goal and the relationship of leader and follower must be...
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...over-controlled and over- managed. They tend to have higher free will and thinking, work and etc. Leaders will have different leadership styles to manage and lead their employees which are identified by the path–goal theory of leadership. This is why the attitude and the behavior of a leader will influence his/her subordinates on achieving their goals and objectives. Leadership is mostly defined as a process of leading or influencing a group of people or an organization to achieve their goals. According to Yukl, ‘it is obvious that a person can be a leader without becoming a manager, and a person can be a manager without leading’. In my opinion, a leader has long-term of view which inspires and motivates his/her subordinates and work together to achieve their vision, mission, goals and objectives. And, a manager is a problem solver of the status quo which focuses on productivity and efficiency. Hence, they are different from each other. Path-goal theory is related to leadership. It is a specific theory which is based on leadership styles or behaviour. Path-goal theory states on how leaders achieve high level of performance, influence own and their employees satisfaction and performance to achieve the performance and organisation’s goal. This is by clearing and clarifying the path, increasing the number of rewards that is available for them. Additionally, a leader can also change and regulate his/her leadership style of behaviour to the employees and task behaviours so that they...
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...other parts of the world. However, this is not the case in South Africa. Research purpose: The purpose of the study is to determine whether transformational leadership has a beneficial relationship with subordinate leadership acceptance, job performance and job satisfaction. Motivation for the study: Leadership is a critical issue that the public sector needs to address in order to survive and succeed in today’s unstable environment. According to Groenewald and Ashfield (2008), transformational leadership could reduce the effects of uncertainty and change that comes with new leaders and help employees to achieve their objectives. Research design, approach and method: The sample comprised 1050 full-time employees in the public sector based in head offices. The measuring instruments included the Multifactor Leadership Questionnaire (MLQ), the Leadership Acceptance Scale (LAS), the Job Satisfaction Survey (JSS) and the Job Performance Survey (JPS). Main findings: Transformational leadership had a positive correlation with subordinate leadership acceptance, performance and job satisfaction. Practical/managerial implications: Managers can train public sector leaders to be transformational leaders because of the adverse effect lack of transformation can have on employees’ attitudes in areas like satisfaction, performance and commitment....
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...traits or qualities such as charisma, foresight, persuasiveness and intensity. It is said that, “there are almost as many different definitions of leadership as there are persons who have attempted to define the concept.”(New York Free Press, 1974). First, leadership must involve other people-followers or subordinates. By their willingness to follow the leader, group members help define the leader’s status and make the leadership process possible. Without followers or subordinates, a person’s leadership qualities will be fall or in other words it would be irrelevant. Second, the leadership process involves an unequal distribution of power among leaders and group members. Leaders can direct some of the activities of group members. This means that the group members are compelled or are willing to obey most of the leader’s directions. The group members cannot similarly direct the leader’s activities, though they will obviously affect those activities in a number of ways. Third, leaders can influence their followers or subordinates, in addition to being able to give their followers or subordinates legitimate directions. In other word, leaders not only can tell their subordinates carry out the leader’s instruction. For example, a group...
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...Styles Timothy Burkeen ADM515 Week 4 Written Assignment Abstract: Among the many leadership theories that have been proposed, relationship oriented styles and those that resonant with people and inspire them are the most effective in gaining widespread acceptance and support. This paper discusses the participative leadership approach and the transformational approach along with a comparison and contrast of Machiavellia's approach. Introduction There are many definitions of styles of Leadership. In his book Primal Leadership, Goleman offers that there are six styles of leaders; Visionary, Coaching, Affliliative, Democratic, Pacesetting, and Commanding. (Goleman, 2002) He further categorizes these styles as either resonant or dissonant. Goleman uses anecdotal stories and case studies to emphasize how effective leaders use emotional intelligence and building relationships to influence people and events to bring about change. In one sense, one could say that Goleman's approach is interested in the study of how the leaders style influences the moods and emotions of those he is attempting to influence. There is also an Open Loop (Goleman, 2002, pp6) in which the moods and emotions of the leader and the moods and emotions of the subordinates affect each other. They each influence each other. Yukl approaches the study of leadership in his book Leadership In Organzations by exploring the...
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...[pic] MANAGING PEOPLE CROSS-CULTURAL CHALLENGES IN INTERNATIONAL BUSINESS Word Count: 2170 Cross-cultural Challenges in International Business Management has been one of the key elements of companies in most cases. A major responsibility of managers at all levels is to encourage organization members to perform to the best of their abilities in ways that help the organization achieve its goals (George & Jones 2002). In order to do so, managers need to first have an understanding of their subordinates. The better managers perceive subordinates, the more they are capable to motivate them. In addition, it is the same situation for manager and customer relations. A manager cannot satisfy his customer unless he has a very good sense of perception. Globalization is a very popular term recently. In a way, this term represents the shortening of distances and disappearance of borders (Friedman 2007). Borders within Europe, at the present, are almost forgotten. As the regulations on FDI were loosened in China with her accession to World Trade Organisation (WTO) in 2001, the three continents America, Europe and Asia are much closer to each other than they have ever been. Multinational corporations (MNC) have spread all over the world. Collaboration with many companies independent of national borders became a must for MNCs to survive. Collaboration with companies all around the world cannot be managed without a multicultural workforce and cultural differences...
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...Overview of the Chapter Leadership is a key ingredient in effective management. When leaders are effective, their subordinates are highly motivated, committed, and high performing. When leaders are ineffective, chances are good that their subordinates do not perform to the level of their capabilities, lack motivation, and may be dissatisfied. This chapter describes what leadership is and examines major leadership models and theories that have been developed by various researchers. It also describes how managers engaging in transformational leadership can have a dramatic impact upon their organization and discusses the impact of gender on leadership. Learning Objectives 1. Describe what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders. 1. Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership. 2. Explain how contingency models of leadership enhance our understanding of effective leadership and management in organization. 3. Describe what transformational leadership is, and explain how managers can engage in it. 4. Characterize the relationship between gender and leadership. MANAGEMENT SNAPSHOT: EFFECTIVE LEADERSHIP STYLES FOR TOUGH TIMES: LESSONS FROM HOWARD SCHULTZ, RICHARD SCHULZE, DAVID FARR, AND LOU GERSTNER Each of these persons is a current or former chairman...
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...Final Exam Case Analysis MGMT 7135: Seminar in Leadership and Team Building Table of Contents Performance Management Model..……………………………………………………3 Communications.………………………………………………………………………..12 Leadership...………………………………...…………………………………………..13 Conflict.…………………………………………………………………………………..16 Perception……………………………………………………………...………………..17 Team Performance……………………………………………………………………..18 As Regional Director for Happy Face Frozen Foods (HFFF), I hold a great responsibility to meet sales projection levels at each of my sales districts. Hitting goal is not just a numbers game- it’s a task of managing people within the culture of the organization. My ultimate goal for District IV and district manager Tony’s performance deficiency is to diagnosis issues and problem areas. Multiple management/leadership models and concepts are needed in order to shift this district to become profitable and successful. PERFORMANCE MODEL Skills, Abilities, Traits Tony appears to have a lack of effort, despite being young, aggressive, talkative, appears to be intelligent, and was a top sales representative. I questioned his work ethic capabilities, but the Myer Briggs Type Indicator says we are polar personality opposites as he is an ISTJ and I am an ENFP. In general, his type explains why his apparent lack of effort is actually his “introverted” and “sensing” personality; Tony self-reflects, works alone, thinks before acting, keeps energy inside, is hard to read, and verbalizes...
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...extensively used these days. Burns (1978) identified two types of leadership comprise of transactional and transformational leadership. Hence, leaders should be capable to indicate which theory should be applied in accordance with organization’s culture and objectives. This essay aims to evaluate the resemblances and the differences between transactional and transformational leadership as well as the feasibility to utilize a mixture of them by giving the definitions and examples followed by the supporting researches and studies. Initially, transactional and transformational leadership are different in terms of implementation and its outcomes. However, transformational leadership was developed from transactional leadership (Downton, 1973). Bass (1985) defined transactional leadership as an exchange activity that leaders execute to motivate subordinates in order to achieve their tasks by giving out reward or punishment correspond with their performance. Additionally, active and passive management by exception are taken into account when it comes to misconception and faults. Bass (1985) stated that transformational leadership emphasizes the value of subordinates, encourages them to perform extra effort, and assures their comprehension on organization’s goals and objectives. Besides, idealised influence, inspirational motivation, intellectual stimulation and individualised consideration are a combination of effective transformational leadership. For instance, parents raise their children...
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...Path-goal theory centers on how leaders motivate subordinates to accomplish selected goals. It emphasizes the relationship between the leaders’ style, the characteristics of the subordinates and the work setting. The leader should clarify the directions so subordinates know which way to go, remove obstacles that are stopping them and provide the rewards along the way. Leaders’ approach will depend on the situation, including the follower's capability and motivation, as well as the difficulty of the job and other contextual factors. The underlying mechanism of the path-goal theory deals with expectancy, a cognitive approach to understanding motivation where people calculate: – Effort-to-perform – Perform for Outcome – Assigned valences or values to outcome Based on assumptions from Vroom's Expectancy Theory, this model explains how behavior of the leader causes expectancies/motivations in the subordinate that create effort and satisfaction. The rationale is that followers will perform better if they think they are capable, and if they perceive the work will get results and be worth the effort. But can anyone become a leader and if so, how? The secret to leadership is the ability, to create a highly motivating work environment that influences anyone who comes into contact with it. The strength of the P-O linkage depends upon three beliefs in the follower's mind. First, the follower must trust that the leader will be able to deliver as promised. The outcome, given that it...
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...coworker relationships on employee motivation and intent to stay", Journal of Management and Organization, vol. 18, no. 6, pp. 807-817. Relationships between coworkers have a great influence in people’s lives. While the importance of interpersonal relationships is widely supported by psychological literature, the specific impact of relationships between coworkers has been carried out by too few studies. The present study of Basford & Offermann (2012) was aimed to put an addition to the small but growing interest of researchers on coworker relations. Basford & Offermann (2012) conducted the research to study whether positive employees outcomes may derive from good peer relationship, while negative outcomes obtain from poor coworker relationships. The major aim of this research was to investigate the impact of coworker relationships on the two specific outcomes - employee motivation and intent to stay. In this article, it was comprised of two main parts. First, the examination of whether the relationships of coworkers could, beyond supervisor and senior manager support, become a unique influence on other employees’ motivation and intent to stay. Three relationships, namely supervisory versus coworker relationships, importance of coworker relationships and concurrent examination of coworker and supervisory relationships were taken into examination. Second, the test of the generalization of these findings was conducted in order to explore whether employee job status...
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