1.1 An evaluation of leadership theories.
1.2 An evaluation of the impact of managerial styles on organizational effectiveness.
1.3 An analysis of how motivational theory can inform employee motivation.
1.4 An analysis of theories relating to wor relationships and interaction.
2.1 An analysis of the characteristics of different organizational structures.
2.2 An evaluate the importance of organizational culture theory in developing organizational effectiveness
2.3 An analysis of how organizations can facilitate innovation and creativity.
2.4 An assessment of the importance of learning in organizations.
2.5 An evaluation of the effectiveness of team working.
2.6 An analysis of the effective management of change in organizations.
3.1 an analysis of the culture and structure of the chosen organization, including an evaluation of how they impact on its effectiveness.
Activity 4.4.1An analysis of different approaches to organizational decision making. 20
4.2 An assessment of management approaches to risk and uncertainty in decision making.
4.3 An evaluation of the effectiveness of organizational decisions in an organization of Coca-Cola.
Organizational behavior is the process of study which examines how organizational structures impact the behavior within the organizations (Mullins, 2007). As Huczynski et al (2010) discuss, organizational behavior can be investigated through multiple levels and viewpoints including within the organization, and outside the organizations. Consequently, organizational behavior is divided into two categories: Macro organizational behavior, and Micro organizational behavior. Micro organizational behavior includes individual as well as group dynamics in organizational settings. Macro organizational behavior includes the overall organization with its adaption, strategies, structures, and contingency ideas. This report discusses different issues of an organization’s behavior including its structures and cultures.
1.1 An evaluation of leadership theories
Over time, several core theories about leadership have emerged. These theories fall into four main categories:
- Trait theories.
- Behavioral theories.
- Contingency theories.
- Power and influence theories.
1. Trait Theories – What Type of Person Makes a Good Leader?
Trait theories argue that effective leaders share a number of common personality characteristics, or “traits.” Early trait theories said that leadership is an innate, instinctive quality that Coca-Cola does or doesn’t have. Thankfully, we’ve moved on from this idea, and we’re learning more about what we can do to develop leadership qualities within ourselves and others. Trait theories help us identify traits and qualities (for example, integrity, empathy, assertiveness, good decision-making skills, and likability) that are helpful when leading others. However, none of these traits, nor any specific combination of them, will guarantee success as a leader (Mullins, 2014). Traits are external behaviors that emerge from the things going on within our minds – and it’s these internal beliefs and processes that are important for effective leadership (Britton and Gold, 2012).
2. Behavioral Theories – What Does a Good Leader Do?
Behavioral theories focus on how leaders behave. For instance, do leaders dictate what needs to be done and expect cooperation? Or do they involve their teams in decision-making to encourage acceptance and support? In the 1930s, Kurt Lewin developed a framework based on a leader’s behavior (Mullins, 2014). He argued that there are three types of leaders:
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Autocratic leadership: Autocratic leaders make decisions without consulting their teams. This style of leadership is considered appropriate when decisions need to be made quickly, when there’s no need for input, and when team agreement isn’t necessary for a successful outcome (Mullins, 2014).
Democratic leadership: Democratic leaders allow the team to provide input before making a decision, although the degree of input can vary from leader to leader. This style is important when team agreement matters, but it can be difficult to manage when there are lots of different perspectives and ideas (Mullins, 2014).
Laissez-faire leadership: Laissez-faire leaders don’t interfere; they allow people within the team to make many of the decisions. This works well when the team is highly capable, is motivated, and doesn’t need close supervision. However, this behavior can arise because the leader is lazy or distracted; and this is where this style of leadership can fail (Mullins, 2014).
Clearly, how leaders behave affects their performance. Researchers have realized, though, that many of these leadership behaviors are appropriate at different times. The best leaders are those who can use many different behavioral styles, and choose the right style for each situation (Mullins, 2014)………………