Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Leadership and Human Resources
Sunflower Electric Power Corporation certainly had compelling circumstances that motivated management to pursue cultural change. Having recently undergone debt restructuring and charges of mismanagement and corruption, employee morale was at an all-time low. The major priority for the company was to completely change its corporation culture with a huge emphasis on interpersonal relationships.
The culture of Sunflower was a command-and-control culture characterized by authoritative and conservative leadership. This culture had encouraged turf wars among managers and had inhibited effective job performance. Sunflower's new CEO, Chris Hauck, undertook many initiatives to change the culture to a competence culture in which leadership is visionary, sets high standards and encourages people to achieved new heights.
Competence cultures, unlike command-and-control ones pursue excellence and innovation. However, resistance to change would make Sunflower's cultural evolution a challenging one. There are four basic reasons for resisting change (Greene, Adam and Ebert, 1995):
Economic factors - a threat to economic security, such as losing a job.
Inconvenience - a threat of making life more difficult, such as having to learn new ways of doing things that were formerly accomplished routinely.
Uncertainty - a threat of not knowing the implications of forthcoming change
Interpersonal relationships - a threat of disturbing or...
"Out-of-balance behaviors unique to competence cultures include: mistrust, secrecy, arrogance, fear of making or revealing mistakes, excessive financial incentives, emphasis on winning, refusing to consider odds of losing, selfishness, and ethics that take a back seat to cashing in quickly? (Schneider). Hauck had initially defined these types of management difficulties as people problems that would go away if individuals could "just be given the right psychological assistance to help them "fix" their personal shortcomings. But, with the help of outside consulting assistance, Hauck, would soon begin to realize that the problem was far more complex. The company would also need to understand what organizational triggers and perpetuates that cause misalignment and dysfunctional behavior. After examining Sunflower, the consultants concluded that Sunflower's work environment did not include any new coherent cultural values or norms of expected behavior.
Hauck's first course of action was to change his own controlling leadership style in favor of servant leadership in which he and his managers would be responsible for managing the assets of their members and helping employees to do…
Bibliography
Greene, C., Everet, A, and Ebert, R. (1005). Management for effective performance. Englewood Cliffs: Prentice-Hall, Inc.
Maxwell, J. (2003). Leadership by example is key to guiding a strong company. Houston Business Journal. Retrieved November 13, 2003 from Houston Business Journal Web Site: http://houston.bizjournals.com/houston/stories/2003/10/06/smallb2.html
Schneider, B., Competence run amok. Retrieved November 13, 2003 from Hanigan Consulting Web Site: http://216.239.39.104/search?q=cache:frizEcXV4IUJ:www.haniganconsulting.com/competence_run_amok.pdf+%22Competence+culture%22&hl=en&ie=UTF-8
Human Resource Management: Ethics and Employment (Pinnington, Macklin & Campbell, 2007) covers those ethical issues that often come up in regards to employer-employee relationships, such as the rights and duties owed between employer and employee. The book is broken down into three parts. The first part is Situating Human Resource Management. The contributors in this part talk about the potential for conflict in the end relationships between employees and employers.
Human Resource Management "America's possibilities are limitless, for we possess all the qualities that this world without boundaries demands: youth and drive; diversity and openness; an endless capacity for risk and a gift for reinvention. My fellow Americans, we are made for this moment, and we will seize it -- so long as we seize it together…" (President Barack Obama, Inaugural Address, 1/21/2013). The job of a human relations manager in the 21st
Human Resources Technology The Human Resource Management within organizations has gained escalation strategic prominence accompanied by the significant of its existing configuration of HRM and respective business strategies is well acknowledged (Colomo-Palacio et al., 2012). In fact, the efficient Human Resource Management is essential in order to be capable to meet the prevailing market demands with well-qualified workers at all times. Technology and Human Resource Management possess a wide range of
Human Resource Management • evaluate selection practices procedures organisations comparing ' practice' • compare structured process recruitment organisations evaluate methods media • Human Resources Management Selection processes and practices are vast theoretical concepts, which can be implemented using a wide series of theoretical models. While the availability of scholarly resources cannot be denied, the practical implementation of selection processes and practices within firms is often undisclosed to the public. It is subjected
Human Resource Management Leadership Styles Leadership styles vary between different leaders, based on their values, attitudes and approaches towards tasks and employees. The case provided with Executive A, and Leaders B. And C. demonstrate the different styles of leadership which may be adopted by those in charge of an organization. The paper will start by looking at the style of each leader, examining the evidence in the case provided that indicates the
However, there are situations where these managers provide transformational leadership skills. Some of the smaller projects that involve lower levels of risks are assigned to some of the employees in the attempt to improve their project management skills. Therefore, managers in this case are also interested in transforming and improving their subordinates' activity, which influences their career development. The motivational strategy within the company is an interesting one. Managers in this