organization behauvior-effective of leadership styles; management theory and motivation

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NATIONAL ECONOMICS UNIVERSITYBTEC HND IN BUSINESS AND MANAGEMENT

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UNIT TITLE Organisations and Behaviour (H/601/0551) ASSESSOR Wil Hoang

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Assessment criteria Feedback Assessor’s decision

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2aCompare the effectiveness of different leadership styles in different organisations

2bExplain how organisational theory underpins the practice of management

2cEvaluate the different approaches to management used by different organisations

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Assessment criteria Feedback Assessor’s decision

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3aDiscuss the impact that different leadership styles may have on motivation in organisations in periods of change

3bCompare the application of differentmotivational theories and their application within the workplace

3cEvaluate the usefulness of a motivation theory for managers

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ContentsASSIGNMENT....................................................................................................5

Major Finding......................................................................................................5

Task 1:..............................................................................................................5

Task 2:..............................................................................................................7

Task 3:..............................................................................................................9

Task 4:............................................................................................................12

Task 5:............................................................................................................14

Reference:...........................................................................................................16

Group: The Anonymous-12th4

ASSIGNMENT

Major FindingTask 1:

Mr. Hung’s leadership style is Authoritative leadership. Because

Hung’s NPD team is under his leadership and he create his vision for

future. His leadership might not effective with a team include people so

skilled. This leadership creates so many problems in management issues

and job performance. For example, Mr. Hung exerts absolute control in

guiding new direction for employees and making decision. Mr. Hung does

not care about what employees need, why they disagree with his vision.

Authoritative leadership is special and powerful when in company,

employees lack of making-decision, skilled or in situation where time is

necessary, leader need to make decision quickly. However, Mr. Hung is in

a manufacture company, and his staffs are skilled, if he choose

Authoritative leadership, he will reduce sprit of team, reduce the

achievement of team, and decline the employees who will support directly

for him.

★Are there any other of Goleman’s (2000) leadership styles that you think

might be more effective? Why?

In this case, with leadership are Mr. Hung and their employees are

high skills people, he use Authoritative leadership style will be made

decrease performance of his team. If he want to be more effective, he

might use coaching, democratic and affiliative leadership style. There is

common things in three leadership style that a leader will focus on their

subordinates whereas his current style focuses more on task. That styles


builds trusts, emotional, relationship and special employee’s ability. The

employees can be share their ideas, their solution to help company and

the leader has more community with employees. Then, in long term and

short term, Mr. Hung can be lead the team to reach more result and high

performance.

Hersey and Blanchard (1969)

Hersey and Blanchard create a theory base on the level of leader’s

influence and ability of employees. This style like a manager tool for Mr.

Hung because it pull people closer together, maintain the confidence of

staff in leadership and improve the performance. Mr. Hung are using

Directing style, he tell with his subordinates what to do and how to do it.

However this style are suitable for staffs are new or inexperienced, Mr.

Hung’s employees are skilled, they will be worked passive by use this

style. Perhaps he need to use Delegating style. Because leaders who will

monitor and track progress, Mr. Hung's staff will have more space to

develop the skills that they have and they do job better.

Blake and Mouton (1964)

According Mr. Hung’s team, if he want to reach a high performance,

he need to use Middle-of-the-road leadership style and Team leadership

style. For the first time, with a new vision, Mr. Hung should keep in

balance and average product and relationships. He might use this style to

set for average performance. after achieving stability, "Team Leadership -


High Production / High People" is style Mr. Hungary will set. This period

employees understood team benefit, they will commit to team and have

common goal with NPD. This make a good environment with trust and

respect between staffs and Mr. Hung, and the result is high production.

Transactional and Transformative

Transactional: Giving employees a clear job direction is the way Mr.

Hung use mission and result to control them. However Mr. Hung choose

the wrong way to motivation his employees specially high skill employees

(bonus wage). Because with the workers are highly skilled and

experienced, they want to have a work environment freedom, satisfaction

and emotional between top and staffs which are lack in Mr. Hung’s team.

Transformative: The most obvious change is that he will bring his

vision applies to all groups, personal vision to bring into a group. Mr. Hung

confirm his vision will be team’s vision, ignore staffs ’s situation when they

disinteresting with his vision.

Task 2:2.1: Frederick W. Taylor who has known as “Father of Scientific

Management”, was thinking about “the principle of scientific

management” when he saw the worker's work lack of efficiency. His

opinion mentioned to 5 main principles: Standardization, Time and task

study, Systematic selection and training, Pay incentives, Cooperation

between managers and operatives. With Mr. Hung’s company,

standardization is very important, it keep the stable performance and

improve the quantity and the quality of product. Time and task study is


not important as Systematic selection and training with DZL because if

training good, working will good. Moreover, Pay incentives and

Cooperation between managers and operatives will Mr. Hung easy to

control the task and performance by linking with other manager in

company. Other theory, according to Taylor, Henry Gantt was changed

some aspects and put minimum wage with a standard bonus to suitable

with planning and controlling work. Mr. Hung need to identify and reduce

employee stress (by giving them more free time, deadline extend or even

create some company holiday), he must know why increase the salary will

narrow their focus and only work for mechanical job (Pink, 2009). The

emotional is more important, giving them the perspective to do the job by

their own will, not because they are forced to do it. Hung can design the

job to fit every team member, which will make them satisfy more about

the job. But the Scientific manager is not consider workers as human, but

as machines that only working and working all the time, that is what make

it not very effective.

2.2: Classical Administration is also one main part in organizational

theory which Mr. Hung will take care to apply to his organization. The

most important elements are:

Planning: This work can help the team get the steps explicitly,

analyze and predict possible outcomes

Coordinating: Chunked and glued the team to do part of job to

forward a unity of mission to make the their job become

easier and quickly.


Commanding and Control: in production, if there is a two-way

communication between management and staff will help work

to achieve the best stability. And because of management

control of the company, top can predict the surplus or

shortage before the number of products, saving and increased

efficiency within the company

Division of Labor : If the works are broken down, it will be

easier to employee to work faster, better and they would not

feel it too hard for them, which motivate people very well

Hierarchy of Authority: By give the worker more power, they

will be more responsible to the job, in order to direct and

focus them to the whole team or organization objective.

However, this management still make the employees become a tool,

lack of emotional, so sometime, the staffs can be stress, and don’t want to

continue the job.

2.3: The last theory which we must find out is Human Relations

Theory. This theory based on Hawthorne studies which conducted by Elton

Mayo (1924). It wants to increase worker performance through provides all

resources, condition to please worker. For that reason, it will provide a

knowledge about motivation, group dynamics and so on, Mr. Hung can

assess the capacity of employees, employee trust and employee connect

more closely with managers. Moreover it change our mind about the

employee ( they are not a tool, they are an appreciated resource and they

are important with DZL). However, Mr. Hung should consider before

applying this theory because it can be limited if employees have


unpredictable behavior and it take more time to analysis the reality final

result.

In case of DZL company, in the design process, Mr. Hung always try

to make motivation for the employees. Moreover people in New Product

Design and Development is a skilled worker so that it is suitable with

Human Relations Theory. However, Mr. Hung still lack of strength to

control his employee so that he can coordinate between Classical

Administration and Scientific Management to find out the best ways to

control his employee because they still not follow Hung’s activities. In the

manufacturing process, they also have some similar problems like design

department, but they should concentrate on Scientific Management.

2.4: Unlike traditional management theories, management theories

today to focus on the job flexibility, convenience and improve productivity

work. So that an employee is promoted to a maximum of their individual

capabilities, these employees are grouped to increase productivity and

save time. The academic exchange and apply knowledge on the job is

complete freedom. Now work has clearly driven, multi-dimensional and

flexible with high expertise. In addition, the manager also encourages its

employees to share ideas, raise the relationship to colleagues can do a

better job

Task 3:3.1 . Resistance of changing:

Three-step model (Lewis, 1951) is considered the backbone frame

helps Mr. Hung can be used to change. The first thing to do is to change


his employee's mind about old habits, old cognitive and old style of work.

The second step Mr. Hung needs to guide your employees about the new

changes, explain and instruct them, to give them trust and belief in the

new vision. And the final step is to freeze it again, Mr. Hung should ensure

its employees will act in an efficient manner based on the new changes,

smoother, more stable and they are not come back with old habits.

Regarding the case study, Mr. Hung's team are facing two major

problems need to be solved immediately . The first thing is Mr. Hung's

team did not accept the new vision which he imposed on the entire team .

They feel stressed and uncomfortable because they hardly understand the

purpose of that vision , they do not see results for them and for company .

The second thing is that they feel a disconnect between management and

staff , lack of affection and they are working like machines . This can be

explained by the way Mr. Hung adequate guidance to staff but they did

not try to understand or do not want to do . What the important is here,

the staff has not seen the trust , Mr. Hung just like they did as the machine

, which missed the main feedback from his employees, they feel not

respected

3.2 . Manager the resistance

Changes to capital is still very difficult in contemporary society. To

be able to change, the most essential factor is still time. Therefore Mr.

Hung should have a time frame for employees to adapt to the new vision.

Moreover, during this period, Mr. Hung needs to improve relationships with

employees, communicating with them more comfortable and absorb ideas

from employees to improve the job performance. Besides, Mr. Hung should Group: The Anonymous-12th

11

have the motivation for promoting the spirit of our employees, reducing

resistance.

From the personal views, there is two main techniques for Mr. Hung

to manager the resistance (KOTTER AND SCHLESINGER, 1979)

Education and commitment: In this case, Mr. Hung need to

show his vision for his team, give more clearly information

about the change in the future. For example, he should spend

time and money helping his subordinates to understand the

plan. The most important is Mr. Hung must convince staffs

about their value with company, and the benefit will bring for

company. In addition, this technique is the element to increase

the employee’s motivation because Mr. Hung has shown the

benefit of vision, they can be put the trust into his vision.

Facilitation and support: Change the habits, the style of his

work is not easy, it takes a lot of time and material, can

sometimes affect people's feelings. Therefore, providing

emotional and material will help the employees feel

comfortable and have motivation. In outcome 2, management

organization, if Mr. Hung is not wise in the use of management

methods (like Classical Administration and Human Relaytion

Theory), his employees can be feel like a tool, machines, lack

of emotional or “Misunderstand and Lack of trust - Huczynski

and Buchanan, 2007” with him. Then this technique help to

solve this problem. However taking much time, DZL can be


stable in long term with agreeable from the staffs because

they feel the emotion, have interest from the manager.

3.3 . Changing’s effect

In DZL Vietnam, so many problem to reach the increase resistance,

it is from both the management and staffs. For example: from the

employees views, they are people who has many years working in DZL

company, so they are old-fashioned, backward and conservative, so they

are not accept the new vision easily (Low tolerance to change (Huczynski

and Buchanan, 2007) and Contradictory assessment (Huczynski and

Buchanan, 2007)). They will have some negative response with Mr. Hung.

This make high resistance for company. Other site, from Mr. Hung’s view,

he want to save time, save money training, but he does not understand

changing need the time, and he does not care about the employee’s

felling, care about their stress. (Misunderstanding and lack of trust

(Huczynski and Buchanan, 2007)). If Mr. Hung cannot improve their

relationship, there are a big gap in DZL’s system, will make performance

of company decline.

3.4 . Leadership style:

Mr. Hung can use some leadership to improve his motivation:

Affiliative

leadership

Mr. Hung use this style because it reconcile the

emotional connection between employees and directors.


(Goleman,

2000)

Besides, it improve and connect people closer together

to do the task better. This style enhance human feeling

rather than trying to make them work like a machine.

This style can be used in Change Progress (Lewis, 1951)

Coaching

leadership

(Goleman,

2000)

This style can be really good for DZL company. Mr. Hung

use this style to set a long term object, he should spend

more time to analysis this team’s weakness in both

Change and Refreeze Progress (Lewis, 1951) to develop

people personality. Moreover his subordinates can be

more flexible to do what they do best in job.

Situational

leadership

(Hersey and

Blanchard,

1969)

This leadership can be used in Change Process (Lewis,

1951), Mr. Hung need to analysis the situational to keep

employee’s at high level. However, each of staffs, each

of employees, Mr. Hung should have different

motivation for reducing stress and resistance.

Task 4:Each of motivation theories, each of way to applying for DZL to

increase or reduce performance.

Maslow’s Hierarchy of Needs : Manager of DZL can increase

high lever in hierarchy of needs of employees. For example,

the company can increase the wage for staffs, improve

employee's life, bonus monetary, promote for someone who

has many years in good performance. If a person does not


need fulfil some components of the hierarchy, company

should create a stability, comfortable environment for them.

This motivation take more time to change, to analysis the

cultural or staffs, but it not so expensive

McGregor’s theory: DZL’s top manager can use this

motivation theory Y to build the relationship and trust with

employees. This theory is one of the modern theory that was

applying in many organization. DZL’s employees will feel self-

motivated, self-control and self-responsibility what they do.

This satisfaction from the staff will create motivation for

themselves to reach the highest vision of DZL.

Herzberg's Two Factor Theory : can call this the most complete

model for DZL, it has similarities with the two models above,

but expand and provide stability. DZL can create motivation

by filling employee’s Hygiene factors, after that, DZL should

open opportunity for promote, etc. Employees will feel sense

of personal achievement, will have promotion to growth

position in company and increase performance.

Vroom’s expectancy theory: evaluates the strength of

motivation based on the individual's perception about

probability of earning expected result though by expectancy,

valence and instrumentality. If Mr. Hung want to max

expectancy, he should make staff believe they can achieve

the performance level, he must support work effort, training

workers to use the best ability. To max instrumentality, he


might make the employees feel confident in what they are

following by have clear goal setting process (Hoang, 2013). To

max valence, Mr. Hung can identify the staffs need and

demonstrate value of various possible rewards.

Maccoby theory: is the theory mention the social character and personality

(Maccoby, 1998) or the motivation come from the social relationship. Mr.

Hung can apply this for designing the job through match other value. In

various of situation, employees ’s value will be motivating because they know

what people expert on them, help them and they will be create innovation

for themselves and self-develop. Other theory about social character and

personality is Costa & McCrae theory. It include five factor theory. This

particular model was based on a circular rules, derived from “Openness to

Experience” and finish in this point. In DZL, Mr. Hung should create a learning

environment and encourages its employees to participate enable them to

new experiences, new experiences to apply to the job.

NPD team include people who has high skills and experience, if Mr.

Hung want to increase performance, he need to make good use to of each

member ability, and he should change. Perhaps, he may create bonus for

staff of month or year plus monetary bonus. This make motivation for

employees who want to increase their wage and have an individual titles,

more and more create ideas and do the job better.

Task 5:Motivation is an important element in a job, it boosts morale of staffs

and increases their motivation. In DZL, Mr. Hung are using bonus money


system, however it has not all positive impact on all employees. It only

satisfies the needs of employee safety in hierarchy of needs (Maslow,

1954). Mr. Hung need to do more than it. Regarding candle experiment of

Karl Duncker in 1945, his emphasis on the fixed function. If the job is easy,

clear end point and Mr. Hung put the high lever for bonus, the final result

will lower than expectation, negative impact.

That why Mr. Hung monetary bonus has good impact for someone,

not for all. The bonus money narrow vision, ideas, creativity restrictions,

focusing the attention of the staff into a target too obvious end point.

Every will be easy for dummies not for Mr. Hung’s teams Who has high

skills and experiences. They just focus only money include bonus and

wage, not focus on increasing job performance, creating new ideas.

In a job design, detail in NPD team, the final result based on

monetary bonus make employees perform rather than pushing the high

creative and innovation. The staffs just do the way that they can be

achieve the monetary bonus. In other side, the final reward based on non-

monetary (can be promise of an opportunity, work time off, etc.) are the

employees work toward to reach, it is motivating employees behavior.

However, in DZL, monetary bonus can be efficient than non-monetary

because all of staffs always want to increase their total compensation.

Now, Mr. Hung should use monetary bonus system plus a new

system is ROWE (Results Only Work Environment) that was created by

both Jody Thompson and Cali Ressler. This system give employees more

opportunities for self-governance, freedom to work, freedom to choose


form working. DZL’s staffs can easy to do the job, they can be improve

more and more about creating, satisfaction. Mr. Hung can increase

commitment of staffs, reduce employee’s pressure and intensify work’s

performance. Moreover, a very important thing that Mr. Hungary needs to

do is putting inspired on the staffs. Because they will do the best job when

they like it, want to do it and has motivation to do it.


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