Autocratic Leadership Represented by Frank-Free-Samples for Students

Questions: 1.Identify the most important 5 specific management issues drawn from the scenario. 2.Discuss the impact of these issues to the Organisation. 3.Tom is a valuable employee and would be a loss for the company is he walks away but Frank wants Tom to work on the projects he needs to complete; not the kiosk project! Apply 3 of the motivation theories, models or concepts to provide strategies to help Frank motivate Tom to work on the projects Frank urgently needs to complete. 4.Apply 2 of the Human Resources theories, models or concepts to improve this organisations performance. 5.Apply 2 of the Leadership theories, models or concepts to help Frank be a better leader. Answers: 1.The first identifiable management issue in the case is the leadership style autocratic leadership represented by Frank. As put forward by Metcalf and Benn (2013), autocratic leaders involve themselves in taking all the decisions by themselves and provide little or no opportunity for the subordinates to present their opinion. This limits the possibilities of exploring fresher perspective held by the subordinates. Motivation can be considered as the second most critical management issue in the case, which can again be linked with the autocratic leadership (Fu and Deshpande 2014). Tom getting restricted from presenting his opinion for increasing the sales acts as de-motivator, which again reduces performance expected. The third identifiable issue in the case is the communication gap between the managers and subordinates. The low level communication practiced in the organisation restricts the flow of idea, which further reduces the performance level of the organisation (Den Hartog et al 2013). Risk analysis skills developed by Frank are another management issue in the organisation. Environmental knowledge and risk identification ability is of primary importance of a manager, in which Frank is lacking (Hwang and Ng 2013). Problem solving skill is the last limitation identified from the case. It is evidenced that Frank tends to neglect the issue put forward by Tom and stick to his idea for directing the project. This, as considered by Hwang and Ng (2013) is a clear lack of problem solving ability held by the manager. 2.Use of autocratic leadership will reduce the satisfaction level of the employees that can supplement in increasing employee turnover. This will also cause motivation issues among the employees and reduce the performance level of the organisation all together (Metcalf and Benn 2013). Reduced motivation will again have adverse effect on employee performance (Fu and Deshpande 2014). The extreme results of de-motivation can result in causing issues in employee retention of the company. The communication gap between the manager and subordinates in the D7 Displays restricts the flow of idea throughout the organisation. Frank provided limited opportunity for Tom to communicate the identified risks and the potential outcome using the solution put forward by Tom. The rigid structure of the organisation restricts the subordinates to communicate the idea with the manager, which in turn will limit the opportunity to explore greater possibility for increasing the profit (Den Hartog et al 2013). Lack of risk assessment skills will endanger the complete project, as it will limit the ability of the manager to take necessary precautions for avoiding threats (Hwang and Ng 2013). It will not only restrict the company from increasing their profit margin, but can also pose threat for disrupting the current business of kiosk in the target market. Lack of problem solving ability of the manager as identified by (Hwang and Ng 2013) is likely to increase the risk factors involved in the project, hence, contribute in reducing the organisational performance due to project failure. 3.Various scholars over time have proposed different motivation theories for encouraging the employees involved in an organisation for increasing and attain greater performance. However, the problems identified in the case are different from the regular cases of motivational issues and can be addressed using the following motivational theories proposed. The motivational theories applicable in this particular case for retaining Tom as a efficient resource of the organisation are Vrooms expectancy theory, Herzbergs motivational theory and Maslows need hierarchy theory. Vrooms Expectancy theory Motivation according to the theory proposed by Vroom depends on the expected outcome of the task performed. The level of dedication is directly related to the expectation perceived by the individual. Toms situation mentioned in the case is failing, as the expected outcome is not being provided to him (Parijat and Bagga 2014). Toms recognition of the market condition is not being acknowledged by Frank, which is facilitating in de-motivating him. Considering this theory will help Frank identifying this issue and resolve it accordingly to divert Toms dedication toward the project. Herzbergs Motivational Theory Herzbergs Motivational theory on the other hand categorises motivation under two broad divisions that are hygiene and motivators. Lack of hygiene contributes toward job dissatisfaction and motivators facilitates in job satisfaction (Malik and Naeem 2013). Tom in this case is facing challenge in both the cases. He is strictly directed and supervised that contributes in reducing hygiene. Moreover, interpersonal relation of Tom and Frank is disputed that facilitates to the same. Tom on the other hand is facing trouble in getting recognition as Frank is overlooking his concept. This is playing as an actor in reducing motivation. Maslows Need Hierarchy Theory Maslows need hierarchy theory identifies five levels of needs desired by individuals according to the situation. The crisis in case of Tom falls under the fifth category of need identified, which is self-actualisation need. Self-actualisation need, as opined by Kaur (2013) is the need for fulfilment. In other words, this category identifies the need of recognition of the potential capability offered by the individual. Frank overlooked Toms ability of risk assessment from the macro environmental study and imposed his project on Tom. This significantly reduces the motivation level of Tom in contributing toward the project he is assigned to, which can be resolved using the Maslows need hierarchy theory. Frank using the theory can consider the proposal made by Tom and appreciate its efficiency. However, Frank at the same time needs to communicate the urgent requirement of the project as perceived by him, which will help Tom clarifying the importance and reconsider his priorities, as this will bring transparency in the process. 4.A number of HR management concepts can be implemented in order to increase organisational performance. However, concepts applicable in this particular case are training and empowerment and communication strategy. Training and empowerment Training and empowerment as put forward by Paill et al (2014) is an effective human resource management tool used by the organisations over industries for increasing overall performance of the organisation. This works as a motivator for the employees as it develops skills and knowledge of the employees in particular field that gains them experience as well as status in their carrier. D7 Display, like many other organisations can implement this HRM tool for increasing motivation and satisfaction level of the employees and reduce employee turnover. Developed skills of the employees will in turn increase the performance level. This will further help Frank in retaining Tom as an essential organisational asset and explore his ability for increasing organisational performance. Implementation of training and empowerment will help Tom to understand Franks perspective and the strategy perceived to work in accordance for increasing the organisational performance and d eliver the goal set. Communication Strategy Communication strategy is another effective strategy implemented by HR management of an organisational that increases the communication flow within the organisation. This according to Purce (2014) helps both the employees and the management to transmit their concerns regarding the organisational performance. Attainment of greater communication helps the organisations to explore range of possibilities for particular aspects of the projects. This further helps in transmitting vision and culture of the organisation with the employees and set them in the course desired by the organisation for achieving the same. The in this case will give Tom a voice that will help him stating his problem faced in the particular job profile. This further helps Tom in building morale and satisfies his concerns. This concerning Franks need will help him communicating the organisational need and engage Tom in the particular project as required by the organisation. 5.The leadership style represented by Frank is autocratic leadership that restricts his ability to manage the enthusiast workforce focused in generating and increasing the profit margin of the company through long term planning. The leadership style applicable in the situation can be either democratic or autocratic leadership. Democratic Leadership This leadership style as defined by Woods and Woods (2013) incorporates the subordinates in the decision making process. This will help frank in multiple cases of management. Incorporation of subordinates in the decision making process will help developing self-esteem of the employees and motivate them for working towards the project. This will further increase the dedication level of the employees towards their work. Tom will be provided opportunity to express his concern and state his opinion regarding elevation of profit margin in the long-term scenario. This will enable Frank to compare and contrast the opportunities of the available without just focusing on his ideas. Transformational Leadership Transformational leadership as pointed out by Avolio and Yammarino (2013) helps inspiring the subordinates by reflecting high level of empathy. Four primary elements identified in this particular leadership are idealised influence, inspirational motivation, intellectual stimulation and individual consideration. This will enable frank to influence Tom in taking active part in the project and work toward the goal set by the organisation. This style of leadership will also enable Frank to establish high level of communication with his subordinates and develop healthy individual relationship. Transformational leadership will further help him changing perspective and let him consider the opinion of his subordinates. This will create wider possibilities for exploring and gain success in attaining organisational goal. Lastly, transformational leaders are widely known for their ability to motivate subordinates by various means. The above skills in also contribute s in increasing employee motivation References Avolio, B.J. and Yammarino, F.J. eds., 2013. Introduction to, and overview of, transformational and charismatic leadership. InTransformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition(pp. xxvii-xxxiii). Emerald Group Publishing Limited. Den Hartog, D.N., Boon, C., Verburg, R.M. and Croon, M.A., 2013. HRM, communication, satisfaction, and perceived performance: A cross-level test.Journal of management,39(6), pp.1637-1665. Fu, W. and Deshpande, S.P., 2014. The impact of caring climate, job satisfaction, and organizational commitment on job performance of employees in a Chinas insurance company.Journal of Business Ethics,124(2), pp.339-349. Hwang, B.G. and Ng, W.J., 2013. Project management knowledge and skills for green construction: Overcoming challenges.International Journal of Project Management,31(2), pp.272-284. Kaur, A., 2013. Maslows need hierarchy theory: Applications and criticisms.Global Journal of Management and Business Studies,3(10), pp.1061-1064. Malik, M.E. and Naeem, B., 2013. Towards understanding controversy on Herzberg theory of motivation.World Applied Sciences Journal,24(8), pp.1031-1036. Metcalf, L. and Benn, S., 2013. Leadership for sustainability: An evolution of leadership ability.Journal of Business Ethics,112(3), pp.369-384. Paill, P., Chen, Y., Boiral, O. and Jin, J., 2014. The impact of human resource management on environmental performance: An employee-level study.Journal of Business Ethics,121(3), pp.451-466. Parijat, P. and Bagga, S., 2014. Victor Vrooms expectancy theory of motivationAn evaluation.International Research Journal of Business and Management,7(9), pp.1-8. Purce, J., 2014. The impact of corporate strategy on human resource management.New Perspectives on Human Resource Management (Routledge Revivals),67. Woods, P.A. and Woods, G.J., 2013. Deepening Distributed Leadership: A democratic perspective on power, purpose and the concept of the self.Leadership in Education (Vodenje v vzgoji in izobraÃ… ¾evanju),2, pp.17-40.