LHRD 3723 Case Study 4

1. Mr. Loong is the managing director of Lions Pvt. Ltd. He has noticed that the Five Factor Model (FFM) of personality traits is one of the main contributors for leadership effectiveness. These traits play an important role in determining how his employees behave in unfamiliar, ambiguous, or weak situations in the organisation. Realizing the importance of these personality traits, elaborate the implications of the FFM towards the organisation.

8. As set forth in this chapter, what are the differences between termination by dismissal and termination by discharge? Chapter 14 9. What makes an informal leader - an individual with no organizational authority - a true leader? 10. What might be the value of delegating certain one-time special assignments to a particular employee? And how do you choose the employee for this sort of delegation?

Case: Scientific Turmoil Joan is the director of scientific computing at a large utility company. The people she supervises are all college graduated with backgrounds in science, engineering, or math. These people do systems work and computer programming that is more problem-oriented than other programmers in the company and the people in Joan’s department are quite close knitJoan hired Fred into the group from the Engineering Department. Fred, who had worked for the company for seven years, learned the programming easily and was doing quite well. One year later Bob was hired into the group by Joan. Bob and Fred both assimilated into the group quickly.About a month later, Joan’s problems began. Information was quite freely shared by members of the group, especially job-related information such as salary. When Fred learned that Bob was making more money than he was, he was quite upset. Bob was doing the same kind of work with less experience at his new job. He also had had less total…

Case: Scientific Turmoil Joan is the director of scientific computing at a large utility company. The people she supervises are all college graduated with backgrounds in science, engineering, or math. These people do systems work and computer programming that is more problem-oriented than other programmers in the company and the people in Joan’s department are quite close knitJoan hired Fred into the group from the Engineering Department. Fred, who had worked for the company for seven years, learned the programming easily and was doing quite well. One year later Bob was hired into the group by Joan. Bob and Fred both assimilated into the group quickly.About a month later, Joan’s problems began. Information was quite freely shared by members of the group, especially job-related information such as salary. When Fred learned that Bob was making more money than he was, he was quite upset. Bob was doing the same kind of work with less experience at his new job. He also had had less total…

Case: Scientific Turmoil Joan is the director of scientific computing at a large utility company. The people she supervises are all college graduated with backgrounds in science, engineering, or math. These people do systems work and computer programming that is more problem-oriented than other programmers in the company and the people in Joan’s department are quite close knitJoan hired Fred into the group from the Engineering Department. Fred, who had worked for the company for seven years, learned the programming easily and was doing quite well. One year later Bob was hired into the group by Joan. Bob and Fred both assimilated into the group quickly.About a month later, Joan’s problems began. Information was quite freely shared by members of the group, especially job-related information such as salary. When Fred learned that Bob was making more money than he was, he was quite upset. Bob was doing the same kind of work with less experience at his new job. He also had had less total…

1. Why do the functions of management tends to overlap? Do you think that the overlap is an advantage or not? 2. Explain how does the technical, human, and conceptual skills of an employee vary as the employee progresses in the management ladder? Explain which type of managers i.e., middle, top, and lower would require more technical, human, conceptual skills.

22. Describe how managers and team leaders can develop an accurate understanding of unresolved issues before they escalate into larger ones.

The type of leadership style suggested for Theory X type of employees is a. Democratic b. Laissez-faire c. Paternalistic d. Autocratic

Article"Leadership, power and organizational mobilization"Francoise Venezia Contreras Torresa,* and Guido Angello Castro RíosAssociate Professor, School of Administration, Universidad del Rosario, Bogotá, ColombiaResearcher, Universidad del Rosario, Bogotá, Colombia SUMMARYThe objective of this study is to analyze the processes of leadership and power, as phenomena that arise wheninside organizations from the interactions that occur between the people (agents) thatmake up. The organization is understood as a dynamic system in a permanent process of change.that is mobilized, by virtue of the dynamic relationship that occurs between leaders and collaborators. Since I knowIt is a theoretical study, the analysis is done through a bibliographical review. As a conclusion itcan affirm that leadership and power mobilize the organization and can lead it to imbalancesproductive, which favor the development of organizations and their durability. QUESTIONS: Make a conclusion on the study of the…

Article"Leadership, power and organizational mobilization"Francoise Venezia Contreras Torresa,* and Guido Angello Castro RíosAssociate Professor, School of Administration, Universidad del Rosario, Bogotá, ColombiaResearcher, Universidad del Rosario, Bogotá, Colombia SUMMARYThe objective of this study is to analyze the processes of leadership and power, as phenomena that arise wheninside organizations from the interactions that occur between the people (agents) thatmake up. The organization is understood as a dynamic system in a permanent process of change.that is mobilized, by virtue of the dynamic relationship that occurs between leaders and collaborators. Since I knowIt is a theoretical study, the analysis is done through a bibliographical review. As a conclusion itcan affirm that leadership and power mobilize the organization and can lead it to imbalancesproductive, which favor the development of organizations and their durability. QUESTIONS: Article entitled "Leadership, power and…

a. describe actions leaders can take to measure, positively impact employee engagement, and the associated benefits to an organization.

A leadership style is a set if characteristic behaviours or the characteristic manner in which aleader will go about fulfilling their role in order to achieve results ...” (Louw & Venter: 2019:425-426).Highlight the different leadership styles the management team of Drip Footwear should knowof.Your answer should contain the following points:• Differentiate between strategic, visionary and managerial leaders.• Advise the management team of Drip Footwear which type of leader may be mostbeneficial to their organisation and provided reasons for your choice

Fred Starky Fred Starky worked his way upward in the NBY Company until he became assistant plant manager in the Illinois plant. Finally, his opportunity for a promotion came. The Houston plant was having difficulty meeting its budget and production quotas, so he was promoted to plant manager and transferred to the Houston plant with instructions to "straighten it out." Starky was ambitious and somewhat power-oriented. He believed that the best way to solve problems was to take control, make decisions, and use his authority to carry out his decisions. After preliminary study, he issued orders for each department to cut its budget 5 percent. A week later he instructed all departments to increase production 10 percent by the following month. He required several new reports and kept a close watch on operations. At the end of the second month he dismissed three supervisors who had failed to meet their production quotas. Five other supervisors resigned. Butterfield insisted that all rules…

LEADERSHIP STYLES Make a summary of the topic discussed in the article Explain each leadership style and give examples. For each leadership style, mention what are the strengths and what are the weaknesses, according to the author.

1.Among the Theories of Motivational Behavior in Organization , choose only 1. You may cite an example for better understanding. 2. Working Conditions as MotivationWhat qualities should working conditions have to be motivating to employees? 3. Theory X and Theory YAll styles of management are useful in certain situations. Come up with a scenario inwhich•Theory X is appropriate as a management and motivational style •Theory Y is appropriate as a management and motivational style

Lenora Hapkins, an employee of Tyson's Production, was proved to be a difficult employee in her field assignment in the Marketing Department. Rather than risking a fight with the union for firing her, she accepted the decision to be moved to the "front office" under a different manager. Allison Clark was a reluctant supervisor. She handles three (3) minority employees, including Lenora. Fortunately, two (2) of the three (3) employees were very proficient. In Allison's point of view, Lenora has an awkward personality, poor communication skills, and little involvement with her co-workers. After a three-month period, Allison wanted Lenora to learn some other tasks so that she could back up the other secretaries in the unit. Lenora's cross-training proved difficult for two (2) reasons: (1) she did not get involved in the training process itself, consequently learning a little, and (2) she resisted helping others when the workload demanded it. Allison already decided to talk to Lenora about…

Kotter (1988) states that leadership is the process of moving a group (or groups) in some directions through mostly non coercive means: citing relevant examples discuss this view

Your friend is a human resource manager. She says, “People expect men and women to havedifferent leadership styles but in fact their leadership styles are very similar.” Is this correct?

from the following what are some othe things a supervisor modeling can organizations do to keep employees safe   What things other than supervisor modeling can organizations do to keep employees safe?Don't just say you support mental health. Model it so that your team members feel they can prioritize self-care and set boundaries. Often, managers are so focused on their team's well-being and on getting the work done that they forget to take care of themselves. Share that you're taking a walk in the middle of the day, having a therapy appointment, or prioritizing a staycation (and turning off email) so you don't burn out.

Case: The Busy Boss Delegates Director of materials management Tom Netter was responsible for activities divided among five managers, some who themselves had subordinate supervisors. As someone responsible for a wide range of activities, Tom had always espoused a belief and active delegation of authority an active participative management as far as his direct-reporting managers were concerned. It seemed to Tom as though a common response throughout the hospital to many problems and questions that arose was, “That's Netter's responsibility”. In a way it made him feel good to be identified so strongly with many important activities. Among Tom’s many responsibilities was membership, on behalf of the hospital, on several product committees of the region’s group purchasing program. He also served on at least four hospital committees, including the product evaluation committee and the safety committee. As is often the case with a growing health care institution and with the expanding…