The Effect of Communication Theories in Business Introduction

The effect of communication theories in business Introduction Communication has existed since the beginning of human beings, but people didn’t pay attention to it until the 20th century, especially into the 21st century along with the communication technologies development. Nowadays, there have many communication theories. Among of these theories, interpersonal communication (IC) and organizational communication (OC) are the most commonly-used theories applied in business to help us resolve problems. IC, as a kind of device that organizers usually use to communicate with their employees, more emphasizes individuals interacting face-to-face than OC. It can help us understand how and why people think and behave. However, IC is hardly defined in its own area of study, yet often occurs within other environment like organizations (â€Å"Interpersonal communication,† In Wikipedia, The Free Encyclopedia, 2011). OC, as a subfield of communication, mainly looks at human communication within or among organizations, which is the most basic and central part in business management (Simon, 1998). It relates to the achievement of organizational goals and the formation of organizational culture. Meanwhile, OC is also the most common management behavior which is carried out under certain circumstance and is influenced by organizational culture. The behavior culture of enterprises determines the behavior characteristics and communication ways and styles of employees; the material culture determines the condition of communication technology, communication mediums and channels of companies (â€Å"Organizational Communication†, In Baidu, The Free Encyclopedia, 2011 ). Interpersonal Communication and Organizational Communication in Business In the process of actual application in business, OC is often considered as one field of IC and IC as one means of OC on the contrary. These two communication theories seemingly serve different objects, people versus organizations. Actually, individuals are the common objects of communication. Communication scholars define OC different from IC, only because it always exists in an organization, and sometimes represents one department or one class. So we could see both of them usually work together in one organization. For example, the enterprise culture of General Electric (GE) Company highlights the â€Å"people-oriented† business philosophy. In GE Company, employees are given enough concern and respect, and are encouraged to express their opinions and display their creativity directly. This kind of outspoken communication style of GE makes managers gain more new ideas and opinions to impel company developing. Moreover, for the management coordination, the ex-CEO of GE, Jack Welch, came up with â€Å"boundaryless concept† in the field of organizational communication. GE Company would clear obstacles among all departments like engineering, production and marketing departments and make information totally transparent and free accessible. Under the guidance of such communication theories, GE could use internal information with the most efficiency and achieve the resources sharing on the largest extent (In Scientology Volunteer Minister, 2009). In this case, we hardly tell which communication theory is applied in certain part, yet we easily find the two theories complement and serve each other. The application of communication theories in organization Use to cope with internal problems Communication, as one kind of enterprises culture, has attracted more attention of companies and is treated as the key point of strategic management by leadership. The â€Å"Three Withouts† phenomenon Mr. Yu (2008) came up with in one speech, as the following, is the most direct and understandable explanation of the problems existed in organizations. Lack of Communication with Superiors. Generally speaking, there are many things managers have to think about so that they cannot communicate with employees efficiently in time (Shiwei Yu, 2008). At this time employees are supposed to report actively to superiors, yet most of them have no courage to talk with superiors. There have two performances in this situation. The one performance is that people dare not or are not willing to communicate with superiors when they have good ideas, because either they are overconfident and have no interest any more after several negations by leaders, or they lack of confidence and are afraid of criticism. The other one is that individuals do not report to managers when they find potential problems existed in work. The reason can be concluded that people who are over-dependent on leadership always follow their leaders and have no question to them. Actually, whichever kind of employees is irresponsible for work. In fact, even though we are just the employees, we should consider issues in the sight of the enterprise rather than individuals and adjust our attitude from â€Å"responsible for leadership† to â€Å"responsible for enterprise†. Lack of Communication between Departments. In the most companies, it has been the main problem that different departments hardly communicate sincerely with each other and have no sense of mutual support and positive cooperation (Shiwei Yu, 2008). To resolve the problem, enterprise should firstly review whether the department position of it is reasonable, and then establish the relation mode of â€Å"suppliers and customers† among the all departments, consequently foster the sense of service for different department, so that employees can communicate with sincerity and make efforts together to achieve the goal of enterprise. Virtually, the whole process of resolution is the process of OP applying. Lack of Communication with Subordinates Superiors involved in other business seldom talk with employees, let alone instruct and advice their work, which is responsible for the phenomenon that increasing companies spend over one month in recruiting and training new staff, yet don’t have one day to communicate with their employees(Shiwei Yu). The reason could be conclude as the following two sides: Managers prefer enjoy the feel at high stand to communicate with employees personally. We have to acknowledge that there exist such managers who are arbitrary and hardly accept opinions from the inferiors. If they invariably ignore the subordinate advice and views, it would only discourage the enthusiasm and responsibility of staff. Certainly, there have a latent yet inevitable reason that managers are afraid of being transcended by the subordinate. In addition, it is also an important problem that superiors communicate with inferiors without skills. For the leadership, effective communication not only promotes work smoothly, but also helps to establish their image. Furthermore, as the managers, they have rights and obligations to communicate with inferiors actively as well as know and develop capability and responsibility of employees, just like Toyota Motor Corporation CEO spends two thirds time in chatting with engineers and dealers, while the Boeing Company CEO invites the senior managers to share their exciting stories, and the leadership of Ericsson helps employees make personal development plans every year (Communication Case Study, 2009). Use to cope with external problems Nowadays many companies have the experiences using communications theories to help themselves alleviate crisis and maintain their stable development. Facing crises from exterior factors, companies should first think about how to coordinate each department and communicate with consumers (â€Å"Communication Theories†, In MBAlib, The MBA Encyclopedia, 2010)? What we need to know is that consumers are inclined to the attitude companies express to event rather than the fact itself that is happened. Clients could forgive your mistakes, yet not accept your ignorance. So when the problems occurred, enterprises should first respond and express the determination to deal with them. That is to say, communication is the principal method to resolve problems. The â€Å"Sudan I† event KFC suffered is a wonderful example to support the statement. On March 15th 2005, all KFC outlets in China were found using banned dye Sudan I, the cancer-causing colorant in the sauce of New Orleans roast chicken wings and chicken hamburgers. And then many consumers sued KFC and asked it for their injury compensation. As we know, KFC has been successful in China since it first stepped in the Chinese market in 1987; however this event made KFC loss a large number of customers in a short time. According to a survey, the loss rate of clients of KFC raised to unprecedented 50% in over half stores. Facing a series of emergencies, KFC responded in first time, at that night of event exposure. All KFC outlets stopped selling New Orleans roast chicken wings and chicken hamburgers at the next day, destroyed all rest sauce and posted bulletins in all stores for apology. Each department was connected. Meanwhile, the managers of KFC actively contacted with the victims and accounted for the event as well as the results of survey to eliminate doubts of the public. From the example, we could find the application of communication theories is used in every details of the process of event resolving. First of all, just because of the effective organizational communication taken, all departments and outlets could act in concert to calm the storm immediately. Furthermore, the manager even communicated with customers in person in order to express their apology and sincerity. So IC could be applied more among individuals to achieve what we want. How to ameliorate business communication As we all know, the effective communication between managers and employees depends on the negotiability and share of information in internal organization and is responsible for improving the work efficiency and enhancing decision scientificity and rationality. So how to ameliorate business communication ? The aspect of interpersonal communication 1. Adjust the attitude of communication Along with the information network and communication technology advancement in modern society, the ways of communication between individuals become more various and richer than ever before. On the surface, the connection is indeed increasingly frequent and intimate, yet what is the fact? Most communication has been driven by material benefits. So communicators in business should make much account of not only the process of systematized information communication, but the spiritual communication (HRoot, 2010). 2. Learn to listen Tracey once suggested that the managers of human resource should spend 65% in listening, 25% in speaking and 10% in reading and writing (2006). Thus we could see the significance of listening for communication. More important, only by listening can we detect the others’ heart and logical thinking, communicate with them better and finally attain the objective. 3. Put emphases on nonverbal expression Nonverbal information includes expression, pronunciation and intonation, gesture and so on. Actually this kind of communication more easily touches people than language performance. So weather you send or receive messages, you should notice the power and effect of nonverbal expression. The aspect of organizational organization 1. Speech with confidence Speech is a quite fundamental and common part of OC. For most people, talking is considered as a normal activity, yet speech often make individuals nervous and overwhelmed. However, we often could be asked for speech in formal occasions, even though just several sentences. When we make a speech in a formal occasion, we should keep our speech tempo slow enough and volume loud enough to make ourselves heard by everyone. Meanwhile, we should realize that appropriate words, image and posture are helpful for people understanding (HRoot, 2010). 2. Organize effective conference Conference as one kind of formal communication is indispensable part of OC. The elaborate plan and explicit theme are the primary guarantee to accomplish the goal of meeting. Moreover, when you chair a meeting, you should notice weather the atmosphere is accustomed to listening or communicating, thereby mastering initiative in the activity of communication. Conclusion American famous futurist (1999), John Naisbitt, said â€Å"The competition of future is the competition of management. The focus of management competition lies in the effective communication among the staff of each social organization and the organizations themselves. This sentence simply and accurately points out the essentials and significance of IC and OC for enterprise management. From the above discussion about communication theories, we could see that communication has been an effective tool for modern management. Only through effective IC, the ideas and suggestion from employees could be taken seriously; only by effective OC could the performance of organizational members be appraised a nd recognized. In one organization, whether IC or OC is all to share and utilize resources better, consequently maintain the sustainable development. Reference Homans, G. C. (2002). â€Å"Introducing Communication Theory†. American Journal of Sociology 63 (6): 597–606. Retrieved February 20 , 2010 from Academic Search Premier EBSCO database. Communication Theories. (2010, December 19). In MBAlib, The MBA Encyclopedia. Retrieved February 20, 2011, from http://wiki. mbalib. com/wiki/%E6%B2%9F%E9%80%9A Organization Communication. (2011, January 22). In Baidu, The Free Encyclopedia. Retrieved February 20, 2011, from http://www. baidu. com/FORUM_POST_900001_900005_858561_0. HTM Interpersonal Communication. 2011, February 16). In Wikipedia, The Free Encyclopedia. Retrieved February 22, 2011, from http://en. wikipedia. org/w/index. php? title=Interpersonal_communication&oldid=414279842 Communication. (2010). In Scientology Volunteer Ministers: Online Training. Retrieved February 22, 2011, from http://www. volunteerministers. org/solutions/communication. html? source=gaw&gclid=CNbK_tjlu6YCFQJvbAodOlWgHw Shiwei Yu. (2006). †Commu nication skills in modern enterprises † in Huacheng Wang, Introduction of Enterprises Management (b), Higher Education Press. Retrieve February 24,2011, from Science Direct database. Charles, S. W. (1998). â€Å"Stumbling Toward Identity: The Emergence of Organizational Communication as a Field of Study† in McPhee and Tompkins, Organizational Communication: Traditional Themes and New Directions. Thousand Oaks, CA: Sage. Retrieved February 28, 2011 from EBSCO Host database. Communication Case Study, In Tangguokuaixun, Retrieved March 1, 2011, from http://info. tjkx. com/news/00001346EB/2004-10-21/03984BC948. html The problems of Organizational Communication. (2010, March 31). In MBAlib, The MBA Encyclopedia. Retrieved March 4, 2011, from http://wiki. mbalib. com/wiki/%E7%BB%84%E7%BB%87%E6%B2%9F%E9%80%9 Tracey, W. R. (2006), â€Å"The management of Human Resource† ,In William R. Tracey, The key skills(4th). Retrieved March 4, 2011, from EBSCO Host database. Management communication. (2010). In HRoot, The free website. Retrieved March 4, 2011, from http://www. hroot. com/contents/4/120726. html Naisbitt,J. (1999). Communication Theories: Perspectives, processes, and contexts, 9th edition. Belmont, CA: Thomson Wadsworth. Retrieved February 22, 2011, from EBSCO Host database.

Organizational Design Behavior

If the organizational structure is meant to reflect it's situation, the Limora Hospital and the Community Health Centre's (LCHC) structures do not do this. The current structure does not reflect the complexity, dynamics, or the environment. There appears to be little consideration given to parameters of design. Organizational design is used to maneuver a series of criterion that determine the division of labor and coordination. The Limora Hospital and the LCHC have weaknesses in their design concerning the decision making system, the lateral connections between the superstructure, the format of the subunits and the individual job positions. These are integral parts of the structure and seem to be a weakness at both facilities. I would describe the structure of the LCHC as almost non-existent. Although the case study doesn't provide a lot of information about the actual parts of the for Limora Hospital or the LCHC, it does appear to be somewhat better at the Hospital then at the LCHC. As an initial step, it would help to combine some areas of the two facilities and better utilize its technostructure, support staff and operating core. The strategic apex is weak with no consistent, committed leadership or administration. There is confusion about the Bishop's power of authority. He appears to have given his power away, yet some employees indicate otherwise. In fact, there doesn't appear to be any real management to apply managerial leadership and direction. This kind of confusion and conflict demoralizes the apex and the middle line entirely. A common vision, mission, and active interest in the future must be demonstrated by the Executives if they are to flow down into the core of the organization. This is lacking and is sorely felt by Dr. Macdonald who cannot pass down anything more than he is capable of, or more, than he is receiving from his superiors. There is a small technostructure in high demand, a large support staff, and an operating core that is clearly not well managed. Most evident is the lack of linkages between management and the operating core. Although not as evident are the weak linkages between the core and the supporting staff. A limited horizontal decentralization might work where the strategic apex shares some power with the technostruture that standardizes everyone's work and some of these linkages. A well organized management team and employee links to them are necessary. A strong theoretical point is made in The Classical School of organizational theory by Henry Fayol, a French industrialist. He, and other theorists like Urwick, Gulick, Mooney and Reiley, emphasized the universality of the management function in all kinds of different organizations. Fayol's theory worked from the board of directors and chief executives down through the organization. He stressed the importance of planning, organizing, coordinating and controlling the administration of an organization from the top down. The weakness in Limora Hospital and the LCHC can be found in the management of the Apex and he middle line, and the operating core. No serious attention has been given to these areas so they can achieve the leadership and administrative control they need. The parts of the organization do not support the coordinating mechanisms required, and neglect to meet the needs of either facility. They should reflect the configuration for a professional organization that relies on the trained professionals who have a high level of control over their work. It is safe to assume that the Doctors and nurses have all been trained and have standardized their professional skills before working at the either facility. Coordination is achieved by the virtue of doctors and nurses having learned what to expect from one another. So they do have this basic mechanism of coordination. What is lacking, is the necessary organizational glue to hold it together. Perhaps the standardization of norms as another coordinating mechanism. The nurses don't seem to be able to coordinate their activities based on their common goal of caring for the sick and standardizing norms would be helpful. There has been an attempt at coordination by Dr. Macdonald, but the organization has been without strong consistent control for too long. Although there doesn't appear to be a middle line, Dr. Macdonald has been left to promote coordination and proper design on his own. His leadership attempt is valiant but he needs the help of qualified middle line managers. The missing parameters of design are Behaviour formalization, Training, and Unit grouping. Behaviour formalization would provide work processes and job descriptions to reduce confusion about what work people should be doing and how they should be doing it. On the surface, one may question whether a group of professionals need stringent rules and regulations.Although these professionals know the essence of their roles, and have a lot of control over what they do, they lack a framework within which to work and make decisions. Behaviour formalization could outline the framework within which they can take control and, identify the boundary where they need the assistance and cooperation of others. Also very important, is to identify the communication linkages to others inside and outside this framework. This would eliminate much confusion, instill confidence into the operating core, and bring cooperation among managers and workers. It seems to me that when you are dealing with the life, death, and the health of others, the last thing you want is dissension and confusion among those who are caring for you. Aside from the professional skills applied by the doctors and nurses, the simplest procedures in administration of core workers could be a disastrous for the patient. As an example, how is a specific report completed, when is it completed, who are the critical receivers of the report, when must they receive it, and what must be included in it, all involve linkages and cooperation among professionals, staff and management. If these are broken in some way or done incorrectly, outside of the prescribed framework, they can impact a life. Chester Bernard's book, The Functions of Executives, from the human relations school of thought, emphasized the need for clarity and cooperation among managers and workers to further the interests of everyone. Bernard said that organizations by their very nature are cooperative systems and cannot survive otherwise. He listed three forces to achieve this cooperation; executive leadership, subordinate acceptance of organizational goals, and the power of informal work groups. Clearly in a hospital there is room for strict rules and processes outlined by the leaders, but because there are also large areas of independent decision making, you must have a cooperation and a balance of both. Training, another parameter of design, can teach the professionals what the standards, processes, and procedures are, and clearly define the level of performance for each. The Limora Hospital must had some training on the hospitals procedures but when the nurses came over to work at the LCHC, they complained that they were not oriented to these properly. Training at LCHC is lacking in this area. The essence of the work done by the professionals is no different in either the Limora Hospital or the LCHC. What is different is the purpose for each facility and the level of output. One is a hospital that cares for the people who are already ill, and the LCHC is a community program that focuses on preventative health to try to keep people from ending up in the hospital. The hospital doctors and nurses would likely be prescriptive in their care for very ill patients over a shorter period. The LCHC would also prescribe but would likely be more descriptive in their care over longer periods of time in the community. Teaching these fundamentally different objectives to everyone, and what work is wrapped around them, would facilitate a clear direction for exactly what the jobs are in each facility. The Scientific Management theory advocates a systematic approach to job design, performance, and training. Not necessarily all of the theory components are applicable the systematic approach to training does apply to a health organization. There is a systematic way of applying medical tests to ensure there are no mistakes. Speed and efficiency are critical. There may be a departure from this theory as it relates to division of work and task specialization, but the scientific selection of training remains useful to our health care situation. Adam Winslow Taylor and Henry Gantt emphasized the need for systematic training of workers. Taylor particularly advocated that the role of management was to know their employees and to train them to do well. If this was done, it would produce maximum efficiency. Finally, both the LCHC and the hospital are dependent on the same resources. They both need analysts such as accounting and personnel, they both use the same nurses and doctors in their operating core, and both need the use of land rovers in their work. Conflicts have surfaced because the organizational structure does not leverage these like needs well. For example: Clear and accurate financial accounting for both areas They both need highly qualified doctors and nurses Their primary and supporting staff need similar training They are dependent on each other but the structure does not promote interdependency They both require processes and procedures to perform their jobs well Unit grouping would be the design parameter most required to help facilitate the mutual needs of each unit. Grouping these under the same supervision would encourage cooperation and help to promote a more efficient and cooperative working environment. Once the needs of each area are clear, you need to establish liaison positions, or roles that can coordinate the work of two units. These liaison positions are missing in the hospital and LCHC structure. Task forces are also missing. Task forces can plan meetings, bring the members of each unit together, and integrate mangers to coordinate what is important to the units. These initiatives would eliminate competition for the best nurses and doctors, and provide a fair an accurate financial accounting for both facilities. It is difficult to tell how much impact the support staff for either the Limora hospital, or the LCHC have on the operating core and the quality of care. I'm sure the support staff could also be optimized by unit groupings. Unlike the scientific management theory that did not provide a theory of general organizational design, the classical school of organizational theory did. Henry Fayol, from this theory, suggested that all jobs should be regrouped on some common basis to achieve coordination or unity of direction. Henry Fayol also saw the importance of working from the board of directors down into the organization, different from the scientific management school of thought which worked from the bottom up. Both are useful for our purposes. This regrouping theory and focus on the top levels of the organization are very applicable to the Limora Hospital and the LCHC. There are also some situational factors such as age, size, technical systems, power, and environment that need consideration. Understanding the impact of situational factors can help identify the weaknesses in the structure and how to improve them. For example, the hospital and the LCHC are only 10 years old and there are only 280 beds. This means they are relatively young and small and that their behaviours aren't yet formalized. The fact is there is a lack of organizational maturity. As the organization ages and grows in size, the behaviours will become formalized and the more homogeneous. Because the environment in a hospital is complex and decisions cannot be made by one person, one might decentralize the structure and push the decision making down. However, with the problems at the Limora Hospital and the LCHC, it would be wise to centralize some of its structure temporarily. Taking this action in the right areas would eliminate the current hostile environment. As the organization matures, selective vertical and horizontal decentralization can be applied where the power over different decisions is spread over different parts of the organization more readily. Finally we have the operating core, the key part of the organization that is composed of professionals. Although the basic coordinating mechanism of standardization of skills exists, standardization of processes, and outputs are weak. These together with the lack of leadership, have politicized the organization and the people are in conflict. Consequently, the structure of Limora Hospital and LCHC has become a professional bureaucracy, not uncommon in Hospitals. A view of Professionals is that they are attached to the organization, but still have extensive autonomy and freedom. This gives them the best of both worlds. From an organizational perspective, however, this environment is very difficult to control and measure. The hospital and the LCHC need to discover then prescribe, when and how the attachment to the organization is essential, and when autonomy is necessary. As stated earlier, as the organization matures, professionals will perfect their own skills and repeat what works for the overall success of their jobs. For right now, framework and guidance are required. Guidance, communication and leadership would maximize the professional's output, efficiency and morale. Another item that may be an issue for the hospital and the LCHC is professional incompetence in its core operations. Although incompetence is not indicated in the case study, it may be an undiscovered issue because it is difficult to identify it in a professional organization that has lots of autonomy. Hence one measure of control is to ensure you hire competent professionals, and you continue to upgrade and train them. The standardization of skills and norms will help, but does not address incompetence. In summary, the weakness in the organizational structure of the Limora Hospital and the LCHC are challenging, but fixable. It is important to step back and look at what parameters of control or freedom a health care organization requires. It seems a portion of a hospital operations needs a very stringent scientific approach to its organization, yet another portion demands that the professional skilled people to have the authority and power to assert their knowledge independently. Theoretically, I would apply Max Weber's Bureaucracy theory as an approach. This structure would ensure that there are clear lines of power, orderly procedures and rules that would remove any randomness and unpredictability from the hospital system. The interactions are based on standards Vs the personal feelings of peers and managers. It would add fairness and equity of evaluation. It is a rational and formal-structural response to organizational problems. The immaturity must be aided by making some structural changes. The superstructure appears to need the least amount of work. There is an existing Apex (which needs some focus), a middle line (which needs to grow), a small technostructure (which should be combined for both facilities to use), and an ill managed operating core. I hesitate to say too much about the support staff. Unfortunately, the case does not provide enough information about this unit for comment.. I must assume there is a support staff functioning at the hospital since they could not possibly continue without the support of a support staff. Most of the organizational changes need to be done in the essential design parameters of the subunits. Standardization of skills has already been achieved and the remaining would include: Behaviour formalization to help standardize work processes and procedures Training to teach the standards and procedures and achieve standardization Unit groupings to group jobs under one supervision for maximum efficiency and cooperation The structural changes will also facilitate more effective communications, enhance the ability of the leaders to lead, and increase intrinsic and extrinsic motivation. The complexities of organizational structure and organizational behaviour are huge. Because of these complexities, generally one theory, one behavioural model, or one method of structure does not always meet all the needs of the organization. There is no doubt, however, that guiding principles and basic fundamental models work and would work for Limora Hospital and the LCHC. What are the effects on motivation, leadership and communication because of the weaknesses identified in your answer to Question #1 at the Limora Communication Health Centre? The weakness in the organizational structure at LCHC hampers leadership, communication, and motivation. In reverse, the lack of leadership, communication and motivation have impacted the organizational structure. The definition of each of these explains the importance of their interrelationship to one another. Leadership is based on the ability to influence others to achieve organizational goals. Formal leaders hold a high rank in the hierarchy and informal leaders are recognized for outstanding skills and abilities. Managing is sometimes mistaken for leadership. The difference is that a manager brings order to the employees, and a leader makes useful changes in the organization. Communication is the process of two or more people exchanging information. The sender is the initiator of the message and the receiver is the one that the message is direct to. Effective communication is achieved when the message from the sender is received as it was intended. Motivation can be understood as a force within us that is triggered by various needs. This force then drives us to satisfy an unsatisfied need. There are basically two different categories of motivation. One is intrinsic and the other extrinsic motivation. Intrinsic motivation comes from inside ourselves and extrinsic from outside ourselves. All three of these are lacking at the LCHC. Some of them are highly impacted by the weaknesses in the organizational structure, and some are lacking in the individuals' as skills. Motivation, leadership and communication are dependent on one another and cannot function very well in an organization on their own. Leadership generally deals with the complexities of humans and human behaviour. There are many approaches to leadership, each with theories and models. The Traits theories would look at leaders and explore their traits or characteristics. Behavioural leadership theories centre around the behaviours demonstrated by effective leaders. Lastly, the contingency approach puts forward the notion that â€Å"it depends† on both behaviour and traits. Situations can effect what traits and behviours are most useful.. The most suitable leadership approach for the LCHC would be the contingency approach since it offers ways to look at behaviour and traits. It also lends itself to approaches for leading tasks and people. There are task issues and relationship issues at LCHC that need leadership. Paul Hersey and Ken Blanchard's situation leadership model offers different behaviours suited to either a task situation or a relationship situation. Some of the leadership weakness at LCHC are: The lines of authority for the division of labor between the apex and the middle line are not clear. This makes leadership difficult. The Bishop is not motivated to take on this leadership, or he does not have the leadership expertise to lead. It is the Bishop that should set forth the proper leadership characteristics, and develop the triggers that will motivate his organization. There seems to be no communication from him about the mission, strategy, or goals of either facility. If this is missing at the top, it cascades down throughout the organization very quickly. It is evident that the professionals in the operating core are confused, and don't have clear goals to follow. These goals would help pull all of them in the same direction. The middle line, where Dr. Macdonald is managing, needs qualified managers. When there are no qualified managers, and management systems are in chaos, leadership is compromised for the strongest of leaders. The above points in the structural weaknesses involve task and volatile relationships issues. The application of the Hersey Blanchard model of leadership will help both the task and relationship concerns. . Regarding communications, the LCHC does not adequately provide the network for good communications among all its employees. Unit groupings are weak and management does not seem to have a lot of integrity in their communications. Its important to have a place that can determine what communications vehicle should be used to gain the highest impact for any given message. Rich communication demands face to face interaction, next is the telephone, and the poorest is via memo or letter. There are no liaison positions in place at the LCHC. These positions could determine communication vehicles, disseminate information and improve upward, downward and horizontal communications. A very large part of good communications is also about listening and knowing how to communicate. Communication involves giving and receiving feedback. These skills are generally part of a good training program. The LCHC does not have a good training program in place that could help them increase harmony, efficiency and mutual understanding. When good communications are in place, feedback is at an optimum, therefore, managers and employees could actively participate in formal and informal evaluations processes. If the managers and employees are involved in the evaluation process, they are most apt to be fair and equitable in their assessment of each other. The employees at LCHC are not motivated. The lack of motivation is a direct result of the lack of leadership and effective communications. It can also be linked to the organization of the subunits. Grouping different jobs under common supervision can pull them together to achieve similar goals thus triggering motivation.. Employees also need, and are more likely driven by intrinsic motivators. These can come from reaching personal career goals, making enough money to buy a new house, or simply feeling good when a patient gets well as a direct result of their care. Putting a Human Resources management in place could provide rewards programs in the form of money, recognition, and promotion. These are all triggers for employees to set themselves goals to reach these rewards. Locke's goal setting theory says setting clear, challenging, realistic and acceptable goals raises performance. Goals invoke motivations since our thoughts and actions are directed by our goals. It is much easier for the LCHC employees to set their personal work related goals if they have been given short term departmental goals or milestones and long term organizational goals. Each department would work in a cooperative setting to reach these goals. When employees don't see or feel a sense of purpose, there is often conflict, competition, and behaviour is based on the fear of not knowing where they are headed. Consequently, this leads to low morale and demotivated employees. The LCHC should consistently communicate the rewards and results of effort and hard work. This will encourage employees to expect a reward for their work. Vroom's expectancy theory supports this idea. He says that if you put effort in, you will get a positive outcome. Individuals will look at a given situation in this way†¦.increased effort will lead to good performance, good performance will lead to certain outcomes, and then†¦ are the outcomes worthwhile. If they are, the effort will be put forth. In summary, leadership, communication, and motivation are a must for an organization's success. If the structure is aligned to support all three, there is increased productivity, high level of efficiency and high morale among the employees.

Diet Analysis Paper

The three-day diet analysis was interesting. There were many positive attributes to it and definitely negative ones. Over the course of the three days, which were Friday, Saturday and Sunday: and figured this would give a good depiction of what I was consuming on a regular basis. In some places I was consuming more than I should be and in some I was consuming less than I should be. There were also those places were I was getting just the right amount. It is so interesting to me to be able to find out what I am consuming and how I am consuming it. Being an active male, it was most interesting of what I ate, what my average of the three days were, and the plan on how I would correct the way I eat to make it a more healthier lifestyle. My Pyramid was not that shocking, when I saw Grains, fruits, vegetables, milk, meat, and bean intake compared to the recommendation. Personally, it made sense of what I was meeting and what I was missing, yet, have done nothing about it. I love my grains, even though I am a celiac. I do not really follow the guidelines and still chose to eat a lot of grains. This was at 10. Oz and I met the required intake for grains. The vegetables I tend to eat are broccoli, carrots, and from time to time I eat cauliflower. So, I was at 1. 2 cups of vegetables compared to the recommended intake of 4. 0 cups. I already knew I hardly reach the fruit intake that happened to be zero percent. I have never been a big fruit person, besides eating apples to keep the doctors away. Got milk? Of course, I always drink my milk when I eat all the grains out of the cereal bowl. Thus, I was at 1. 5 cups compared to 3. 0 cups of the recommended intake. Lastly, meat and beans I was at 5. 5 oz and cheated, because I ate at taco bell! Overall, the above groups did not surprise me and did show me how far I still was to reaching the food-list compared to the latest USDA Dietary guidelines. My actual intake for Protein was at 83. 30 grams and exceeded the recommended by 8. 91 grams. When looking at the meal assessment, lunch was when I received the most protein during my three-day analysis. I normally eat out during lunch, because I am either at school or work and it is convenient. I usually do not think of whether or not I am cooking the right foods that have a good amount of protein at dinnertime, and rely on fast-food chains. Since, I am over on my protein intake I am not worried about having to rely on fast-food to get the appropriate amount my body needs. Carbohydrates (carb) for me were at 206. 36 grams when it should be at 554. 37 grams, so not exactly where I need to be. Again, my carb intake was the highest during lunchtime. The foods highest in carbs high in starch or sugar would be found in the grains (Cinnamon Toast Crunch), starchy potatoes (French fries), and any foods with added sugar. Low carb foods I consumed were the meat (lunch and dinner), eggs (breakfast), and the small portion of vegetables (broccoli and carrots). Total fat was 63. 9 grams compared the 125. 43 grams of total fat recommended. Also, my saturated fat was 18. 16 grams when listed at 40. 32 grams of recommended intake. Not too sure on fats, except from the fact that the key is to replace bad fats (saturated and trans) with good fats (poly and monouns) in our diet. Knowing which fats will raise my LDL cholesterol and which ones will not is the first step to lowering my family’s history of heart disease. Cholesterol was 254. 51 mg, which was very close to my recommended intake. If there is one thing I learned so far this semester, it is to eat foods that are low in cholesterol, saturated fat, and free of trans fat. I have never had a screening done before, yet, seeing that my Cholesterol was fairly high, I might reconsider. Being an athlete I know I can use all the fiber I can get to keep my digestive system clean. During the three-days, I only took in 17. 20 grams and I should be consuming at least 56. 44 grams. Fiber can be found in fruit (I did not eat during the trial), vegetables (I ate very little), and wheat foods that were most likely the main source I got the fiber from. On an infomercial with Montel was selling his new â€Å"Health Master† blending machine. During his spiel, he started talking about how the majority of us add salt to foods that already have a good source of salt. I found it interesting, because I know I do this when I get chips or chili. From what I got, the key to healthy eating is choosing foods lower in salt, sodium, and try to not add extra salt to foods (unless your mother’s cooking is bland). Well, I had a very high intake of sodium of 2,730. 78 mg when it should have been at 2,300 mg. I usually stop by the blood pressure machine when at the grocery store and it tends to be good. So, I am not too worried about having to choose a low-sodium diet, unless it becomes a trend when being over my intake level. Astonishingly, my vitamin intake was really good, and I am somewhat surprised by that. There were only two Vitamins I was low in enough to talk about were vitamin C at 69. 19 mg Folate, which was at 273. 60 mcg of my recommendation of 400 mcg. Minerals seemed to be average for me, with potassium, magnesium, and calcium (I have to take extra by pill form) being the lowest out of the eight listest on the report. Calories, calories from fat, and calories from Saturated fat were all low for me as well. I am a guy and unfortutely I do not count my calories, however, I have a cool application on the I-phone that is a calorie counter! The diet analysis opened my eyes and realized that I do not know what I am really doing to my body. My feelings are different after finding out the true facts. Knowledge is the key to a healthier lifestyle, and the diet analysis program has helped a lot. Goals I need to set for myself are balancing out what I am eating, try to learn as much as I can on the subject of nutrition, and be more aware of what options are available to me when I go out to eat during lunch (smaller portions). Those are problems that I would like for my to correct.

International Business Law Essay Example | Topics and Well Written Essays - 1750 words

International Business Law - Essay Example Case #1 The case is presented within the jurisdiction of an international court of justice. Other countries have joined together to challenge oppose what they term as the annexation of the space country X. Joining them is country Y which may have the same interests as those of country X. They are justified to so do as they as signatories of â€Å"The Outer Space Treaty† which they did sign back in the year 1966 (Zines 2008). The case presented is the opinion of all member treaty was signed for the use and exploration of space was bringing conflicts among the superior state (Zines 2008). It came at a time when technologies were cropping up and great inventions being carried. The main purpose of this treaty was to ensure that weapons of mass destruction like nuclear bombs are not developed in the space. The super power countries don’t have trust in each other and they fear spying on their secrets Country X’s activities are within the provisions of the treaty. The treaty did state clearly that the space is freely accessible to the entire world and to any country that wishes to do so. This country is trying to explore the space scientifically which poses no danger to the world and other countries. It is not clear to the court that no other country has ever tried to intensify their activities in the space. Country X is a busy trying to explore the mysteries that are still hidden to the mankind. It has not in any case breached the terms of the treaty by occupying the space. Other allegations are that the country has put up its flag and claimed about 1000 square meters of the moon. The provision in the treaty is that no any country shall claim ownership on the ownership of space. Therefore, the court orders country X to remove its flag from the space and not to claim ownership of the area they have annexed. The landing station it has built on the moon is to be removed. This treaty did define that the space is free for all nations. However, the country has never been reported to carry out activities that may endanger life in the world. The court is just to order that the country needs to make their activities transparent to the world. The court has also found out that the countries launching complains are having fear of the unknown due to the secretive activities of the accused. Country X has promised to be responsible their activities and there are no complaints of negligence. It is stated clearly in the Outer Space Treaty that â€Å"countries exploring space are responsible and liable for any damage their activities may cause†. The court can conclude from whole proceedings that the accused country has established a base in the space. Reports of weapons and any arms are not there. The complaint brought by the 45 countries though presents the opinions of the world but these countries seem to have conflicts of interests. Take the case of country Y for example; joining the case afterwards. It beats logic how loud this country is launching it’s complain. The world today is being faced by cold war from the superpowers since they are the only ones that have the machinery to reach space. Country Y may be having interests in the in the space. Many decades have passed since man landed in the space. No any other country has ever tried building their base in the space. This country has not touched space objects like the steroids and the orbits. They use their own spaceship to navigate and have never touched the satellites. The court hereby rules that country X is free to explore the space. The case presented is a matter of further consultation among these countries. The decision has been arrived at since the court has found that these countries have common interests. They are all bound by the treaty they signed. Asking the court to exempt country X from space is unjust because a provision in the treaty allows them to do so. T he court, however, compels this country not claim

Corporate Social Responsibility Essay Example | Topics and Well Written Essays - 2250 words - 1

Corporate Social Responsibility - Essay Example The main goal of creating internal business policies dedicated to advancing corporate social responsibility is to ensure that the organisation takes direct responsibility for regulatory compliance and encourage the production of positive outcomes that impact a diverse group of organisational stakeholders. There are some members of society that believe corporate social responsibility detracts from the organisation’s primary objective which, according to respected business theorist Milton Friedman (1970) is to advance attainment of profitability. Other societal stakeholders believe that CSR is a fundamental obligation of businesses to protect the interests of society whilst also maintaining a dependability and conscientiousness, thereby providing a valuable good to all stakeholders in society. This paper critically examines the conception of corporate social responsibility, its historical ramifications, and the potential future implications of contemporary CSR policy for busines s leaders. The historical context of CSR By the late 1800s and early 1900s, with the advancement of modern commercialism and production capacity with thriving industrial businesses, CSR took on a more modern context that did not focus specifically around God’s potential condemnation for failing to abide by ethical and moral principles. Andrew Carnegie, a 19th Century business philanthropist and an influential figure in expanding the prowess of the American steel industry, was a well-respected theorist who often publicly condemned businesses for seeking profitability as a primary goal whilst abandoning social welfare as a business objective. In 1868, Carnegie drafted a letter which stated, â€Å"amassing of wealth is one of the worst species of idolatry. There is no idol that is more debasing than the worship of money† (Klein 2004, p.57). The philanthropist philosophy of Carnegie (as well as several other 19th Century businesspersons) served as a foundation for opening new avenues for business leaders to seek moral and ethical business behaviour as a primary business objective, which laid the foundation for much of modern corporate social responsibility that guides contemporary business practices. From a regulatory perspective, in 1976 the United Nations, utilising the ethical support of many member nations, began establishing a rigorous and strict code of conduct for businesses that would serve as the modern foundation for corporate social responsibility (Asongu 2007). Further, in the 1980s, the pro-business Ronald Reagan presidential administration in the United States began to seek corporate deregulation in an effort to open new trade channels internationally and expand overall corporate profitability. What occurred was a short-term stalling on negotiations that would enhance the UN CSR contract for ethical and responsible business behaviour as businesses sought to expand their domestic operations across the globe, thereby exploiting cheap labo urers and a wide variety of negligent environmental standards. The stalling of long-standing corporate codes of responsibility changed after the post-September 11 attacks on the World Trade Center which again put ethical and moral behaviours into the proverbial spotlight, giving such groups as Amnesty International and the

Legal Ascts of the Nursing - Homework # 3 Essay Example | Topics and Well Written Essays - 750 words

Legal Ascts of the Nursing - Homework # 3 - Essay Example Patient safety entails knowing and reducing factors that may cause medical errors, communication of any relevant patient information to other medical health care providers, and disclosure of patient information (Byers & Susan 84). In the case in question, health care provider’s responsibility of maintaining patient safety is on the limelight. This is because the patients and health care society view health care providers as quality and safety leaders. Among the different roles that a physician should execute, he or she should take part actively in practice-specific activities that result to patient safety (Byers & Susan 88). Though the doctors restrained Mr. Garcia to prevent self harm, they failed to provide a direct one-to-one observation to Mr. Garcia, who later escaped from the hospital. Therefore, Mr. Garcia’s escape from the hospital can be linked to the physicians’ failure to observe him closely. In addition, communication of relevant patient information to other health care practitioners is a principle eminent in the case. It is the responsibility of health care practitioners to inform other health care providers about a patient. In the case in question, the physicians would have informed other health care providers within the hospital (Byers & Susan, 94). This would have, to some degree, averted Mr. Garcia’s escape. In this case, the hospital and the staff members are the defendants. In law, a defendant refers to the individual or an entity against whom an action is brought in a court of law. The organization can be held liable for the death of Mr. Garcia due to the actions of the employees. The employees act as agents of the organizations and their actions amount to actions of the organization. However, the police can also be held liable to some extend for the death of Mr. Garcia. In this case, the physicians who are employees of the organization did not exercise full responsibility in ensuring Mr. Garcia’s

Sales Planning and Operations Essay Example | Topics and Well Written Essays - 3000 words - 1

Sales Planning and Operations - Essay Example 3-(b) Devise appropriate recruitment and selection procedures of a sales person into any organization. In your answer you should cover job description and personnel specifications, sources of recruitments, interview preparation, interview techniques, selection and appointment. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.11 3-(d)-Describe two techniques used to co-ordinate and control sales output. To answer the question adequately you should note how an organization uses different the techniques (examples- budget, performance target, appraisals by superior, self-development plans) in controlling sales output†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦13 4-(a)-Identify and give three examples of the differences in the nature of sales tasks and skills in a variety of contexts. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦15 The types of personal selling emerge from the environment in which the selling task takes places. It can be over-the-counter selling, field selling or telemarketing selling. Elaboration on all different types is as follows: Over-the-Counter selling- this environment is managed by two kinds of salespeople- order takers and order getters. The former is entrusted with maintaining the relationship after the customer has made the purchase while the latter is a traditional salesperson collecting leads, contacting prospective buyers, making presentations and closing the deals. The follow up section again shifts to the order taker after the deal is closed. The skills required for the two vary with respect to the activities they perform. Order getters are required to be more informed, creative and presentable to turn a proposition favourable while order takers have to be more routinised and aware of the buying habits of existing customers (Ingram et al. 2008). Field selling- field selling task is undertaken by four kinds of

Musicals in the West End Essay Example | Topics and Well Written Essays - 1750 words

Musicals in the West End - Essay Example Before presenting any logical argument, it is inherent to carry out a practical check on the shows currently running in the West End theatres and those lined up for production later in the year. According to the London Theatre Online by Darren Daglish, there are 23 musicals, 13 comedies, and 11 dramas (or straight plays if you like) currently running. Mathematically, this translates to 48% musicals, 28% comedies, and 24% drama. At this point, one might conclude that there many musicals shows than the other two classes. However, there is a list of shows lined up for production this year, including 9 musicals, 11 comedies, and 37 plays: or 16% musicals, 20% comedies, and 64% dramas [2]. Clearly, plays still dominate the theatre time if these statistics are anything to go by. While there may be repetition of some musicals such as Billy Eliot, Blood Brothers, and Jersey Boys, there is a relatively few number of repetition of plays. Actually, there are fifteen musicals repetitions with on ly six repeated plays. Thus, it would be inaccurate to say that the West End harbours more musicals than other subsidised theatres. However, one must bear in mind that musicals have relatively long runs than plays. Thus, there may not necessarily be a 64% increase in the number of plays. Dominance of musicals Another interesting statistic is that about two-thirds of the straight plays currently showing or planned for production show in subsidized theatres, with only seven and two musicals. Therefore, there will be around 30 musicals, 17 comedies, and 16 straight plays in the commercial theatres. Certainly, this is not a show of unhealthy competition and dominance by musicals! Essentially, the dominant nature of musicals in the West End theatres is a perception rather than a matter of fact. To prove this practically, try asking any average person about any showing musicals in the West End theatres and majority will mention Billy Elliot, Jersey Boys, and The Lion King [3]. The person may also mention Cats and Les Mis, and probably Beauty and the Beast. Similarly, ask the people to mention a few straight plays in the same theatres would probably respond by naming just a single play and add the typical â€Å"some Shakespeare.† This highlights the enormous interest that the public has for musicals as compared to straight plays at all levels, with the exception of real theatrical devotee

Issues and trends on education all over the world & Magna Carta for Essay

Issues and trends on education all over the world & Magna Carta for Public School Teachers(philippines) - Essay Example (Papastergiou, Marina, 2008 – 2009) Such a trend puts an end to classroom monotony, reduces the work load of the teacher and at the same time making learning an enjoyable experience. According to the ‘Early Childhood Education Journal’ (2009) Educational Programs such as â€Å"Every Child Matters† â€Å"Education for all† and â€Å"Sure Start† and Kindergarten programs such as the ‘Froebelian kindergarten and the â€Å"Montessori† such as â€Å"Casa Die Bambini† (Children’s house) (Saracho, Olivia N.; Spodek, Bernard, 2009) Programs are all ‘Child – Centered’ and are very much in keeping with the contemporary educational patterns. Other trends in the field of education include the integration of research and the best educational practices during the learning experience in the classroom. Incorporating a highly competent faculty who are specialized in both theory and practice and a continuous professional development and upgrading of schools on a regular basis. Besides using multi-media for teaching in the Classroom, the education rendered should be child- centered and effective so it prepares the child for life in the society. is a declaration policy by the government that was brought about for promoting and improving the economic and social status for all the public school teachers. The policy Sought to improve both the working as well as living conditions of the teachers. It was the guideline in terms of strategies to be followed in terms of carrier prospects and employment in the teaching profession. (Sec.1) The Magna Carta had certain specifications regarding qualification and recruitment of teachers at different levels i. e. Kindergarten, primary, elementary, High School etc. It enumerates rules which cover the Conduct of teachers, Tenure of Service, period of probation, transfer and safeguarding issues, Administrative and

Is PPACA Constitutional Assignment Example | Topics and Well Written Essays - 500 words

Is PPACA Constitutional - Assignment Example There are various initiatives that are part of the PPACA program. Majorly the concept of quality/cost as an initiative is designed to improve the quality of health services and at the same time lowering the costs to enable everyone to access Medicare. Improving the quality and reducing the cost will transform health care by changing how the patients receive Medicare in hospitals and also how the physicians in the hospital get compensated. According to this article, PPACA provides a perfect environment for a better healthcare in the future (Segal, 2009). Most important is the cost reduction by preventive care. In this, it has been noted that most a significant part of the bulk of health spending lies in the treatment as opposed to prevention. Thus OPTUM has been involved in a program to monitor patients and behaviorally influence them regarding their health. And owing to the benefits of large scale, providers have famed the work to OPTUM and this reduces the costs. The preventive care involves the employment, training new programs, development, job designs, and interfacing on the operational modality of the new department. Ethnic specialization is as well a good initiative. Ethnic specialization will help in lowering the total costs of variances that would bring in quality throughout the system. Different ethnicities possess different markers and attributes. The UHG has thus chosen to come up with initiatives to educate the communities and extract information from them. The data can hence be used for various analyses or even be provided as a service to the public. OPTUM will also take an initiative of helping providers and offering clinical services. In this, it shall aid providers who require HITECH funds through the provision of technological solutions to them; this shall include HER/EMR implementation organizations, prescription management, services such as payment or billing as well as collaborative technology payments.

Human Resource Management Essay Example for Free

Human Resource Management Essay Introduction The new trend in human resource management is strategic human resource management. It is gaining popularity edging out the traditional human resource management. Strategic human resource is critical to the success of any organization because it is management that is tied to achievement of the broader goals and the objectives of the organization. Strategic human resource gives the firm competitive advantage in the industry within which it operates as it boosts the productivity of labor, which is oriented towards the long term, and short-term goals of the organization. In pursuit of strategic human resource management there is an obvious consequence, which is attainment of competitive strategies and improved firm performance. This is so because the essence of strategic management is its ability to influence the employee to develop an attitude that leads the organization into competitive edge and productivity. A firm cannot obtain growth and expansion which strategy that facilitates operations towards the objective. 3.1 Identify a range of HR strategies for an organization There are a range of human resource strategies that are adopted by organizations in order to improve their business performance and their competitive strategies. First and foremost, the organization has resourcing strategy which ensures that the management puts in place proper human resource planning, maintains high retention rate of employees, and harness the immense talents of employees to the betterment of the organization. Secondly, there is the learning and development strategy which aims to give employees platform to engage in further training and career development. The other strategic human resource strategy is reward strategy. This strategy ensures that the employees are paid remuneration which is equal to the effort they put in the organization. Finally there is employee relation strategy which helps to ensure there is good rapport between management and employee. The employee relation strategy is achieved through having various communication channel and sound conflict reso lution mechanisms (Legge, 2005 P.154). 3.2 Assess HR strategies and their application in an organization Each organization exists in a unique industry and it is therefore prudent that each of the human resource strategies are applied uniquely depending on the industry. Industry such as manufacturing and construction industry are such that it is easy to measure employees input by physically looking at the work they have done over a given period of time. It is therefore easier for the management of the organizations in those industries to adopt reward strategy. This strategy ensures that the employees are paid remuneration which is equal to the effort they put in the organization, on the other hand, in most service industry such consultancy services it is not easy to measure employees input since input can only be assessed in terms of clients’ satisfaction (Price, 2011 P.89). Quantify client satisfaction and tying it to pay for employee is therefore almost impossibility. Other strategies are largely uniform across several organizations with only slight differences and hence they ar e applicable across organizations in different industries. 4. Identify contemporary issues affecting strategic human resource management Strategic human resource management is very dynamic and keeps changing because better approaches to the concept are realized frequently. The  dynamism that has characterized strategic human resource is driven by the fact that organizations wants to increase their competitive edge and boost their performance in the organizations within which they operate. The major contemporary issue that influences strategic management is globalization. All firms want to expand and grow into new markets to increase their revenues. In achieving this they must strategically direct the efforts of employees toward this objective. The other contemporary issue is downsizing. Firms usually are operated with profitability incentive they must therefore have cost cut measures to reduce expenses and enhance receipts (Scholes Johnson, 2007 p.69). Downsizing offers the best option to cost cutting because salaries constitute a lion’s share of organizations’ expenses. The management is therefore forced to retrench some its workers in a bid to realize profitability. Automation of systems is yet another contemporary issue affecting organizations’ strategic human resource management. Automation compels organization to ensure that their employees are knowledgeable in as far as technology is concerned. Installing system in organization is not any easy fete to achieve, it involves a lot of costs to procure the software and hardware components for the system. The other challenge is that it is time consuming because a lot of procedures have to be followed in integrating a system to the organization. The most challenging part of a management system is managing the system and its associated risks. The first risk is that the employees who are supposed to be part and parcel of such a system may refuse to embrace because they may not fully understand how such a system would be beneficial to them. The human resource team should therefore rise to the occa sion by finding ways and means of influencing the employees to embrace such system within their ranks (Sharma 2011 p.48). Conclusion . Strategic human resource is critical to the success of any organization because it is management that is tied to achievement of the broader goals and the objectives of the organization. Strategic human resource gives the firm competitive advantage in the industry within which it operates as it boosts the productivity of labor which is oriented towards the long term and short term goals of the organization. In order to achieve this daunting task human resource management is responsible for several strategic functions such as recruitment, motivation of workers, designing job analysis, making of remuneration and other non-financial packages to employees, as well as facilitating staff training and development. References Armstrong, M. Baron, A. (2004) Managing performance: Performance Management in Action. London: CIPD. P.136 Bamberger, P. Meshoulam, H. (2000).Human Resource Strategy: Formulation, Implementation and Impact. Sage Publishers, p.254 Bechet, T. P. (2008). Strategic Staffing: A Comprehensive System for Effective Workforce Planning. New York: AMACOM, p.145 Cox, W. Klinger, E. (2011) Handbook of Motivational Counseling: Goal-Based Approaches to Assessment and Intervention with Addiction and Other Problems, Wiley Sons p.125 Goodstein J. (2009) A Practical Guide to Job Analysis, John Willey and Sons pp. 68 Griffin, W. Moorhead, G. (2011) Organizational Behavior: Managing People and Organizations, Cengage learning, p.32 Henry A. (2008) Understanding Strategic Management, Oxford University Press pp. 51 Legge, K. (2005) Human Resource Management Rhetoric and Realities, London: Palgrave Macmillan, p.154 Price A. (2011) Human Resource Management, Cengage Learning, p.89 Scholes, K. Johnson, G . (2007) Explaining Corporate Strategy, Hempstead: Prentice Hall, p.69 Sharma K. (2011) Human Resource Management: Strategic Approach to Employment, Global India publications p. 48 ASSIGNMNET 2 Executive summary Strategic human resource is critical to the success of any organization because it is management that is tied to achievement of the broader goals and the objectives of the organization. The report analyses how British Airways has adopted different strategies in strategic human resource management to achieve competitive strategies and improved firm performance. The reports also put into perspective the impact of merger between British Airways and Iberia on strategic HRM at British Airways Overview of British Airways The company commenced business in the 1974 after the successful merger of BOAC and BEA. It was owned by the state until 1987 when it undergone privatization. Up to date British Airways is the leading airline is UK flying over 400 destinations across the world through both its freight and passenger business. The company decided to merge with Iberia a Spanish Airline in order to produce synergies and as cost cutting measure through economies of scale. Task 1: Human resource strategies and their application to British Airways There are a range of human resource strategies that are adopted by British Airways in order to improve their business performance and their competitive strategies. First and foremost, the organization has resourcing strategy which ensures that the management puts in place proper human resource planning, maintains high retention rate of employees, and harness the immense talents of employees to the betterment of the airline. Learning and development strategy which aims to give employees platform to engage in further training and career development is equally applicable to British Airways. Several roles at the airline such as pilot and aeronautical engineer require immense skills and experience and as such the strategy ensures that employees attain this standard (Scholes Johnson, 2007 p.69). The other strategic human resource strategy applicable to British Airways is reward strategy. This strategy ensures that the employees are paid remuneration which is equal to the effort they put in the organization. By adopting this reward strategy employees at British Airways are driven by reward incentive to increase their productivity consequently earning the airline more business performance in terms of profitability and revenues. Finally there is employee relation strategy which helps to ensure there is good rapport between management and employee. British Airways can achieve employee relation strategy through having various communication channel and sound conflict resolution mechanisms. Task 2: Impact of merger between British Airways and Iberia on strategic HRM at British Airways The merger between British Airways and Iberia has had tremendous impact on strategic human resource management of British Airways. The merger was driven by the fact that organizations wants to increase their competitive edge and boost their performance in the organizations within which they operate. Through the merger the Airline hoped to increase its global presence by increasing its flights to the over 400 dest inations that it had before the merger. Globalization through merging with Iberia ensures that the airline now under the holding company, International Airlines Group (IAG) expands and grows  into new markets to increase its revenues. In achieving this they must strategically direct the efforts of employees toward this objective. The other impact of the merger is downsizing. (Henry, 2008 p.51) says that downsizing offers the best option to cost cutting because salaries constitute a lion’s share of organizations’ expenses. The management is therefore forced to retrench some its workers in a bid to realize profitability. British Airline after the merger embarked on an elaborate cost cutting measure; this involved reducing their costs by a whopping  £400 million in five years, one major way of achieving this would involve downsizing the workforce. The other impact of the merger is that the business adopted a new model. Installing system in organization is not any easy fete to achieve, it involves a lot of costs to procure the software and hardware components for the system. The most challenging part of a management system is managing the system and its associated risks. The first risk is that the employees who are supposed to be part and parcel of such a system may refuse to embrace because they may not fully understand how such a system would be beneficial to them (Armstrong Baron, 2004 p.123). The human resource team should therefore rise to the occasion by finding ways and means of influencing the employees to embrace such system within their ranks. The management of the International Airlines Group (IAG) decided to train 900 of British Airways staff and 4000 of Iberia staff on various aspect of this new business model Conclusion International Airlines Group (IAG) has no choice but to restructure its human capital by implementing the strategic needs of this factor of production to allow the firm a competitive edge in the industry. The management of IAG needs to integrate all the strategies of strategic human resource management to ensure that the employees are influenced towards achieving the strategic needs of the merger. The merger despite the challenges promises better gains for the holding company in terms of increased profitability and efficiency n operations. References Armstrong, M. Baron, A. (2004) Managing performance: Performance Management in Action. London: CIPD. P.123 Henry A. (2008) Understanding Strategic Management, Oxford University Press pp. 51 Scholes, K. Johnson, G. (2007) Explaining Corporate Strategy, Hempstead: Prentice Hal, p.69

Performance Appraisal Essay Example for Free

Performance Appraisal Essay Appraisal is a procedure by which an organization assesses employee performance based on present standards . The main purpose of appraisals is to support managers effectively, staff companies and deal with human resources, and to develop efficiency . Being â€Å"part of an organization measurement process†, performance appraisals serve that purpose by showing employees how to improve their performance, establish goals for employees and helping managers to evaluate subordinates’ efficiency and take actions related to hiring, promotions, training, job design, compensation and terminations. In the last 30 years companies use the employee evaluations not only for administrative purpose, but also for motivational and organizational planning purposes. The object of this paper is to understand and explain the role of human resources which to ensure the effective and efficient use of human talent to accomplish organizational goals in a company. Human Resources Management deals with what can or should be done to make working people more effective and satisfied. In a few words, the management of human resources means that they must be recruited compensated,  trained, and developed. It is HRM’s responsibility to make job analysis (describe work and personal requirements of a particular job), to communicate to the employees performance standards (translate job requirements into levels of acceptable / unacceptable performance) and to coordinate performance appraisal programs. Thus, all aspects of human resources managements are critical to an organization’s ability to adequately effectively provide a quality work force. In fact, performance appraisals are a significant part of performance management system responsible for designing a work environment in which â€Å"people can perform to the best of their abilities.† Job description The focus in this paper is on presenting information about conducting a performance appraisal for a bus driver position. I choose this position because, bus drivers are important for our contemporaneous society which is in a continued development. This aspect implies the need of more connections between places, more transits and travel for people. It is essential that this action be done in the most safety and comfortable ways. The behaviour of each bus driver employee has to be evaluated and improved if it is necessarily. The training programs are the key in helping drivers learn how to deal with difficult people and avoid violence while on duty. Making a job analyse, bus driver is a position is responsible for transporting people from one place to another for work, errands, school, or other reasons. Takes fares from passengers, issues receipts, announces routes, and ensures passengers get out safety. Their primary responsibilities imply transport people, operate bus, and drive regu lar routes on a schedule or on chartered trips. They obey traffic laws, stop frequently and check the bus tires, lights, and oil and other basic maintenance. They have to report mechanical problems and accidents. May load and unload passengers’ luggage. A bus driver has to deal with unruly passengers, assist disabled ones and keep passengers informed of delays. Bus drivers are employed by urban transit system, elementary and secondary schools and private transportation companies. According to Service Canada the job prospects in this occupation is good having an annual average salary of 43,895. Thus, customer service skills are important because of the interaction with passengers. For a school bus driver is essential to ensure the safety of the children, which  may include accompanying students across the street and providing first aid in emergencies. The following skills are very important for a bus driver: active listening, operation monitoring, social perceptiveness – being aware of others’ reactions and understanding why they react as they do, equipment maintenance, operation and control, reading comprehension, coordination, time management, speaking, and critical thinking using reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems. Performance appraisal method Measurement of bus driver performance starts with the evaluation of skills and effectiveness during and following the year of work. The primary objective of performance appraisal is to establish whether drivers are performing their job safely serving the customer adequately, and following work rules, policies, and procedures that ensure efficiency and cost-effectiveness. Analyzing the above information and knowing the job description for a bus driver, the behaviourally anchored rating scale (BARS) would be a good method for performance appraisal. This method scales points and is defined by statements of effective and ineffective behaviours. It puts together the benefit the benefits of narratives, critical incidents and quantified scales by attaching a rating scale with specific behavioural examples of good or poor performance. It provides better appraisals than the other tools. The evaluator has to show which behaviour on each scale describes an employee`s performance. For constructi ng the BARS process imply the generation of critical incidents the development of performance dimensions, the relocation of incidents, the scale of the incidents and the development of final instrument. Managers have a file folder for each employee, which can be hard copy or electronic. Critical incidents are important employee actions which help or hurt performance. The BARS is developed by a committee that includes both subordinates and managers. Thus, the main advantage of this method is that personnel outside HR department join with HR staff in its development. Of course, the employees will have a greater acceptance of the performance appraisal process and its measures. In the same time BARS requires considerable time and effort to develop it. Another disadvantage is that a  scale designed for one job might not apply another. For example, the BARS for a bus driver will contain the rating scale from 4 (exceeds expectations) to 1 (unsatisfactory) and its evaluation of safety, timeliness, student conduct, bus cleanliness and care, and attitude. Identification of appraiser Appraisal and feedback system should be made by a multi-rate assessment because bus driver position is multifaceted and people see different things. A range of people are asked to assess an individual against company framework. The feedback can be from subject`s staff, from their bosses and from colleagues and clients and passengers. This is called 360 ° appraisal. The intention of it is to give a boarder and more objective assessment of employees’ competence. This multi-rate feedback is only use when manager has 4-8 people reporting to them. It is important that the employee do not know how any evaluation team member responded ensuring the anonymity concept of 360 ° system. The exception of this rule is the supervisor`s rating. When this feedback comes from more people, it may lessen bias or prejudice. In the same time, feedback from peers and other may increase employee self-development. In the conclusion of this paragraph, remind that HR department has the primary responsibility for supervising and coordinating appraisal program. Conclusion A valuable performance appraisal program makes feedback and instruction to employees and gives a useful framework to the managers and to the supervisors which asses their staff’ performance. The conduct appraisal program should be set up once and reviewed whenever the manager and the employee meet for the regular performance report or periodically: annual or once every six months. Preferable, managers and supervisors should consecutively estimate and direct employees so that performance imperfections do not go unexamined for a long period of time only to be discerned and debated at the functioning appraisal survey. In summary, the performance appraisal for a bus driver position it’s important for the evaluation of this position’ skills but also for the safety of passengers in  their work and personal environment and their daily activities. That’s why a serious and concrete performance and appraisal method should be applied in a schedule planed time in al l the transportation company. Bibliography Belcourt, Monica, Singh Parbudyal, Bohlander George, Swell Scott. Managing Human Resources. Toronto, Ontario: Nelson Education, 2014. Service Canada, http://www.servicecanada.gc.ca/eng/qc/job_futures/statistics/7412.shtml Sage Publication, http://www.sagepub.com/upm-data/45674_8.pdf Transportation Research Board, www.30hrsdc.gc.ca/NOC/English/NOC/2006/Profile

Leadership In The Tata Group

Leadership In The Tata Group Introduction: Leadership is integrated part of our life. According to corporate chief and former US presidential candidate Ross Perot, the principles of leadership are timeless because, in a rapidly changing world, human nature remains a constant. We all experience leadership in our life from early childhood in our families, through friendships, social and sports activities, school higher education, to politics government and of course in our work, we all recognize leadership in other people and often in ourselves. In government, global corporations and small businesses alike, the leadership role is becoming more demanding, more open to scrutiny and more difficult [Roger Gill]. The development of leadership theory also parallels the development of organizational theory. The bureaucratic form of business organization is characterized by laissez-faire leadership whereby so-called leaders tend to avoid taking a stand, ignore problems, not follow up, and refrain from intervening or transactional leadership, in which leaders practise management by exception, focusing only on deviations from what is required, and contingent reward, rewarding people (either materially or psychologically) for achieving what is required. The emergence of the post-bureaucratic form of organization in the late nineteenth century reflects the development of the concept of transformational leadership. Theory Approaches to Leadership: Many Leadership theories and approaches have been evolved around Style, Trait, Behaviour, Situational and Charisma. Many researchers made efforts linking some of the theories across these leadership approaches. However each leadership model has its merit, assumptions and limitations. Most recent researches are conducted on Situational Transformational leadership styles. Various leadership Gurus presented new models as variations to the already existing models. Max Weber, MacGregor, Bass, Bennis Nanus are some of the most important researchers in the area of transformational leadership. However the difference between transactional and transformational leadership is vital in getting the whole concept of transformational leadership theory. In general, a relationship between two people is based on the level of exchange they have. Exchange need not be money or material; it can be anything. The more exchange they have the stronger the relation. Managers expects more productivity from employee in order to give good rewards. In this way, if something is done to anyone based on the return then that relation is called as Transactional type. In business, leaders announce rewards in turn to the productivity. These relations are all about requirements, conditions and rewards. In life, at one point of time, things happen without expectation from other side. Transformational Leaders work toward a common goal with followers; put followers in front and develop them; take followers to next level; inspire followers to transcend their own self-interests in achieving superior results [wordpress.com]. Table 1, given below shows Basss full range model of leadership. Table 1 Leadership Approach in TATA Group: TATA Group founded in 1868, is an Indian multinational conglomerate headquartered in Mumbai, India. The Group has more than 500,000 employees spread over six continents (more than 80 countries). TATA Group current market capitalization estimated worth $80bn and is the largest private corporate group in India. TATA Group is biggest employer in UK, employing more than 50,000 people. TATA Group has main interests in communications, IT, engineering, materials, services, energy, consumer products and chemicals. Its current chairman, Ratan Tata is the most influential business leaders in Indias and the worlds most influential person right now. The Tata Group is known for its valued business ethics and corporate governance. TATA Group has long standing leadership program in its system. Their leadership program is based in British administrative service model. TATAs leadership development programme aims at grooming the managers of today into the leaders of tomorrow. The leadership development programme conceived by JRD Tata, the late chairman of TATA group in 1950s. The idea behind the leadership programme known as Tata Administrative Services (TAS) was to select and groom young managers, provide them opportunity for professional growth, and make them leaders of tomorrow. This is TATAs in-house programme and has goal is to provide training to high performers, act as a cradle of change and develop the leadership qualities. Most of the TATA Group companies are traditionally led by these groomed leaders. The TATA Group leadership style has been quite consistent since its existence way back to 1868. The TATA Group has incorporated more leadership changes which are essential in current environment to drive towards to be more competitive. In terms of leadership style, TATA Group has adopted a team-led culture and collective approach. With Ratan Tata as leader of the Group, the management style of the entire TATA Group has changed considerably; trust became a huge facet and theme of the group. Ratan Tata has put a complete organisational restructuring when he took over in 1991 as leader of the TATA Group, by taking a more matrix-style approach building teams. These changes would have obviously transformed a lot in the business, senior managers would have had to be on their toes and flexibility and adaptability became essential qualities to have. The leadership changed from a centralised, command centre to a much more distributed form with employees and all managers enjoying greater respo nsibility and knowledge about the Group, which would have in turn; motivated them to work harder and as a group. From distinctive leadership models available such as the McGregor Theory X and Y; where a theory X manager believes workers dislike work, are not creative and avoid all responsibility while a theory Y manager believes that workers get as much enjoyment from work as they can derive with leisure, accept responsibility and are creative; it can be seen from this, that Ratan Tata wanted all his managers to be modelled as closely to Theory Y and he himself could be called a Theory Y manager. He encouraged managers to be innovative and share all their ideas, consulting actively with them and giving them more responsibility and importantly encouraged team-working. Five Factor Model (Big Five): Emotional Stability: Ratan Tata has very low anxiety within him and has great sense of security with his future leadership. Extraversion: Even being a bachelor Ratan Tata is very sociable. He has produced very positive affect on future leadership of TATA Group. Openness: He believes in originality and versatility. By making  £1200/- car he has shown his great interest with and innovation seeking personality. Agreeableness: Within his management team Ratan Tata is well trusted and very friendly. Conscientiousness: He is very dutifulness. He spent most of his life working for TATA Group without any self-interest. He is very well organised as well. Style (Behaviour) Theory in TATA Group: As per style theory, there are three types of leadership models are evident in leadership. These are as follows. Autocratic Democratic Laissez-faire Ratan Tata is a leader who engages more democratic style of leadership approach. However at previous occasion has used other two kind of style as well. He is more democratic because he always encourages his group leadership to be creating good communication and participation. Future leadership are well informed about future strategy and they are very well engaged in decision making process. Most of the group long-term and short-term strategies are formulated by the lower rank of the leadership. They are treated as stake holders. Until now TATA Group has got leadership within them. Ratan Tata has occasionally shown some form of autocratic style of leadership. Sometimes when needed especially when quick and informed decisions have to be taken, but he is never too commanding in his nature, being a man of few words and being more of a man of action, this is evident from the manner he aggressively pushes for bold international deals, such as during the global acquisitions of business powe rhouses such as Corus, Jaguar and Land Rover, and Tetley Tea. One of his senior leadership team member, Muthuraman( Executive Director) refers him Ratan was the chief architect of the Corus deal. I was worried about the magnitude and the amount of money. But he instilled confidence. In daily routine matters and in developing the leadership, Ratan Tata also uses facets of the Laissez-Faire model such as the delegation of important duties and decision-making, he also does not in any way interfere with any managers functioning, he might make a broad strategic assessment but he does not interfere in operational issues and details, this shows that he has complete trust and faith in his managers and believes in their ability, this quote from Gopalakrishnan, an executive director of the company, shows how much value Ratan Tata places on his trust, this can be highly motivating for managers and workers alike, I remember what Ratan told us at a meeting. He said that he will continue to trust all his managers, but once they lose that trust, he will go after them. I think that is a very fair deal. Max Webers Leadership Model in TATA Group: Looking at Max Webers Transactional and Transformational Leadership models, where a leader is classed in three forms which are Bureaucratic, Charismatic and Traditional, where a bureaucratic leader is one who is always bound by the set rule and does not want to go beyond them; a Traditional leader is one who does and follows everything from a long past or history and always loyally obeys these traditions; a Charismatic leader is one who uses his own laurels or abilities to inspire and is one who can be described as radically opposed to administrative rules and legal principles. From these models, Ratan Tata falls into the Charismatic form because he is one who leads by example, coming up with highly innovative ideas such as  £1200 (Rs. One Lakh) car the Nano, budget hotels or low-end watches, he brought radical change to the Tata Group as a whole, changing it from its Traditional mindset to new more flexible and adaptive cultural mindset. Bennis Nanus Transformational Leadership Model in TATA Group: We can see from Bennis and Nanuss Transformational Leadership model that the transformational leaders groom their followers into self-empowered leaders and their main focus is to articulate vision and values clearly so the newly self-empowered leaders know where to go. Their traits include logical thinking, persistence, empowerment and self-control. Benniss and Nanus has evolved the model which emphasis on the four Is of Transformational leadership, which are Idealised Influence (being a role model) Inspirational Motivation (creating a team spirit, motivating and provide a challenge) Intellectual Stimulation (innovation and creativity) Individual Consideration (mentoring and providing support for followers) Ratan Tata, Chairman of the TATA Group has been proved a true transformational leader. We can see all Is built-in in Ratan Tata. He is the leader with great vision hence he knows right approach to groom future leadership. He has implemented the team spirit in whole group at every level. He empowers all his managers and executives and has complete faith in them, he is extremely innovative and is credited for much of the Groups new products, he places a great deal of importance to his RD department and he definitely cares deeply about the welfare of all his employees and managers. During the Mumbais terrorist attack in Taj Hotel, he took front line in leading at the time of crises. In his vision statement he articulated One hundred years from now, I expect TATA Group to be much bigger, of course, than it is now. More importantly, I hope the Group comes to be regarded as being the best in India. Best in the Manner in which we operate, best in the products we deliver and best in our valu e system and ethics. Having said that, I hope that a hundred years from now we will spread our wings far beyond India, that we become a global group, operating in many countries, as Indian business conglomerate that is at home in the world, carrying the same set of trust as we do today [Tata Group Article]. As a leader of a global business group, Ratan Tata knows the fierce competition experienced by his business empire. He makes all effort to make his business competitive at global level. Through transformational leadership process TATA Group has made their processes and technology up to date. Once Ratan Tata said to his managers in his vision speech A company or business which remains static is a business that will die; a company that constantly changes and accepts that there are better ways to do things than the way they are done today, is a company that will survive in the global market that we face. From this statement we can infer that he knows the importance of developing a good leadership within group to take TATA Group to new heights. Ratan Tata involves strategy in leadership. He is a deep thinker and a brilliant strategist as is described by one of his Executive Directors, Alan Rosling, He is a deep thinker and extremely strategic. He is always 2-3 steps ahead. Ratan Tata is a man of strong integrity, ethics and valued principles. He cultivated the same across the TATA Group companies. One of his companies CEO said Tata has shown that there is no other way he will do business other than do it ethically. He believes in strong value based leadership approach in doing business. Ratan Tata has led the TATA Group to transforming from local business group to become a global leader. Conclusions: Ratan Tata of the Tata Group is a more kind of transformational leader. He made Tata Group as global brand. He has provided inspiration to leaders within his own company. In Tata Group leaders are engaged in decision making at every level. Ratan Tata has successfully led and motivated its CEO/MD of the group companies to be ambitious. He has always adopted a ethical approach in group business. Ratan Tata has adopted a management by consensus style. He stated once When a number of persons are involved I am definitely a consensus man, but that does not mean that I do not disagree or that I do not express my views. Basically it is a question of having to deal with individual men heading different enterprises. You have to adapt yourself to their ways and deal accordingly and draw out the best in each man. If I have any merit it is getting on with individuals according to their ways and characteristics. I have dealt with a hundred top directors and I have got on with all of them. At times it involves suppressing yourself. It is painful but necessary. To be a leader you have got to lead human beings with affection. Ratan Tata has ability to spot the talent. And once he has confident that a manager will perform, he gave him a long rope. Appendix: Reference List Roger Gill, Theory and Practice of Leadership, Sage Publication, 2006 http://leadershipchamps.wordpress.com/2008/08/04/transactional-leadership-vs-transformational-leadership/ http://business.outlookindia.com/inner.aspx?articleid=682editionid=22catgid=70subcatgid=464 http://www.tata.com/company/Articles/inside.aspx?artid=YJbf7uiUY0M= John P. Kotter, A Force For Change: How Leadership Differs From Management (New York: The Free Press, 1990). OTool, James. Leadership from A to Z: A Guide for the Appropriately Ambitious, San Francisco: Jossey-Bass, 1999. Visionary Leadership: Creating a Compelling Sense of Direction for Your Organization (Jossey Bass Business and Management Series): Burt Nanus Tata Steel Group Annual Reports (2005-06, 2006-07, 2007-08, 2008-09, 2009-10)