Preparation for the Exam - Leadership and Change Management Table of Contents Objective Elaboration 3 Situational Leadership Model 4 The Concept of Organisational Behaviour and Organisational Change 6 Organisation’s Culture and Change 8 The 5 Conflict Handling Modes 9 Motivation Factors 10 Objective Elaboration With reference to the exam videos, it has been identified that effective leadership style is apparently important in terms of achieving a complex set of objectives. For instance, the production of the locomotive within a very short duration in one of the world’s leading locomotive manufacturing plants has been shown in the video samples.
These two provided videos have projected the implication of multi-dimensional efforts which have finally resulted in being a complete success. These multi-dimensional efforts have been subjected to various types of leadership, effective management and team work concepts. The samples have also visualised the effective implementation of change management within the entire work-structure of that production plant. With regard to the provided videos, a connection can be drawn with the situational leadership model. The details along with the pictorial representation of the model has been provided and explained hereunder. Situational Leadership Model Figure: 1 In relation to the above provided illustration, similarity can be drawn with the coaching section within the situational leadership model.
As shown in the video projections, the foreman of the assembly department projected high signs of supervision and effectiveness both towards the process as well as the workers. Thus, with reference to the scenario, it can be stated that the foreman of the assembly department projected a mix of democratic and pacesetting style of leadership. It is due to his high supervision and self-participative efforts which have helped in finally getting the locomotive assembly complete with the specified deadline.
On the contrary, the foreman of the undercarriage department projected a nature which finds its similarity with the directing section of the situational leadership model. Thus, in relation to this, it can be stated that the foreman of the undercarriage department projected coercive style of leadership. He seemed to have directed the work process significantly but he did not project much signs of being supportive towards the workers. It is due to his unsupportiveness and the lack of focus of the quality inspection in-charge that had put the entire production process to a complete halt. Moreover, apart from just the effective leadership style, the videos also projected a good example of team work.
It can be said that the challenge was pretty tough and much was at stake but it is due to their collaborative efforts and integration techniques which had turned the odds into favour. Furthermore, the entire work process within this leading locomotive factory appeared to be like majorly manual which can be marked as a factor that might have contributed to the work infectivity and time loss aspects.
The Concept of Organisational Behaviour and Organisational Change Figure: 2 However, talking about the concept of bringing about organisational change, it can be stated to be an unsuccessful factor in the provided scenario. As has been also discussed above that the majority of the processes within this locomotive manufacturing plant has been completely carried out in a manual fashion and thus it has affected the production process to a major extent which might otherwise have been improvised by the implementation of effective automation techniques. Moreover, with regard to the hard change vs.
soft change model, it can be stated that this production plant does not seem to follow much ethicality and formality within its work process. This unethicality and informality attributes have reflected its existence from the behaviour shown by the higher authorities towards their workforce. The behaviour of the higher authorities for instance the managers and the production leaders seemed to appear pretty rude towards their production and quality control in-charges. Continuing the discussion further in context to that of organisational development, it can be stated that the functionality technique can be considered as the major change driving factor in this provided scenario.
In relation to previous inference, it is found that the manual trend of operation has added up to the ineffectiveness of this manufacturing plant. Based on the generalised understanding of the provided scenario, it can be recommended in terms of a change agent factor that this locomotive plant needs to bring about improvisation within its work structure and mechanisms majorly based on process automation and ethical grounds. The process might be costly as well as time lagging but is worth implementing and can be expected to benefit this manufacturing plant in the long run.
Organisation’s Culture and Change Figure: 3 By taking into consideration the above diagram and the multiple aspects of this locomotive manufacturing plant, it can be stated that this plant does have the capacity of undergoing gradual change but it all depends on their willingness and the amount of loses they are capable of undertaking due to their lack of process efficiency. The top level management within this manufacturing plant needs to be more open minded towards the lower level workforce and should count their opinions in relation to coming up with new decisions.
They should also make efforts towards sharing of management base information with their workforce so that every individual can get a significant understanding of the situation. The 5 Conflict Handling Modes Figure: 4 The provided videos also projected the type of conflicts which may arise depending on the pressure level of the situation. The above figure projects the types of conflict avoidance techniques which might appear effective in the provided scenario.
For instance, with regard to the videos, the top level management projected high level of unassertiveness and uncooperative to the bottom line production in-charges and workers. However, on the contrary, the foreman and the working team projected considerable level of assertiveness and cooperativeness towards each other and got the work done within the specified time period. Motivation Factors In relation to the motivational facets, it can be stated that the foreman and the production supervisors projected high signs of motivation towards their workers.
Multiple instances appeared when they themselves accomplished certain minute works instead of completely relying on the workers. Besides, the workers themselves appeared to be pretty much motivated towards their job roles. Additionally, the supervisory individuals also kept a constant monitoring on them in order to ensure that the quality of the production does not get hampered due to the work pressure. All these above discussed facts reveal that although being a leading locomotive manufacturing plant in the world, it does need certain improvisation within its organisational structure and work process which will gradually help it attaining high levels of benefits in the future days.