a business organization

This essay discusses the empirical management methodology that applies to the coordination of greater acceptance and reward forums, which contributes to improved results. The methodology trumps the idea that workers work well while they manage themselves by substituting this principle.
The philosophy was well structured during the discussion of management alignment and flow, including how the mechanism operates and the implementation of the "Initiative and Incentive scheme." When the incentives approach is implemented in the workplace, the theory's implementation works well. From the orientation of the theory, better results are as an outcome of better incentives incorporated in reward and recognition. The theory suggested four principles that determine performance. The principles are applied in different stages compared to, to the earlier management theories, and comparatively, the policies of management by Taylor took the better understanding of the work through training, segregation of duties, cooperation and equal division of labor. Under the theory, management is expected to enforce, better and aligned activities slotted in other than the bombardment of activities in the previous management theories. One of the pillars dealing with the alignment of policies and structures leads to excellent results since the staff motivation is high through the incentivized program. The theory of management tested in "Moving pig Iron" and other areas where conformity of the results took place.

The theory makes employees feel empowered since their impact is recognized and rewarded. The metric measure in qualitative and quantitative aspects confirmed the end goal of the argument.

Thoughts and Reflections

Though the principle has critics of reward and recognition impacts performance, studies have given the ability of the theory supporting the scientific management theory. Motivated employees seek new challenges with the primary aim to conquer. The staff ability and confidence to perform enhance task and objective oriented results.

The discussion on principles and structures of an organization gives me the reason to support the theory since proper flow in an environment enhances better results, which is a key pillar in the argument.

Overcoming Resistance to Change

Thesis

Coch, L., & French, J. R. (1948). Overcoming Resistance to Change, By Lester Coch and John

R.P. French, Jr. Place of publication not identified.

Overcoming resistance covered in the article discusses that opposition emanates from personal frustrations and pressure from the surrounding and the way to handle it is through group management.

Evidence

In the middle 1900s, a study was taken by Coch and French Jr. on the reasons as to why employees resisted on the transfer changes introduced in an organization. The results indicated that individual staff felt frustrated when the introduction of changes took place, and this impacted their performance negatively which also led to organizations underperformance. The reason for individual’s frustrations was the perception that the management betrayed them. The disappointment coming from staff made them angry and could not perform. As the anger piled up again and again, the individual staff start consulting one another on their feeling of the change. In the process of consultation with a colleague to colleague, it led to a group of frustrated staffs full of anger on the modifications deployed in the organization.

The theory elaborated further that the frustration continued to an extent every employee within the organization was part of an opposing team. After the frustration, the staff became reluctant to work offering their energy on anger to the management. The body operated in a challenging environment till Coch and French Jr. administered a study on handling and overcoming the change in the questions of why what and how. The investigation revealed that employees are first frustrated and later aggravated by the pressures revolving around which is the group.

Immediately Coch and French Jr. learnt that they proceeded to another study where they introduced team control through participation as the change was coming on. The results of the study gave an insight that group management participation in conducting change helped overcome resistance to the dynamics.

Thoughts and Reflections

Though individual and group behavior changes, I firmly agree that group management is the best way to handle resistance to change.

One More Time: How Do We Motivate Employees?

Thesis

Herzberg, F. (1988). Herzberg on motivation. Cleveland, OH: Penton/IPC.

The article states that employees are double sided beings with entirely different factors causing motivation and demotivation without any correlation. The theory states that what causes motivation, when eliminated, don’t create demotivation and vice versa is also true.

Evidence

Studies on what motivates employees and what causes demotivation was carried out without an exception of the staff seniority. Factors that caused employee satisfaction and motivation are variables that concern an individual while the elements that cause demotivation affects the environment where the individual works.

Categorization of the variables was a primary element to handle demotivation and motivation of employees in the workplace. In variables categorization on what causes motivation and demotivation, application of people concern never made an individual staff more productive. The elements were more of external impact to an individual deriving the name of extrinsic causes since it’s not linked to anyone.

On introduction of elements that improved individuals’ task delivery, motivation on employees was noted. As it comes out motivation is a self-centered concentration element. Since everything is an inmate, it made the study name this elements intrinsic meaning that motivation comes from an individual while demotivation is a group concern issue.

From the studies what demonstrated intrinsic factors are better pay, more responsibility, better working environment, and challenging work among others. As and when the study was taking place extrinsic elements that demonstrated impact in an organization are: Poor management and leadership skills, poor people concern and the like.

Thoughts and Reflections

From the studies carried out, it gives an insight that what determines employees motivation are different and for sure that is the case since when one is rewarded they become motivated, but when eliminated, it doesn’t make them demotivated. Therefore, upholding the theory.

Goal Setting – A Motivational Technique That Works

Thesis

Locke, E. A., & Latham, G. P. (1990). Goal setting: a motivational technique that

Works. Englewood Cliffs (NJ: Prentice Hall International.

The article describes how goal setting and expectancy relate to one another. Goal setting techniques lead to better results giving a direct relationship between outcome and the structural definition of goal setting.

Evidence

The Author's (Locke's) axiom is that set targets, and objectives are the immediate controllers of human action. Individuals do synthesis efforts, persistence and direction towards achieving the set performance targets. In the process to have a maximum aim set achievement, management engages employees in having the unique and specific areas that are challenging focusing on action, efforts, and direction. The study shows that performance obeys learning curve. Performance is not an automatic item in the initial stages of the theory, and it catches up as time progresses. Studies evaluating this argument taken between, 1988 and 1990 portrayed that ninety percent of the organization embracing specific and well-defined targets challenged employees to an extent innovation and invention was the primary source of performance in the long run.

The committed goal is a source of motivation that makes an employee concentrate on performance which is the ultimate goal. The more stringent the task, the better the performance of an employee. The theory has seven steps that management should adhere to as they propel the goal setting management style as a motivational factor. Managers utilizing the principles are keen to precision and the goals set are SMART (Specific, Measurable, Accurate, Reliable and Timely) lacking ambiguity. In conclusion, the study suggested that teamwork is an option deriving the theory with an effective range of 3-8 employees per team. For sure small teams are easy to manage and control levelling to performance.

Thoughts and Reflections

Though the direct relationship that exists between goal setting and expected performance do not conform to all avenues, my evaluation and review sticks on ruling out the theory in management it is quite imperative.

The Abilene Paradox: The Management of Agreement

Thesis

Harvey, J. B. (1996). The Abilene paradox and other meditations on management. San

Francisco: Jossey-Bass.

Abilene paradox article is the management technique described, showing the inability of a group to object when oppressed. The theory believes in differentiated individual goals and objectives that dictates lack of team cohesion objecting poor management. The theory is based on a negative conclusion of the desire of "rock the boat".



Evidence

The theory explains how sociological ties interfere with the rule of addressing people’s concern and on the contrary, the staff remains silent without any objection raise to the management and leadership of the organization.

The investigation explained how individuals operate with fear in a social set-up in dismay they might be discriminated due to a different perception of the societal. The study stated that individuals in a social set-up concentrate on “Action-anxiety". The “Action-anxiety" meant that an individual associated with the stress that if aired in the organization and this increased the chances of possible disassociation with the social group which poses a different belief to that of the individual. The group grows with negative attitudes but cannot air it in fear of objection by the team which makes everyone conform to “Action-anxiety" which honestly do not hold from their inner person.

The theory’s assumption is denying the individual the right to speak what they have in their inner being as it may be the same to everyone and may lead to a crisis in managing them. For example, in the Watergate scandal, Herbert Porter stated: “Am not the one to stand in a forum and state that this should stop." As such a decision attributed to "the fear of the team pressure that would ensue, of one not being a team player."

Thoughts and Reflection

Currently, the theory does not hold since most organization are facing strikes from the staff, meaning they talk and share their frustrations.

Self-Directed Work Teams

Thesis

Stayer, R. C. (2009). How I learned to let my workers lead. Boston, MA: Harvard Business

Press.

The article covers the explanation of team management that govern themselves on an equal share of the tasks and responsibilities towards achieving the goals of the group perform exemplary.

Evidence

An assessment of how the theory operates and it gave a stunning quality attributes of the teams that conform to the theory. The characteristics pronounced some properties which are subordinate leadership, interdependence, and common goal and self-empowerment qualities among others. Briefly, the qualities definition and terms arise from interaction, and this led to some pros and cons on companies that adopted this.

The study went ahead and stated the merits attained by the theory which are; High responsibility and accountability handled by an employee. Employees in this group hold the same task and duties unlike distribution of the functions done by a nonmember. The volume of work and accountability improve in this type of team the study stated.

The theory states that increased group innovation is another objective the team has. Clubs, where everybody has the same task, give everybody the chance to explore new ways of working on it and as they converge the way of doing things change promoting creativity and innovativeness. Other pros are high employee satisfaction and accomplishment, efficient utilization of every member's skills, and high empowerment levels attained by employees among others.

Although self-directed team management has shown some pros, it also has some cons. The cons associated with this theory is that a lot of time wastage experiences through meetings and lengthy procedures taken to make decisions. Before the style takes shape productivity on individual and team level dips and it's also costly to have the platform and infrastructure that supports this.

Thoughts and Reflection

The theoretical analysis gives me an insight that a lot of guidance is of paramount importance to have this type of team management to succeed. The reason for this is to avoid exposure to demerits linked to it.

How to Choose a Leadership Pattern

Thesis

Tannenbaum, R., & Schmidt, W. H. (2009). How to choose a leadership pattern. Boston, MA:

Harvard Business School Press.

The story behind the approach that concentrates on defining how task orientation and people concern influences the choice of leadership style and pattern is covered here. The theory states that at any one point leaders choose on how to blend the two to have a leadership style which a personal choice.

Evidence

A study evaluated the theory where leaders assessment on how they lead organizations concerning task orientation and people concern. The outcome bravely combined different application on the two bases with a high and a low as the variables. The results of the studies indicated that there exist five leadership styles managers would adopt by blending this principle. The leadership styles that came out of this study are:

Laissez Faire; The leadership style that managers decide not to participate in any of the policies. Leaders in this manner give little effort to enforce people concern as well as structuring workflow towards the achievement of the organizational goals. The style best suits underperformance and demotivated employees.

Team Concern leadership: the theory purports that this is another leadership style within the approach. This leadership style concentrates on both people and also deliverables, where the performance here is excellent.

Authority-compliance: Authority-compliance, is another leadership style that concentrates on being strict on the set objectives with minimum attention to the staff. The technique leads to the achievement of the organization goals leaves employees concerns.

Country club: Country club approach is the final style that leaders opt to take, the theory states. In this leadership style, the leader concentrates on ensuring that the staff treatment confirms the best treatment in all ways possible and minimum concern on stated deliverables.

Thoughts and Reflection

From this theory, it is quite elaborate that leaders have a wide range of leadership style to apply in managing an organization. The theoretical analysis states a leader’s choice of people concern or task orientation is personal.

Crucibles of Leadership

Thesis

Thomas, R. J. (2008). Crucibles of leadership: How to learn from experience to become a great

leader. Boston, MA: Harvard Business Press.

Crucibles of Leadership theory states that organization that focusses on experiential learning gain power in commanding the market and industry they operate in through molding new talents the article states.

Evidence

Crucible leadership embraces experiential learning, believes in offering platforms where young talented leaders molded through guidance and Experiential learning programs. An investigation of the application of the theory shows that market leaders groom young talents by use of their experiences.

In the processes of evaluating applicability Toyota, General Electric, MIT, and Boeing are the examples of companies who utilize experiential learning through the use of manufacturing program. The corporations are outstanding at what they do. Many companies live in a narrowed comfort zone. The organizations motivate aspirant leaders to seek experience so that to engage the stretch of assignments and duties which are risky. The agencies give precious little guidance in learning from experience. In learning through experience with minimum insights provided leads to the minor understanding of adaptability in the current dynamic environment. Mostly the organizations concentrate on their industry, business without borrowing and acknowledging what other industries offer as new approaches. For instance, in the banking industry, it focuses on the cost per unit as the key performance indicator demolishing the system in experiential learning. For that matter, almost all banks operate the same with the minimum change in operation as well, with consistently maintaining the same best Technological savvy bank year in year out.

Thoughts and Reflection

As of Toyota, General Electric among others, priority is in advancing experiential learning. The companies so stated with this experiential learning concern top the league or industry where they belong. Experiential learning, exemplary speaks for itself since an adoption of any process that leads to success is the way to go. In this point of concern, I embark resources on experiential learning as their fruits are all over in the business dailies, Forbes listing, evaluation, and analysis, etc.

The Bases of Social Power

Thesis

Raven, B. H. (1992). The Bases of Power: Origins and Recent Developments.

Washington, D.C.: Distributed by ERIC Clearinghouse.

The article states that the basis of power definition and application is the results a type of power links. Power can influence, and such the influence derived from the power names the power.

Evidence

From studies taken indicated six basis and types of power and how they are applied currently. The kinds of power either influences an outcome or generated by a methodology.

Expertise power is the ability granted in professionalism knowledge, experience, and exceptional skills or talents. Steve Jobs as the CEO of Apple Inc. nomination as the best CEO in CEOs evaluated by Forbes, did show that his ability to influence was exceptional in comparison to all other CEOs studied.

Referent Power is the power one attains especially in the social circles of life. In any social set-up, there is that one person who members contact whenever they need assistance. The members of the social set-up end-up referring their connections to this person. How it works is through relationships built. In the sales and marketing, a marketer gets more and more sales as and when their consumers refer new clients, and the chain continues.

Legitimate Power this is power derived from the ballot where people or citizens elect you. An example of this power is the President of a sovereign state such as Donald Trump.

Reward Power is another power that is linked to reward and recognition. Hussain Bolt a Jamaican athlete has commanded this power for more than a decade in short races through the medals he has received.

Coercive power is the power that comes from disciplining or punishing a wrongdoer. A teacher has this ability when teaching students in the class has the power to punish.

Thoughts and Reflection

Power is an indication of influence or how the power sourced. It is correct to state that power is a basis of control or how it is acquired.

Situational Leadership and Power

Thesis

Natemeyer, W. E., & Hersey, P. (2011). Classics of organizational behavior. Long Grove, IL:Waveland Press.

The article defines situational leadership and power theory as a theory that states situations command what type of leadership to use and no one leadership style warrants to contain all the changing circumstances.

Evidence

Situational theory evaluation did show that at one point a leader conforms to task orientation on exposure to another condition the leader shifts to another way to handle the exposure. Leaders are meant to be dynamic and not stagnant in the form of doing things the theory states on evaluation. The micro and macro environments define what to do with minor attachment to the structured plan. For example, when a conflict arises between employees and management, the leadership withdraws the set plans to address the skirmish first. The diversion to solve the problems shows how the environment determines the style to be used by the managers.

The theory states that leaders are not only programmed to work in a specific direction without change of mind when an in eventuality takes place. Dynamic environment exposes managers and leaders to different changes and trends that need new tricks and lives the old ones. Leadership that is less concerned with adopting new influencing skills and management skills never performs in the world the evaluation goes on.

The study elaborated that the environment dynamism is the reason behind transformational leadership to enhance industrial understanding. The theory strongly defended why a leader should be dynamic.

Thoughts and Reflection

Micro and macro dynamics are the rules of the game in the current world, and no specific leadership upholds change, therefore is significant to state that command is not planned but situations guide.

Management by Objectives

Thesis

Odiorne, G. S., Weihrich, H., & Mendleson, J. (1980). Executive skills: A management by

Objectives approach. Dubuque, IA: Brown.

Management by Objectives is an organizational theory that dictates management on a defined structure in achieving the set goals of a firm the article guides. The theory is based on assumptions that any organization that focusses on institutional goals accomplishment, all the objectives are to be set and clearly defined to eliminate ambiguity.

Evidence

An evaluation of theory on its application shows that management by organizations is guided and controlled by a jurisdiction where five steps are followed. The steps involved are: review organizational goal, set worker objective, monitor progress, evaluation and give the reward. The study elaborated that the technique influences performance through in organizational management through motivated employees, better communication, and clear goals among others. The pros arrive through the following intuition in management.

Application of the theory promotes employee motivation leading to better productivity and staff empowerment. As a result of motivation in personnel, it leads to employee commitment and job satisfaction.

The management style promotes better communication and coordination. The management technique has confidence in structured administration thus everything revolving around it is structured. Effective utilization of structured rules governing the work place also leads to better communication and coordination. Due to the specific and unique objectives stated for every employee, nobody hangs on others, as such the goals relating to everyone becomes clear and readily achievable (Batten, 2003).

Thoughts and reflection

Management by objectives is a theory that followed some structures that are key in a smooth flow of work. I strongly agree that proper definition of targets is a key and primary aim that leads to institutional target accomplishment. As such I recommend the application of the theory in organizations with stringent goals targets reason being, specific targets are stable standards of performance.

Differentiation and Integration

Thesis

Lawrence, P. R., & Lorsch, J. W. (1986). Organization and environment: Managing

differentiation and integration. Boston: Harvard Business School Press.

Differentiation and integration in this article state that Humans have evolved leadership brains. The theory suggests that good leaders have a conscience for people respecting and rewarding four drives of stakeholders.

Evidence

Studies took revolving around this cycle of differentiation and integration show homogeneity of the four drives of stakes. The four discs of stake are:

The Initial drive is to acquire; the theory shows that humans who are involved in leadership have the willingness of getting the best resources around whether scarce or plenty. Any leader who wants to succeed in performance and legacy finds quality resources in all spheres. The drive is informed by the requirements organization have.

The drives to defend; the argument goes further stating that leadership is not about acquiring only, but it is ready to protect the resources received. In this case, the theory says that's it is the role of leaders to guard and secure the team.

The third drive is to ensure that the workforce has a bond. Leaders are supposed to unite the group to have the goals met through team chemistry and cohesion. It is imperative to state; bonds creation is holistically the role of the teams.

The last stakeholders drive to comprehend; Leaders have many promises as they engage resources within an organization. The list of pledges in inducing a new human resource it's quite impressive if met it will lead to staff seeking new greener pastures as a long-term solution.

Thoughts and reflection

From the theoretical analysis and review, it emerges that good leadership hunts the best resources, builds a relationship, and comprehends any pledges made as an agreement of performance. Logically these are the primary principles that enhance trust in management and the success of the organization. In my view, it's critical and contingent not to follow the four drives of stakeholders.

Emotional Intelligence

Thesis

Goleman, D., & Soundview Executive Book Summaries. (2010). Working with emotional

Intelligence. Concordville, Pa.: Soundview Executive Book Summaries.

The article covers how understanding emotions helps an individual to understand their personality and the peers’ attributes in relation to feelings labelling them appropriately. Emotional intelligence helps individuals to understand and adapt to an environment.

Evidence

Goleman's original model that covered emotional intelligence portrayed a mixed model that combined both emotional intelligence ability and the psychological knowledge relating to traits. A recent evaluation of emotional intelligence on managers have characterized that individuals with the expertise in sensitive information can lead a team to minimize conflicts. The study indicates that leaders who have this ability have strong tiers in management and productivity as they expose their subordinates in the right direction to productivity. Companies with minimum employee conflicts, the administration encompass an emotionally sensitive individual.

Individuals with high emotional intelligence have more top skills in job performance, have excellent mental health, and leadership skills even though no direct relationship has shown this. Goleman went further stating that 67% of an individual performance comes from emotional intelligence. Recently, some studies have indicated that not all leaders who are successful have a background in psychological knowledge though they are lucky.

Thoughts and reflection

From the recent studies, a number of issues stated to indicate that emotional intelligence need be broken down into emotional ability and psychological traits. As an organization and management professional, I critic the theory since adaptability of an individual is linked to genes while at the same time leadership skills are more of learning. From that ideology and analogy, this argument is weak. From the basis, that leadership is an acquired trait whereas adaptability is genetic. For that matter, I take this theory as a weak theory in organization management. The approach would have split the emotional intelligence on versatility and leadership as the recent studies show. Emotional intelligence is holistically in two distinctive states not as stated by Goleman.

The Level 5 Leader

Thesis

Collins, J. (2013). Leadership lessons from west point. San Francisco, CA: Jossey-Bass.

The article denotes “Good to excellent” companies have level 5 leaders. The theory states that companies that start from a low position to a market leader, robust performing status are made up of level 5 leaders.

Evidence

Jim Collins studied leadership in five distinctive classes. Level 1 leadership characterized by the highly capable individual. The leader in level 1 is significant in delivery the success of the corporation through his means .i.e. talent, skills, hard work habits and knowledge among others. The second level 2 leader is a contributing team member. The team lead ensures that deadlines are met without any delays in deliverables set. The leader ensures all the members achieve the goals and objectives linked to them.

Immediately after Jim Collins crossed to level 3, managerial skills come in. Leaders in level 3 have skills in allocating the resources towards efficient and effective pursuing the organizational goals. Level 4 leaders set very high-performance targets (Hayes & Kotwica, 2013). The leader embarks on motivating people and influencing them on one to one basis towards realizing the corporate objectives. The most significant leader in his hierarchy is level 5 leader (Hayes & Kotwica, 2013). The leader concentrates on emphasizing personal humility and professional willingness in duty performance. In level 5 the leader focuses on empowering every staff to be his boss as tasks and duties delivered. The leaders falling into this category are termed as open door leaders since they allow everybody to participate in decision making and to lead the organization.

Thoughts and reflection

From a modernized state of organizational behavior and management, the above analogy and ideology qualify since employees’ ego and satisfaction come from personal recognition in duty delivery and performance. Jim Collins in this theory gives excellent abilities that hold in the current real-world situation. Organizations which embraces this skill of leadership are delighted and reaping a significant time.

References

Coch, L., & French, J. R. (1948). Overcoming Resistance to Change, By Lester Coch and John R.P. French, Jr. Place of publication not identified.

Collins, J. (2013). Leadership lessons from west point. San Francisco, CA: Jossey-Bass.

Goleman, D., & Soundview Executive Book Summaries. (2010). Working with emotional intelligence. Concordville, Pa.: Soundview Executive Book Summaries.

Harvey, J. B. (1996). The Abilene paradox and other meditations on management. San Francisco: Jossey-Bass.

Herzberg, F. (1988). Herzberg on motivation. Cleveland, OH: Penton/IPC.

Lawrence, P. R., & Lorsch, J. W. (1986). Organization and environment: Managing differentiation and integration. Boston: Harvard Business School Press.

Locke, E. A., & Latham, G. P. (1990). Goal setting: A motivational technique that works! Englewood Cliffs (NJ: Prentice Hall International.

Natemeyer, W. E., & Hersey, P. (2011). Classics of organizational behavior. Long Grove, IL: Waveland Press.

Odiorne, G. S., Weihrich, H., & Mendleson, J. (1980). Executive skills: A management by objectives approach. Dubuque, IA: Brown.

Raven, B. H. (1992). The Bases of Power: Origins and Recent Developments. Washington, D.C.: Distributed by ERIC Clearinghouse.

Stayer, R. C. (2009). How I learned to let my workers lead. Boston, MA: Harvard Business Press.

Tannenbaum, R., & Schmidt, W. H. (2009). How to choose a leadership pattern. Boston, MA: Harvard Business School Press.

Taylor, F. W., TotalBoox & TBX. (2016). The Principles of Scientific Management. Cosimo Classics.

Thomas, R. J. (2008). Crucibles of leadership: How to learn from experience to become a great leader. Boston, MA: Harvard Business Press.