Roles That Managers and Leaders Play in Creating and Maintaining a Healthy Organizational Culture

With the emergence of a 'second generation of market orientation', the topic has become a rich field for researchers to cultivate. Though marketing scholars have turned their attention to the critical role top leaders play in shaping and creating a market oriented organization, no research to date has considered the impact of leaders' personal values in the process of engendering a market orientation. We argue that personal values, the primary driver of motivation, fundamentally determine human behavior. The objective of this study is to fill the gap in the current literature by systematically exploring the relationship between the two constructs. In this paper, a series of propositions is derived which suggests that leaders with different sets of personal values tend to emphasize different dynamics of market orientation. Consequently, we postulate that personal values play an invisible yet powerful role in impeding or facilitating the development of a market orientation. This research leads to an important implication for managers: a more balanced market-orientated approach can be achieved if managers become more aware of the personal values they possess. Keywords: Personal values; market orientation; business performance Managers and leaders create and learn how the importance of law of cash and decision making in organization. Managers and leaders identify the relationship between them and their employees; they also play an important role in value of the efforts of their employees. Managers and leaders use the information elements to support the decision making made by their employees so as to improve the safety and healthy working conditions in the company. They also ensure that resources are applied to those activities that return the great benefit and provide the highest value to the customers. Managers and leaders participate on cost of products which the organization produces to give an understandable price to its products. Such products, the manager and leaders must witness the processing and the activities such as labor, materials are accumulated to become unity to help healthy working conditions. In order for managers and leaders to achieve a successful organization, he/she should follow the following objectives; lead, change, create a shared need, shape a vision, mobilize a commitment, monitor progress and change systems and structures. Managers engage with employees to pursuit of joint goals of an organization as leaders give a specific action in a relationship of a mutual stimulation and elevation that raises the level of employee conduct. Managers must transform a mechanism that promotes a two way communication and the exchange of information and ideas. Leaders and managers must establish and make a commitment with fellow employees on an ongoing basis that leaders play the major role in maintaining and nurturing their relationship with employees by giving them their wants, needs and other motivations to

create and maintain a healthy organizational culture. Managers in organization change some needs as to achieve a higher level of employee performance, this changes are the management practices, safety culture of organization, workforce deployment and work design. Managers must make sure that workers implement the act of the organization so as to the productivity performance creates a healthy working condition. Managers are there to supervise the workers to achieve the organizational goals. Functions of management that supports the creation and maintenance of a healthy organizational culture. Planning The management has to plan the core assets which are available for the product development, sales and marketing of the product. Management has the responsibility to plan on how to fulfill its productivity goals, key development scenarios, plan a strategic formulator to the workers, and give a development of production method and assessing the percentage income of the organization. Budgeting Managers and leaders should show annual budgeting of an organization so as to enhance development. Budget has to show the targets of an organization because the organization should have its own goals to achieve. Evaluating A management which has great leadership and efficient functions gives motivation to its surrounding. Workers are willing to follow different leadership styles. For example they can get good ideas from observing successful companies because of its management and they way leaders do or perform their functions. A leader must involve the team members so as to develop and inspire the workers to work hard so as to achieve the targeted goal. Facilitating In an organization it needs to have an energizing relationship both between the leaders and the workers. The organization has to facilitate good working environment to its workers so as to motivate and increase the effort of labor to the workers. Leaders should develop trust by working the talk, doing what they preach. Implementation of the organizational policy has to be focused in daily activities so as that the organization can achieve its goals. Workers share responsibilities with their supervisors for understanding and participating in formal development of the organization. (Mannas, 2006). About The Author: Robert Smith was born in New York in 1956. He has spent more than 12 years working as a professor at New York University. He is always fond of helping students with academic writing. Now he spends most of his time with his family and shares his experience where you can find instructions about writing a speech and writing a review.

The Role of Leaders in Internal Marketing Authors: Jan Wieseke, Michael Ahearne, Son K. Lam, & Rolf van Dick Executive summary Internal marketingthat is, the application of the marketing concept to the internal market, in which jobs are the products to be marketed to employeescan overhaul the face of a company. Several anecdotal accounts and meager empirical research underscore the importance of internal marketing in enhancing employee understanding of corporate values, employee retention, customer satisfaction, and loyalty. Despite its intuitive appeal, internal marketing appears to be losing steam among practitioners and academia. The waning interests lead to the question, Is employee job satisfaction, the focal starting point of internal marketing, sufficient? Adopting a social identity theory perspective, the authors propose that internal marketing is fundamentally a process in which leaders instill into followers a sense of oneness with the organization, formally known as organizational identification (OI). The authors test this OI-transfer research model in two studies using data collected from regional directors, business unit managers, and customer-contact employees in a large U.S. pharmaceutical company and approximately 400 German travel agencies. The results show that the OI transfer takes place in the relationships between business unit managers and salespeople and between regional directors and business unit managers, but not directly from regional directors to salespeople. Customer-contact employees who identify strongly with the organization achieve higher levels of sales performance, and both employees and sales managers OI are positively related to their business units financial performance. However, job satisfaction is not related to business unit performance. Among many important managerial implications, the studies show that the OI-transfer process holds even in geographically dispersed working conditions, a phenomenon that is prevalent across several industries, especially in the era of globalization. The crucial link between highly autonomous and geographically dispersed salespeople and the organization, as well as its top management, is sales managers. The cascading effects of OI transfer underscore the critical but often neglected role of middle managers (e.g., sales managers) in internal marketing. Ignoring these middle managers in internal marketing is synonymous with breaking the cascading flow of OI transfer. Building OI among these middle-level managers should pay off twicefirst, by the leaders direct influence on the business unit performance and, second, by igniting the multiplier effect among leader follower dyads. In terms of implications for leadership, the studies show that charismatic leadership does not necessarily exert a positive impact on followers when charismatic leaders do not perceive themselves and the organization as one. Furthermore, although it is generally believed that high OI is beneficial, the studies show that high-OI leaders with low charisma actually impair followers OI. These detrimental effects are particularly visible for followers who work under these leaders for a longer time. Given the substantial performance implications of OI, firms that engage in internal marketing activities should be aware of the possible liabilities of the interaction between

charismatic leadership and leaders OI over time. In summary, this research provides strong empirical evidence for the role of leaders, especially middle managers, in building followers OI that lays the foundation for internal marketing. References Journal of Marketing, Volume 73, Number 2, March 2009