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Leadership and Organizational Behavior
Smith & Falmouth is a television shopping and mail order network with operations in the United States and Canada. S& F. Online is the electronic commerce division of this corporation. The Chief Executive Officer (CEO) of S& F. Online is Irene Seagraves. I play the role of the newly selected Chief Operating Officer (COO) to Miss Seagroves. Reporting to the COO is James Argyle, Project Manager, Brian Kervor, Logistics Manager, and Adam Searle, Marketing Manager. A Web development team reports to James and a Logistics team reports to Brian. Online is quite simple and logical in its standard operating procedures and organizational structures because the operation has a small number of employees and the need hierarchy is minimal. However, the organizational structure of S& F. Online does not perfectly fit what is known as a hierarchical or functional, model since the roles of the employees are extremely segmented and specialized by necessity.
The organizational structure of S& F. Online might be described as of a functional model, in the sense that it has a specific corporate structure, a regimented division of labor, and hierarchical paths of communication -- comparable, one might say to many large corporations in the military precision of its standard operating procedures, albeit on a much smaller scale.
Thus, one could also argue that the company's organizational structure is a team-based structure. S& F. Online uses two specialized work teams organized around specific work processes. However, both teams are not self-directed and report to separate managers (McShane & Von Glinow, 2004, pp. 455, 456, & 461.). Additionally, as an organization's informal culture can have an influence on how employees trust their managers, how managers trust managers, and how managers trust…
Both the project and logistics managers for S& F. Online have informal relationships with the Web development and logistics teams (respectively), which are important factors in the success of the organization. Working through the simulation regarding S& F. Online, I found that an appreciation for the informal relationships within the group was essential to finding ways to motivate managers and employees. For example as the simulation progressed, problems arose that required me to select allies to motivate the team to higher and higher levels of performance.
When I chose James Argyle, as a respected team member and an employee that had demonstrated experience, my rationale did not merely rest with the selection of James as a valuable ally. Then, I needed to determine the best way to approach this ally with my ideas. From the listed approaches, I decided to have a one-on-one meeting with James to keep him at ease and to convey that I respected his authority and his leadership abilities.
An organization with a work environment that responsively supports the quest for individual unity and direction, and fosters spiritual development, will realize heightened individual and organizational performance in all of its facets and functions. (Castka et al., 2003, p. 153.). Once I selected a strong ally and approach to recruit that ally, my next step was to choose the right courses of action to motivate the organization and to demonstrate to everyone concerned that would be risking as much
Organizational behavior refers to the psychological and sociological habits and patterns evident in specific groups of people. It is often defined formally as "the study of individuals and groups in organizations," ("Organizational Behavior Today," p.2). The study of organizational behavior includes elements such as leadership traits and behaviors; the use or abuse of power, and the politics that characterize people's behavior within the organization. Because each organization functions according to
Organizational Behavior Managers are people who do things right, while leaders are people who do the right thing." -- Warren Bennis, Ph.D. "On Becoming a Leader." Since organizational behavior is the "study and application of knowledge about how people, individuals, and groups act in organizations," then to build an argument for or against this as a vital ingredient in the workforce, we need to look at a few of the theories
Organizational Behavior Date Here (Day, Month, Year) This paper explains the core concepts of organizational behavior in the view of the case study of president of Great Northern American, Joe Salatino. The paper first explains the importance of perceptions and the attributions formed on the basis of those perceptions by the people. It also highlights the appropriate learning theory which could be deployed by Joe Salatino effectively in dealing with his employees.
Managers of small teams who regularly rely on this technique are focused on the long-term effects of this strategy, looking to unify autonomy, mastery and purpose into a solid foundation for long-term motivation and long-term learning (Klein, Ziegert, Knight, Xiao, 2006). This triad of factors is crucial for team members to have a strong sense of purpose and stay motivated over the long-term, while also seeing value in staying
Leadership & Organizational Behavior Analysis of Leadership Theory and Organizational Behavior Theory The purpose of this paper is to analyze the servant leadership theory and organizational behavior theory. The first part of the paper is focused on a description of the features of both theories. The second part seeks to point out how both theories are interrelated. Main discussion of servant leadership theory a) Definition: Servant leadership is a form of leadership where the
Most retail environments are plagued by high turnover. While some of this has to do with a lack of motivation, much of the problem lies in the company's inability to create high-performance teams capable of taking on challenges and making decisions with peers to help solve problems within the company (Janis, 1972). In any environment, when a successful team is lacking, so too is motivation and consistency of performance.