The paper 'The Styles of Leadership in the UK" is a good example of a management case study. Leadership is more than just meeting staff’ s needs as the UK model suggest that leadership is fundamentally engaging as partners in developing and achieving the shared vision and as such it relates to distributed leadership. According to Storey (2003), the UK concept of leadership is also about creating a fertile, supportive environment for creative thinking, for challenging assumptions about how public services should be delivered. Moreover, it is about sensitivity to the needs of a range of internal and external stakeholders (p. 179). Given the fact that leadership is ultimately a social influence process, it is self-evident that development must involve feedback from others as to the impact of the leader’ s behaviour.
On the other hand, competent employees who are satisfied with their employers, who know what is expected, and who have minimal absenteeism and reduced turnover potential are assets to the organization. However, just as individuals in an organization can be a competitive advantage, they can also be a liability. When few employees know how to do their jobs, when people are constantly leaving, and when the employees who do remain work ineffectively, human resource are a problem that puts the organization at a competitive disadvantage (Mathis and Jackson (2006, p. 78).
The secret of success for organizations is to put more emphasis on making sure every employee and every manager knows what he or she needs to accomplish in the present and future. Max and Bacal (2004) explain that when an employee understand what he or she needs to do to succeed, it is much easier to contribute (p. 5).
In our organization individual employees coordinate their work and everyone is moving in the same direction. Performance goals provide the foundation to allow this kind of coordination to occur. Because people in this organization know what he or she needs to accomplish and what is expected, they work without constant supervision. Communication and Teamwork One reason why simple prescriptions cannot be offered for effective teamwork is that teams operate in varied organizations settings. The people who constitute these teams are also likely to differ dramatically in personality and background.
Within organizations too, teams differ markedly. In our organization, teams are made up of people who have different cultural backgrounds. Similar to other organizations, teams may span national boundaries, including perhaps members located in a number of different nation-states, all of whom are required to work effectively together. Moreover, changes in work patterns such as part-time, flexitime, contract, and home working all add further mixes to the heterogeneity of teams. As teams become more diverse in their constitution and functioning, team members must learn to reflect upon, and intelligently adapt to, their constantly changing circumstances in order to be effective.
There are two fundamental dimensions of team functioning. One is the task the team is required to carry out, and the social factors that influence how members experience the team as a social unit. The basic reason according to West (2004) for the creation of teams in work organizations is the expectation that they will carry out the task more effectively than individuals and so further organization objectives overall (p. 2). Our organisation takes into account the content of the task, and the strategies and processes employed by team members to carry that task because they know that it is important to understand how to work in teams.
They are also aware that their teams are composed of people who have a variety of emotional, social, and other human needs that the team as a whole can help to either meet or frustrate. In order to function effectively, team members actively focus upon their objective regularly reviewing ways of achieving them and the teams’ methods of working.
At the same time, in order to promote the well-being of its members, the team reflect upon the ways in which it provided support to members, how conflicts are resolved, and what is the overall social climate of the team.
Adubato Steve, 2005, Make the Connection: Improve Your Communication at Work and at Home, Published 2005 Rutgers University Press, ISBN: 0813536529
Beare Hedley and Boyd William Lowe, 1993, Restructuring Schools: An International Perspective on the Movement to Transform the Control and Performance of Schools, Published 1993 Routledge, ISBN: 0750701218
Brody Ralph, 2004, Effectively Managing Human Service Organizations, Published 2004 SAGE, ISBN: 141290420X
Chance Patti and Chance Edward, 2002, Introduction to Educational Leadership and Organizational Behavior, Published 2002 Eye On Education, Inc., ISBN: 1930556241
Davis Sally and O'Connor Steve, 1999, Rehabilitation Nursing: Foundations for Practice, Published 1999 Elsevier Health Sciences, ISBN: 070202273X
Hanks Kurt, 1991, Motivating People: How to Motivate Others to Do What You Want and Thank You, Published 1991 Thomson Crisp Learning, ISBN: 156052085X
Haslam Alex and Haslam Alexander, 2004, Psychology in Organizations: The Social Identity Approach, Published 2004 SAGE, ISBN: 0761942319
Jones Jeff, 2004, Management Skills in Schools: A Resource for School Leaders, Published 2004 SAGE, ISBN: 1412901103
Mathis Robert and Jackson John Harold, 2006, Human Resource Management, Published 2006 Thomson South-Western, ISBN: 0324289588
Max Douglas and Bacal Robert, 2004, Perfect Phrases for Setting Performance Goals, Published 2004 McGraw-Hill Professional, ISBN: 007143383X
Murray Peter, Poole David, and Grant Jones, 2005, Contemporary Issues in Management and Organisational Behaviour, Published 2005 Thomson Learning Nelson, ISBN: 0170121275
Nelson Debra and Quick James , 2006, Organizational Behavior: Foundations, Realities, and Challenges, Published 2006Thomson South-Western, ISBN: 0324224702
Paton Robert, Paton Rob, and McCalman James, 2000, Change Management: A Guide to Effective Implementation, Published 2000 SAGE, ISBN: 0761964991
Storey John, 2003, Leadership in Organizations: Current Issues and Key Trends, Published 2003 Routledge, ISBN: 0415310334
West Michael, 2004, Effective Teamwork: Practical Lessons from Organizational Research, Published 2004 Blackwell Publishing, ISBN: 1405110570
Wilson Fiona Margaret, 2003, Organizational Behaviour and Gender, Published 2003 Ashgate Publishing, Ltd., ISBN: 0754609006