Changing Culture over Time

Culture Definition: Cultures in organisation is defined by how the organisation is run, how the personalities within the organisation interact with each other and also how the structure of the company is set out. Most organisations tend to start off as a power culture, this is because it is set up by a person and he/she wants to run the company their own way, doing what they want to do and meeting their personal objectives, with the help of subordinates. This leads to organisation growth though, and this means that a power culture will no longer work. To continue growing specialist people will need to be brought it, and these types of employees want to feel welcome, want to feel part of the organisation. This leads to a task culture. On the other hand; it could be a line of work, like office work, where people just go to earn money. This leads to a role culture. After this point, most organisations will be in the role culture stage, however when things grow again companies will have to be able to change quicker and compete with other people; this will lead to needing greater flexibility. This takes us into a task culture. Key Learning Points How would you Define Culture? How would you Define a Power Culture? What are the Other Three Main Cultures? Image from Flickr...

Culture

Culture Definition: Cultures in organisation is defined by how the organisation is run, how the personalities within the organisation interact with each other and also how the structure of the company is set out. We can see this when we look at how different counties operate, for example the French are very self-righteous and therefore stick up for what they believe in, hence why they have blocked motorways when fuel prices have risen and chopped of their leaders head when they didn’t agree. It needs to be remembered that not all cultures match all environments; each organisation will need a different way of life to manage their business well. As well as this people need different cultures to work well in, hence why people tend to look for jobs which makes them happy. For example, bankers, even if they aren’t the best mathematicians, they work in the industry because they love the never stop lifestyle and that’s the culture which suits them best. Culture in a business tends to stem from what the founder, or very early leader installed into the beliefs of a company. After a culture has been set, it is very hard to get away from it, that is why when leaders take over suffering businesses and turn it around so quickly there are so many impressed people, because not only have they made the staff work towards new goals, they have changed a business culture which installs that into the staff. Another point is that after a successful leader has been at an organisation, even if a less charismatic one comes in after, it may not...

Leadership Powers and Influences

Power Definition: The ability of a leader to influence its subordinates. Influence Definition: The effect of leaders actions on what the subordinates will do, how they act and behaviour. Both of these can help a leader lead his staff. Employees look up to leaders in a number of ways, seven of these are below: Position Power – The status of the person. Legitimate Power – Authority of position held. Reward Power – Power of rewards leaders can give subordinates. Coercive Power – Power to punish a subordinate. Personal Power – Characteristics or knowledge of the organisation. Expert Power – Power from knowledge and skills for the tasks. Referent Power – Leaders personal characteristics. To influence a leader must have interpersonal skills; Interpersonal Skills Interpersonal skills Definition: Behaviours thoughts and emotions that are directed towards effective interaction with other people. It is vital to effective leadership that you understand your own and others practice of leadership. Involving; Awareness of self Awareness of others Ability to work with emotions Tolerance of ambiguity Managing stress Orientation toward goal-achievement Persuasion Understanding and using power Working with teams Impression management Assertiveness Development and facilitation of...

Types of Leader

Leadership Definition: Leadership is the building of motivation through individuals in aid of reaching a certain set of objectives. A good leader is someone who can lead to good results, by using what he has in the best was possible. Charismatic and Visionary Leadership “A fire that ignites followers” These leaders tend to go beyond to do well for their organisation. They have an amazing ability to motivate and get the most out of staff which makes an organisation more efficient. As well as this they make a stand for the company, which followers will also do, showing their dedication. To help motivate staff Charismatic leaders tend to get the complete trust of their employees by showing respect and trust for them. This involves delegating important tasks which make the employees feel they are really needed. All of this makes an ideal culture, which many charismatic leaders aim for as they believe in looking towards the future, creating a vision of an organisation. However, as they have such a strong vision to make an organisation perfect, it can often lead to being too ‘perfect’ and doing the complete opposite, because instead of focusing on keeping the company afloat, they are concentrating on making their ideal world. A good example of a charismatic leader like this is Adolf Hitler, Martin Luther King Jr. and Osama bin Laden. (Not that I want to compare Luther King with the other too) Transformational Leaders These leaders are similar to the charismatic leaders, but on-top of that they are able to bring innovation to an organisation. This is done by looking employees concerns and needs,...

Path-Goal Theory

Leadership Definition: Leadership is the building of motivation through individuals in aid of reaching a certain set of objectives. A good leader is someone who can lead to good results, by using what he has in the best was possible. Path-Goal Theory Definition: This theory shows that a leader needs to increase employees motivation by making sure that they know there is a path to achieve what they want to achieve. This theory has two main points; the leaders’ behaviour and also the use of rewards to meet subordinates needs. This theory goes against Fiedler’s as the Path-goal theory suggests that leaders can change depending on situation. The four areas of the Path-Goal Theory are as follows; Supportive Leadership This involves showing the employees that you (the leader) cares. To do this a leader needs to be open and friendly with employees and know that motivation is a key tool in making an organisation work. Directive Leadership This is where planning and making goals is essential, it allows the employees to always know what they are meant to do and makes sure that they follow the rules and complete tasks in the appropriate manor. Participative Leadership This area means that the leader is willing to take employees ideas on board and listen to their opinions and suggestions. This helps with motivation as employees feel they are more part for what is going on within an organisation. Achievement-Oriented Leadership This is when the leader set objectives which allow the employees to know what they need to achieve. This also helps with high performance and quality as there is always something to aim...