Essays on Business and Organisations in Management Case Study

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The paper "Business and Organisations in Management" Is a great example of a Management Case Study. This essay is going to analyze a case study by Michel de Percy from the University of Canberra. The analysis of the case study will be divided into four distinct sections based on the four questions asked. The four sections will be divided further into the introduction, discussion, and conclusion. Traits, skills, and behaviors associated with successful leaders According to Baird et al (2011, p. 319), there exist three types of leader namely autocratic leaders, democratic leaders, and laissez-faire leaders.

Autocratic leaders consist of those people who make unilateral decisions, limit worker’ s knowledge of goals to the next step, give feedback that is punitive and dictate methods of working. Democratic leaders are those leaders who involve groups in the decision-making process. They allow these groups to make overall goals and decisions on methods of working. These leaders use the feedback they get from these groups for coaching. Laissez-faire leaders give freedom to their subordinates. They provide all the materials needed and they only seek to participate in answering questions.

They do not give feedback to their subordinates (Cronk et al 2000, p. 83). Studies have been carried out to find out which type of leaders are the best by analyzing which leaders produce the best work outputs that are of quality. Lewin's researchers have trained many people in these three leadership styles. The trained leaders were then put in charge of groups. The groups that were led by laissez-faire leaders had the worst performances compares to democratic and autocratic leaders. The quantity of work from groups led by democratic and autocratic leaders was equal except the fact that democratically led groups produced quality work and the members were satisfied (Bartd et al 2011 p.

319). Discussion According to the case study, Bill possesses the traits of both a democratic and autocratic leader in conducting his leadership duties. As a democratic leader, we see that Bill routinely handled more than ninety jobs which included the ones with the most demanding technical problems. Working and training with the manager enabled him to be diligent and handle these jobs with few mistakes and complaints compared to other technical specialists.

He would clear all his jobs earlier than the other specialists and still offer them assistance when they had difficulties in clearing their backlog. The feedback he got from technical specialists under him was that they handled only forty to fifty technical support jobs. From this feedback, he decided to coach the other specialists by offering to give them assistance in doing their work. He is very helpful. As an autocratic leader, Bill tried to act in an authoritative manner by harshly insisting on new procedures to be used and that rostered hours be worked.

He was then met with hostility. Bill was excellent in carrying out his duties and this made him be named technician of the month more than once. Bill had excellent relationships with all of the customers. He was the one who conversed with customers whose internet had been disconnected. Conclusion Bill portrayed most of the characteristics of successful leaders. From the case study we can see that Bill was competent, helpful to others, he was a democrat and partially authoritative when his subordinates did not respect his leadership.

He also had good interpersonal communication skills and developed good relationships with customers, and other technicians by socializing after work.

Reference

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Bartd, K, Tein, M, Mathews, G, Sharona, B, and Scott-Ladd, B., 2011, Management Foundations, Sydney, McGraw Hill

Cronk, T, Kirkwood, L, Ryan, C and Stanley, T., 2000. Business and Organisations in Management, Sydney, Nelson.

Kouzes M. & Posner Z, 2007.The Leadership Challenge, John Wiley & Sons, Inc

Northouse , P. G., 2006. Leadership theory and practice. Sage, Thousand Oaks.

Waddel, D, Jones and George, J., 2011. Contemporary Management, Sydney, McGraw Hill.

Waldock, Trevor, and Kelly-Rawat., 2004. The 18 challenges of leadership. A practical, structured way to develop your leadership talent. London, Prentice Hall

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