Contents

Report

1.0 Introduction

2.0 To analyse what type of leader is Caroline

2.1 Leader definition

2.2 Leadership traits

2.3 Caroline leadership style

2.4 Comments about Caroline

2.5 Communication network within team

3.0 To evaluate Caroline overall effectiveness as a manager

3.1 effective manager definitions

3.1.1 Caroline qualities

3.2 Theorists

3.2.1 Caroline qualities

4.0 Conclusions
INTRODUCTION

This article is going to be based on the motivational theories that have followed by the
organizations to motivate their employees. Even though, several theories have been
newly found the traditional and the famous Theory X and Theory Y of Douglas
McGregor is still famous even today. The advantage of this theory is that it compares and
contrasts two different opinions those are opposite sides of the coin. That is, any
organization can follow either theory X or theory Y and they can't pretend to follow both.
It is a normal human attitude in the psychological perspective that he always expects to
be taken care and motivated. Even though, the organization focus on self motivation, but
still they have not succeeded hundred percent in that. Self-motivation can occur only after
high experience and passing through lot of problems and learning using the failures. So
for any newly joined employee, he should always be motivated and the company should
know the way of getting the maximum output from him and for that that should be
standard set of inputs or the internal and external environmental factors should facilitate
him or motivate him to reach the stage where he'll be a money cow continuously
producing more for the company.

Here, the organization we are going to study is Muddle Corporation, where they are
suffering due to high financial problems, planning cost cutting, freezing employee salary
and are highly affected due to the lethargic and lazy attitude of the employees. More over
they are also facing problems due to excessive wastage of their resources by the
employees like sitting in internet for their personal use for a very long time.

This theory is mostly followed in some of the automobile companies. This study is
particularly suitable for very large manufacturing companies because the production,
operations, and the number of employees in these companies or quite large and it become
very difficult to control and coordinate the activities of the employees. The managers find
it very difficult to individually monitor the activities of a particular employee, understand
their problems and take steps to motivate them because that'll be quite a lot of functional
units or production units and in each section of the unit that will be thousands of
employees working. So, if he has to study each and every employee it will take at least a
year for him.

Mostly, in such old companies the employees get involved in a lot of physical work and
strain like the employees of coal mines or huge bottling unit or car production unit or
steel cooling unit, they have two put in a lot of physical work and at times they get lot of
physical strain and get de motivated. In these cases, sometimes they start to hate they
work. That is the dislike doing it, continue to work without any motivation goals.

The main business strategies followed here are,

Going as per the rules book

Several rules are laid and the employees and they are asked to follow these rules. They
are monitored whether they are following or not. Discipline can be laid only by the rules
and regulations. When they are not met, these rules are enforced by punishments. They
should not be allowed to use Social networking sites with in the company and if found
using, they should be punished severely.

Suggestions to improve this

Even do, several rules were laid sometimes they are also human beings and some
exceptions to happen. For example if the employees should wear uniforms daily to their
factory and if a particular employee can't ware due to unavoidable circumstance like his
uniform gets damaged, then in those situations which are exceptional they can be
forgiven.

Using an excellent enterprise resource planning software or a human resource

management software using which all operations can be monitored and stored in a
database like, the number of days and employee is absent or failure to follow a rule, and
so on. When, the employee fails in certain aspects, and continues to repeat the mistake,
then in those cases punishment is the only solution. The punishment should not be very
severe and it can be like cutting is salary for a particular day or suspension for a week or
so on. Only in case he continues to repeat the mistake again and again they can think
about dismissing him from the firm.

Since, these employees are mostly not much educated. They should be clearly taught all
the principles of the organization. These peoples mostly resist the change and are not
ready to accept any change because sometimes they don't understand the importance of
that.
In these cases, the change has to be forced on them, if they are not ready to accept it.
By connecting meetings and explaining the situation to them is the first step and even
though they are not ready to accept the change, then the only way is to force them to
follow the rule or else go for punishment.

Since, most of these work involved in a manufacturing sectors are lot of hardship and bad
environmental condition certain effort can be taken to improve the working condition.
The employees get a fear of the life because they might work with hot chemicals or
burning Furnace or very difficult condition. Efforts can be taken to improve their safety
and security standards like offering them very good uniforms that a very much resistant
to fire or chemicals and offering them gloves with steel petals in them, preventing cutting
of the fingers when working with machines like lathe cutters.

Here they have a fear of loosing job and salary. This can be avoided by explaining to
them the current situation and giving a positive scope to them stating that the current
situations can be over come by only cooperation and willing to work. The meetings
should be made compulsory to share their views and how the problems are going to be
met.

They should be given some primary education and to think laterally when they are not
educated. They are mostly self-centered and only way to overcome this is to organize
outside parties and the events where they get to know about other fellow employees,
share knowledge, understand their problems so that they will come out of self-centered
 thinking or focusing always about them. They should be clearly taught that they've
growth only depends upon the growth of the firm.

2.0 TO ANALYSE WHAT TYPE OF LEADER

The theories are associated with an organization and a leader called Caroline to
study about the process of the different types of leader ship and how it influences the
organizational behaviour.

2.1 Leader definition

Buchanan and Huczynski (2004) defined leadership as the process of influencing the

activities of an organised group in its efforts towards goal setting and goal achievement.

Using this concept, Carolines performance as a leader needs to be analysed and

evaluated to see what kind of leader she is within the project team. By evaluating the

software project team, it can be seen that Caroline fits the category of situational leader

type since she had been involved with the establishment of the project. (Hersey and

Blanchard, 1988). It can be argued that Caroline was appointed to the job role but there

were no evidence to endorsement as she did not have a job description when the

organisation selected her to that position.

2.2 leadership traits

It is recognised that there are traits that affect leadership; they can be defined as physical

characteristics, aspects of personality and measures of intelligence. (Burt, 1955). The

members identified Carolines personality as a hard worker whom committed to the

project, and possessed good understanding of the strengths and weaknesses of

individuals. Consequently, making her the driving force behind the team. Evidence of
intelligence was reflected within her work, as well as knowledge of appointing people

with similar orientation as her, thus ensued her to work effectively with team members.

As she acknowledged that, to get the task done it is better to recruit high quality skilled

staff than spreading the money over six workers with lower attributes giving her

popularity. Mintzberg (1977) identified that, to work effectively depends on authority and

status of individual that may naturally adopt roles without realising. The team operates in

flat organisational structure which makes it easy for Caroline to communicate with other

members as well as participate in different roles for example overlapping as a team leader

and her job role as trouble-shooter. However team leader is Elizabeth but it is recognised

that in the day-to-day activities the authority usually depended on who has the requisite

skill, knowledge and expertise to manage the team.

Weber (1947) identified three types of authorities, the one most related to Caroline within

the team is charismatic because the comments from other members illustrated positive

feedback. Therefore her personality stands out which gives her some unique elements.

The powers that can be analysed by Caroline can be put into three categories when

referring to the studies of French and Raven. For example, already mentioned that

Caroline possesses particular skills and knowledge that contributes towards her

leadership style which can be defined as expert power (French and Raven, 1958).

Furthermore, she has referent power which is the same as charisma that make people

want to follow her. (French and Raven, 1958). This interrelate the essence of leadership

is followershipwillingness of people to follow that makes a person a leader (koontz et

al, 1990). Reward power is another factor in which the team working overtime on the
project, it had suggested giving bonuses to them, but they have refused. The reasons for

this are related to the loyalty towards Caroline whom always involved in the project and

fellow team members to complete the work on time (French and Raven, 1958). There are

evidence of power within the team, however in Carolines situation the power is weak

compared to other autocratic leaders who use more power.

2.3 Caroline leadership style

From Likert and Lewin theories, democratic (consultative) is the one that most suited to

Caroline role as a leader (1961 and 1939). For instance, the role involved with giving

advices and seek opinions within the group to enable to do the tasks that been set out.

Nevertheless, from Likert it can be seen that participative can also contributed to the type

of leadership styles (1961). As this involved with Caroline working with all the team

members together and complete trust on each individual work performance. Caroline

involves all the team members in decision-making, which is approved and appreciated by

her colleagues by meeting together in group meetings. It seems that participate is a

development from democratic style as they are similar in participating with subordinates

and confidence on them to use or share ideas though the use of communication (Likert,

1961). Therefore, able to negotiate and discuss each individual views on particular issues

that may relate to the performance of the tasks. The decisions on choosing who to do the

work is depended on who have the skills or expertise and the timescale to do it will be the

one responsible.

2.4 Comments about Caroline

According to all the team members Caroline is a much better leader then the previous and

new project leader. The pattern of communication amongst the project leader Caroline

and the other team members is much more effective as Caroline works both internally

and externally within the organisation. Communication is something that is essential in

any organisation. An organisation cannot really accomplish its objectives efficiently

without communication. Individuals need to communicate their ideas and evaluate both

their own contribution and those of others effectively to inform group members of their

thoughts; views or motives.

2.5 Communication network within team

As well as operating in democratic leadership style the team emerge toward All-Channel

communication net, decentralised network which involved full decisions and

participations (Bavelas and Barrett, 1951). It is used within the team as there are signs of

interactions and frequent communications which makes Caroline the leader of both the

task and the social system. This determines that there is high level of satisfaction within

the group with the presence Caroline, whereas the new project leader had taken over the

communication level become more centralised around the political goals. This outlines

the difference between effective leaderships between Caroline and Stuart in the team

members point of views.

3.0 EVALUATE CAROLINE OVERALL EFFECTIVENESS AS A MANAGER

3.1 Effective manager definition

To manage is to forecast and plan, to organise, to command, to coordinate and to

control (Fayol, 1916, pp.515-516). Therefore a managers job must consist of planning,

organizing, directing, and controlling the resources of the organisation. These resources

include people, jobs, technology, information, and money and etc. Managers work in an

active environment and must foresee and adapt to challenges. This latter part will

evaluate as well as discuss whether Caroline was an effective manager within the team

using well known theorists to support the claims.

To be an effective manager, an individual must perform the functions of management,

therefore being in needing to possess managerial skills. Katz (1974) identified three

managerial skills that are essential to successful management: Technical, Human, and

Conceptual. Technical skill involves procedures or techniques, knowledge and expertise.

Managers thus use these processes, techniques and tools on a specific area. Human skill

involves managers ability to interact effectively and cooperate with people, i.e.

employees. Conceptual skill involves the formulation of ideas. Managers understand

abstract relationships, and solve problems creatively. Katz (1974).

3.1.1 Caroline qualities

Caroline shows that she possesses technical skills, an individual of authority with

requisite skill, knowledge and expertise to manage her area of specialty. She also

possessed human and conceptual skill identified by Katz (1974) as, the team described

her, easy person to work with, good tempered when you make silly mistakesdoesnt

leave you with the manual, takes time to help you. She also maintained contacts with
other group individuals, to name a few are administration, higher management and

computer service, reflecting her ability to interact and communicate with others

successfully. As for the conceptual skills she is a Trouble-shooter, the designer of the

systems, in which ideas are needed, and working with individual members on solution

of problems.

3.2 Theorists

To be an effective manager an individual must create and maintain an internal

environment, so that others can work efficiently in it. The job of every manager involves

what is known as the management activities by the classical theorist Fayol (1916), these

activities are: planning, organising, monitoring, and controlling. These functions are goal-

directed, interrelated and interdependent. The activity of planning, involves devising a

systematic process for attaining the goals of the organization, e.g. preparing for the

future. (Buchanan and Huczynski)

Furthermore, organising involves arranging the necessary resources to carry out plans.

Thus being the process of creating structure, establishing relationships, and allocating

resources to accomplish organisation goals. Motivating has been defined as influencing

others towards the accomplishment of organisational goals. (Buchanan and Huczynski)

This involves guiding, leading, and overseeing of employees to achieve organisational

goals. This can be achieved through memos, meetings and personal contacts. Lastly,

controlling involves verifying that performance actually matches the plan. With respect to

the limitations of time and budget that was imposed. If performance results do not match

the plan, corrective action is taken.

3.2.1 Caroline qualities

Using the POMC Approach to distinguishes whether Caroline coalesces the

management activities listed by Fayol (1916) to perceive her effectiveness as a manager

within the team, it illustrates that she carries out some of the activities such as the ability

to motivate which impacted on the level of the teams performance, it was said, she

makes you stay and work when normally you would have gone home. She also

controlled the team, as she was the one who imposed few controls with regard to either

work or general behaviour. In addition, she was the one to organise and bring together a

hard-working and effective team that enjoyed working with each other, which showed

good output, overall highlighted by customers comments received I still dont want to

let her down but due to the planning activity it worked out as management given the

brief and budget to her and letting her make the decisions and the allocation of resources

on her own initiative.

According to Mintzbergs (1973) research he concluded that managers performs a great

deal of work at an unrelenting pace and importantly suggested in carrying out their work,

managers were performing different roles arising from their authority and status which he

(1977) distinguished ten roles under three main headings: interpersonal, informational,

and decisional, (See Appendix).The three interpersonal roles are primarily concerned

with interpersonal relationships. In the figurehead role, Caroline is the one in charge, the

problem solver represents the organization in all matters of formality. Higher

management seem to represent the organisation in formality, legal and social to those

outside the organisation. Caroline acted as the leader of the team, which reflects her
 relationship with management and team members giving a similarity as manager and

employees. In the liaison role, she interacts with peers and people internally and

externally due to her diverse contacts. The informational roles concerned information

aspects of managerial work. Monitor role, she received from higher management

information. The role disseminator, Caroline transmits and informed team about

developments. She represented the group as the spokesperson. Mintzberg (1977)

expressed an effective manager required for an individual to posses some leadership

qualities. However Kotter (1990) stated that manager establishes plans and budgets,

designs and staffs the organisation, monitors and performance and delivers order and

predictability, hence these correspond with the activities done by Caroline.

4.0 CONCLUSIONS

Caroline leadership has democratic (consultative) style that was based on team-members

involved throughout decision-making but can take a lot of time to comprise. There were

hardly any rules and standards that had been imposed on Caroline by senior management

and this gives her the power and freedom to make her own decisions without any

interference of superiors.

The effectiveness of Caroline as a manager, according to the theorists, it is palpable she

possesses numerous managerial skills, performs managerial activities. And the group is

effective with similar orientation she has. Consequently her replacement was a great

disappointment with loss of capital, moneymaking ideas, stress (Time is Money!). The
peaceful environment and atmosphere, trust, morale, loyalty and motivation of the group

exploited.

They are together as a team for a purpose and it makes is easier for them to complete

their tasks as they all find their work interesting and fulfilling trust while working

together. According to Fiedlers Co-Worker questionnaire, all members are highly task-

orientated. With Caroline gone it illustrated her effectiveness of managing and controlling

the team and how bad the team is doing without her. Even though she lacked some

managerial skills it would have been better for the company to invest training on her

rather than replace her. Since the replacement, the morale is low and people are

uninspired, extremely difficult for the entire team to progress towards achieving their

objective.

Appendix
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