Dealing with the complicated situation I would like to make a stress on the fact that solution (sometimes unusual and unexpected) could be found from the every business problem. In the short description of the case I would like to make a stress on the confrontation between the managerial group and the leader, where both sides insist on their primary decisions and insist on their providing. It sets a number of complications in the whole working process as well as uncertainty that could negatively influence on work performing of the employees and the whole productivity. This report is aimed on finding the solution satisfactory for the both sides for the set problem and provide the ideas for its realization.
From the very beginning I would like to start from defining the functions and methods of performing the leader and managerial group from the scholar point of view, making a stress on the fact that confrontation between these two positions are primary.
The core difference is leadership and management are: “Leadership is setting a new direction or vision for a group that they follow, ie: a leader is the spearhead for that new direction. Management controls or directs people/resources in a group according to principles or values that have already been established. The difference between leadership and management can be illustrated by considering what happens when you have one without the other” (TeamTeachnology, 2005). Analyzing the case we should note that managerial team is undoubtedly against any significant changes and motivates it by the staff dependence of the old practice. The new ideas according to the managerial theme does not correspond to the positive development and give positive influence on the company. In this case we observe so called authoritarian transactional style of managerial team: “Managers have a position of authority vested in them by the company, and their subordinates work for them and largely do as they are told. Management style is transactional, in that the manager tells the subordinate what to do, and the subordinate does this not because they are a blind robot, but because they have been promised a reward (at minimum their salary) for doing so” ( Syque, 2010).
Before taking any solutions and provide abrupt changes the leader should develop a strategy that would give him direct explanations as well as he needs current data on the company, to learn whether it is ready for the changing process, monitoring of staff opinion would be also necessary to provide reasonable data to persuade managers in the necessity and significance of changing strategy.
It would be essential that the leader should illustrate his report (having a persuasive direction) that team oriented empowerment, does not reduce managerial function, but would help to provide better service. According to the recent investigations empowerment and team orientation has become one of the most efficient and increasing productivity inventions. What is actually empowerment and how it relates to the employee: “According to Ford and Fottler “empowerment is commonplace” and usually means giving employees the autonomy to make decisions about how they go about their daily activities. To date, the majority of research on empowerment has focused on the individual job encumbent’s psychological experience of empowerment and linking this with various work-related outcomes (e.g., productivity, job satisfaction, work performance)”(Carless, 2004). Roaming through different (as practical as well as academic) research articles I came to the conclusion that a sense of employee empowerment and productivity (which is the result of task performance) are closely connected. It is essential that statistical data and successful experience of managers’ practical issues would provide a well grounded reasons for changes: “We hypothesized that certain human resource (HR) management practices establish a platform for basing employee empowerment, and that increasing empowerment would be positively related to perceptions of leadership commitment to quality. Using multi-stage structural equation modeling, we tested these hypotheses on data collected internally from 529 employees in a high-technology manufacturer well known for its quality initiatives. Results supported these predictions, and point to ways to further integrate HR management and quality management practices” (Howard, Foster; 2000)
Yet, the successful experience of the others would not be enough for the managers to change their opinion. The leader should be perfectly oriented in the subject and be ready to answer any questions. The same time he should prepare the necessary statistical data about the company, that would illustrate serious ‘FOR’ reasons. This stage would need some preparations. Creating well grounded report, based on the statistical data related to the company operation, is also very significant. The same time the leader should not forget about visual illustrations (such as graphs and diagrams) that would show the negative statistics and give well based reasons for the changing of the strategy from authoritarian to team oriented empowerment. The leader should deal with marketing department and HR department to provide questionnaires for the workers and target group of the company.
Marketing investigation would show the real statement and the state of being relevant of the company service/production on the contemporary market. It goes without saying that if the things are as poor as they are illustrated by the leader the marketing research would exactly display the negative results of the research.
HR department investigation is also very important as it would provide data illustrating the situation inside the company and how would the employees react on the changes of the strategy, the mental and physical ready for the ongoing changes. Statistical data depicting the situation
Probably the last one and the most significant would be showing the new developmental strategy of the company. The leader, understanding the negative attitude of managerial team should provide rapid changes in his strategy as the mangers perfectly demonstrated their reaction on abrupt changes. A good business plan that would illustrate the new changes strategy would be final and the key factor to the success of the whole process. For being successful business plan should include a number of necessary elements. One of them is the program of innovations’ introduction, corresponding to the partial execution of the new strategies, divided on departments, for example. May be one more monitoring of employees attitude would be also necessary to learn which department is the most ready for the innovative technologies. I think that marketing department, dealing all the time with the new ideas would be perfect for the good start, then the monitoring shows. After the inventing the new ideas in the department the leader should personally control how the changes influenced on the employees, the productivity, the changes on the market and many others. The leader should provide approximate date he expect to achieve from this project and let the managers know how soon he expects the project to become efficient.
The leader should understand that it may cause working extra-hours as well as the results may be not effective enough and he need to examine the factors preventing to the success of the events, make appropriate corrections and may be even radically change strategy. The leader should be ready to unexpected situations, but hi and his team should react immediately on the problems appeared not to undermine the faith of managerial team.
In the end I would like to make a stress on the fact that well developed strategy would become efficient anyway and successful leader without any doubts find the appropriate words for the managers team to give life to the new ways to the better future.
1. Carless S. A. (2004).Does Psychological Empowerment Mediate the Relationship between Climate and Job Satisfaction. Journal of Business and Psychology, Vol. 18, No. 4, Summer 2004
2. Foster L., Howards T. S. (1999). The influence of human resource practices on empowerment and employee perceptions of management commitment to quality.Journal of Quality Management. Vol. 4, No. 1, pp. 5-22
3. TeamTechnology. (2005). Leadership and Management. 02.14.2010. TeamTechnology official website.
4. Syque. (2010).Leadership vs. Management.02.14.2010. Syques family of sites.