Qualities of a Successful leader

Qualities of a Successful leader Introduction Management is concerned with human beings whose behaviour is highly unpredictable. An individual or a group of people who accept responsibility to run an organisation and direct its activities are called management. The importance of management in business is universally accepted. It acts as a driving force in business. Modern business is highly competitive and needs efficient and capable management. According to Peter Drucker (2007), management is a multi-purpose organ that manages business and manages managers and manages workers and work. Manager A manager is a person tasked with overseeing employees to ensure that they carry out their assigned duties. (www.wisegeek.com) Qualities of a Successful leader Leadership Qualities Personal Traits Managerial Traits Self-confidence, initiative innovative, emotional maturity, intelligence, decisiveness, vision foresight, acceptance of responsibility. Knowledge of human skill, administrative ability, technical knowledge, ability to deal with people, ability to judge and decide quickly. (Appleby.R, 1969) Leadership Leadership is followership. Leadership is not a quality which is in born. Its a quality which can be developed from within. Leadership is a strategy used, by which a manager influences the employees to achieve the tasks and objectives and keep the organization together and focused to strive hard towards its goals. Leadership is often a dynamic activity concerned with changing attitude. They are more inspirational and involve more emotional input than management. (www.skagitwatershed.org). According to Koontz ODonnell, â€Å"leadership is the ability of a manager to induce subordinate to work with confidence and zeal. (Kale.N, 2006) Discussion: Styles of leadership and motivation, which can be used by a Manager. There are 4 basic styles of leadership. Autocratic Bureaucratic Laissez-faire Democratic But the styles which are mainly and widely used in most of the organisations are as follows: Autocratic style: This is a method which takes place in most of the organisations. In this style the manager keeps control over everything. They give orders and draw lines. There is a strong supervision on the employees. Employees do not get an opportunity to discuss or give their suggestions or inputs. They have to follow the instructions given. In this method the motivation is either encouraged by rewards or punishments. This style has been criticized from past many years. The most important drawback of this style is that it has always been a higher staff turnover and staff not turning up to work with an excuse of illness. (Gaynor. G, 2004). This leadership style falls under theory x by Douglas Mc gregor. For example: This is sometimes being observed in the hotel industry. Where the manager sets up the rules, orders and staff has to follow them without any discussions or opinions. Characteristics Managers mostly depend on threats and punishments to get the work done from their subordinates. Most important factor that there is no trust on the employees. Employees do not play any role in the management decision and discussions. Situation 1: The new staff has just joined the front office department in a 4 star hotel. She has worked before in many hotels with different types of systems. The systems used in this hotel are new for her. She is completely new and untrained so she needs to be trained on the systems. As she is new to the company, the service standards are purely different then what she has seen in the past, so she needs to be under detailed supervision, for that she needs to follow instructions orders. The hotel is really busy place and they are also understaffed. If she makes a mistake, there is no time to sort out the issue on the spot. The management has just changed before she joined the hotel so everything before was poorly managed. So she has to follow up the orders there is no time for discussions or suggestions. She has to deliver the best performance under the instructions of the manager. This clearly shows that in the situation mentioned above, the manager needs to use an Autocratic style of leaders hip. Democratic style: Democratic leadership is also called as participative leadership. This is a strategy where the subordinates or staffs can actually participate in the discussions and decisions. Everything is done systematically in this leadership style. The manager will meet the employees, inform them about the issues emerging that might affect their work or the organisation and then shares the information in order to make decisions and to decide who will sort out the problems and with what responsibilities. (Surridge.M 2004). This leadership style falls under theory y by Douglas Mc gregor. For example: Many giant corporate companies who are into retailing and car industry would follow this style. Where there is a trust between higher management and the subordinates in regards to suggestions and decision making and planning. Characteristics The manager will develop a strategy, a plan to support the employees to review and improve their performance. The manager will actually work hand-in-hand with employees to achieve the goals and objectives. Manager encourages the staffs to grow up in their work performance and inspire them towards the promotion. Situation 2: BMW is a giant car manufacturing company. It has a good reputation in building its luxury cars. They have strived hard to gain their customer satisfaction. Within one of their plant in UK, the business is going well. They are proper staffed. Also the production manager of that plant is keen on discussing/meeting every week with the employees of all the departments and would like to get suggestions and opinions from all the subordinates regarding any current issues, problems and solving them. The manager discusses the performance of each every employee to give them a review of their work to support them to bring themselves to success. He creates an environment of building a team and participation where everyone gets involved equally in every situation faced by the company. This shows that the manager does trust his employees do achieve their objectives. In this situation the manager would use a Democratic style of leadership. Motivation Motivation is an art of getting things done willingly from others. The term motivation is derived from Latin word ‘movere which means to move. Motivating means encouraging people to take more initiative and interest in the work assigned. Motivation is the inner psychological forces in an individual which induce him or her to act or not in a particular way. The creation of the desire and willingness to perform the job efficiently is what is generally known as motivation. (Ahmed. M, 2006) â€Å"Motivation means, a process of stimulating people to action to accomplish the desired goal†. (W.G.Scot) Who needs Motivation Individuals who are just performing their routine work without any new ideas or bringing initiatives in their work. Those people who just do their work and count minutes to end their shifts. These kind of people need motivation and inspiration. Types of Motivation Intrinsic motivation: People who are naturally motivated by having a desire to participate to participate and face new experiences. These people do not rely on rewards or benefits for their performance. They develop their motivation by self-developing their qualities for any kind of challenging work. (www.giftedkids.about.com) Extrinsic motivation: These people need motivation from outside, externally. This includes encouraging the employees artificially, like: offering bonus, compensations, benefits and pay rise. Instead of being eager to grasp the tough situations. These individuals get motivated by only manually assigning them the challenging projects. (www.giftedkids.about.com) MOTIVATION INTRENSIC EXTRINSIC Theories of Motivation The eminent psychologist Douglas McGregor has called the theory of motivation as Theory x and Theory y. the traditional approach to management is as explained as theory x and professional approach is explained as theory y. the theory is explained into two sets of employees based on the perception of human nature. (Kale. N, 2006) Theory x is static, rigid, conservative and pessimistic. Theory y is optimistic, dynamic, flexible and progressive. More importance is given to external control imposed by the superior on the subordinate in theory x. according to the theory y people are basically positive in their approach. As pointed by D. McGregor that managers need not follow only one theory for motivating subordinates. They can use both the theories depending on the situation. Theory y is more democratic and is also suitable to present trends in the business world. Whereas Abraham Maslows theory of motivation has identified five sets of human needs arranged in a hierarchy of their importance and priority. Security/ safety needs Social needs Esteem needs Self-actualization needs Hence both the theories are linked with each other and have limitations and as we see McGregors theory is somewhere based on the assumptions made by Maslows hierarchy of needs. The lower tier showed as theory x and the higher tier is showed as theory y. Maslows theory has certain criticisms like; Its based on human needs only It fails to refer the other motivating factors like expectations and experience. Peak experiences Self-actualization Psychological needs Safety needs Basic needs Maslows hierarchy theory of needs (Prabhu. V, 2005) Thus Maslows theory is an empirical theory. Its more philosophical then scientific. Whereas McGregor has discarded the assumptions of classical school of thought. He has rightly given his preference for theory y that facilitates building and development of an organization. References www.jstor.org/pss/254978 (scott motivation) (Edition 2 the essential drucker by Butterworth- Heinemann)

Joseph Stalin :: Biography, Staling

Joseph Stalin was a very powerful and murderous dictator (Joseph 1). He was the second leader of the Soviet Union (Stalin 1). Joseph Stalin’s real name was losif Vissarionovich Dzhugashvili was born on December 18, 1879 in Gori, Georgia (1). Was educated at the Tiflis Theological Seminary (Kreis 1). Was born of illiterate peasant parents, his harsh spirit have been blamed on undeserved and severe beatings by his father, inspiring vengeful feelings toward anyone in a position to wield power over him (Stalin 1). His mother set him on a path to become a priest, and he studied Russian Orthodox Christianity until he was nearly twenty (1). He studied at a theological seminary where he began to read Marxist literature ( Joseph 1). He never graduated, instead devoted his time to the revolutionary movement against the Russian monarchy (1). Stalin was not one of the decisive players in the Bolshevik seizure of power in 1917, but he soon rose through the ranks of the party (Joseph 1). After Lenin’s death in 1924, a triumvirate of Stalin, Kamenev, and Zinoviev governed against Trotsky and Bukharin ( Stalin 2). The final stage of Stalin’s rise to power was the ordered assassination of Trotsky in Mexico in 1940, where he had lived since 1936 (Stalin 2). Indeed, after Trotsky’s death only two members of the â€Å"old Bolsheviks† remained – Stalin himself and his foreign minister Vyacheslav Molotov (2). Stalin consolidated his power base with the Great Purges against his political and ideological opponents, most notably the old cadres and the rank and file of Bolshevik Party (Stalin 2). The population suffered immensely during the Great Terror of the 1930s, during which Stalin purged the party of ‘enemies of the people’, resulting in the execution of thousands and the exile of millions to the gulag system of slave labor camps (Joseph 1). He also orchestrated a massive famine in the Ukraine in which a estimated 5 million people died (Stalin 2). It is believed that with the purges, forced famines, state terrorism, labor camps, and forced migration, Stalin was responsible for the death of as many as 40 million people within the borders of the Soviet Union (2). These purges severely depleted the Red Army, and despite repeated warnings, Stalin was ill prepared for Hitler’s attack on the Soviet Union in June 1941 (Joseph 1). His political future, and that of the Sovi et Union, hung in the balance, but Stalin recovered to lead his country to victory (1).

Equity & Expectancy Theory of Motivation Essay

Motivation Explain Adams equity theory Adams’ equity theory is a motivational model that attempts to explain the relationship between what an employee puts into their job (input), what they get out of it (output) and the fairness and justice exchanged between the two (Cosier & Dalton, 1983). Inputs include all factors that are perceived as necessary to obtain a return, such as effort, loyalty, hard work, commitment, skill, ability, flexibility, tolerance, determination, heart and soul, enthusiasm, trust in the employer and personal sacrifice. Whilst outputs include all factors that are seen as a return of the job such as financial rewards, perks, benefits, pension arrangements, recognition, reputation, praise, interest, responsibility, travel, training, development, sense of achievement and promotion (Cosier & Dalton, 1983). A fair and equitable balance of the two are based on the employees own perception, thoughts and beliefs and are formed through comparing the employees own situation with other employees in the market place along with opinions and comparisons from colleagues, friends and partners (Kreitner & Kinicki, 2010). Ultimate Software has been able to provide an equitable balance between the inputs and outputs of their employees through implementing some of the key principles of equity theory. For example they are providing a strong leadership role model through Scott Scherr-the CEO, they are being attentive to their employees’ perception of fairness and more importantly they are involving their employees in the decision making and policy process. In return this has promoted cooperation and team work within the company (Kreitner & Kinicki, 2010). More specifically Ultimate Software application of being attentive and involving their employees was demonstrated when their employee suggested that they offer paid adoption leave to their employee and they consequently implemented the benefit (Kreitner & Kinicki, 2010). This particular employee was about to adopt herself so she perceived that the output of â€Å"adoption leave† was a fair and equitable reward for her inputs of effort, loyalty, commitment, skill, ability and work (Cosier & Dalton, 1983). Thus by listening and implementing her suggestion Ultimate Software met her sense of fairness. In addition they al so conveyed to her a sense of  involvement with the decision and policy making process. Consequently the employee regarded Ultimate Software as a fair, observant and appreciative  employer. So much so that she has remained with the company for four years and has since used the â€Å"adoption leave† again. Conversely the company could have chosen not to listen to this particular employee’s suggestion. As a result Ultimate Software would not have implemented adoption leave and the employee would have felt that her inputs of effort, loyalty, commitment, skill, ability and work were out-weighed by her received outputs. This would have been even more apparent if another company in the industry offered such a leave for adopting children. Consequently the employee would have felt underappreciated and would have become demotivated. This would have resulted in the employee reducing their effort and application, and even seeking an alternative job, perhaps one where adoption leave was available (Cosier & Dalton, 1983). Another example of the principles of equity theory at work in Ultimate Software is the use of benefit schemes to motivate employees. These schemes endeavour to provide employees with working conditions and policies that give additional rewards above and beyond the basic requirements to meet the perceived outputs of different individuals (Katzell & Thompson, 1990). For example an employee who perceived education as a fair and equitable output to their inputs is able to benefit from the company’s annual tuition reimbursement. Whilst an employee who perceives providing health cover for themselves and their family as an equitable output for their input will acquire a sense of fairness and organisational justice through the use of Ultimate Software’s fully paid health premium scheme. These, along with the other schemes mentioned, cater for the differing perceptions, values and sensitivities amongst the company employees. This variation exists because what one employee sees as an adequate reward for their input may not even register with another employee (Blakely et al, 2005). We all have differing sensitivity and to achieve organisational justice and fairness between the inputs and outputs of individual employees the company needs to comprehend what makes their employees tick to enable them to perform their role (Wilson, 2005). Basically Ultimate Software has applied the principles of equity theory to motivate their employees. The company has provided outputs which meets their employees perception of fairness against what they input into the company (Katzell & Thompson, 1990). This balance between input and output has not  only been achieved individually but also with in the work place and the industry. Consequently Ultimate Software has raised the level of employee satisfaction and performance. Explain Vroom;s Expectancy Theory Vroom’s Expectancy Theory is another motivational model but slightly more complex in its application. The model uses the three variables expectancy, instrumentality and valance to explain how an employee is motivated to behave in ways that will produce a desired combination of expected outcomes (Kreitner & Kinicki, 2010). The first variable, expectancy is the belief that an ones effort will result in the attainment of desired performance goals and is based upon the employees past experiences, self-confidence and the perceived difficulty of the goal. The second variable, instrumentality is the belief that one will receive a reward if the performance expectation is met and is connected to the employees’ levels of trust in leadership, control over rewards and the company’s formalised policy. The final variable, valence is the value that one places on the rewards and is based upon an employee’s needs, goals, values and sources of motivation (Lee, 2007). It is Vroom’s belief that these three variables interact psychologically to create a motivational force that will cause employee to acts in ways that will bring pleasure and avoid pain (Pearson & Hui, 2001). An example of Ultimate Software using the principle of expectancy theory to motivate their employees is through the use of their education benefit. For this to be a motivational force the three variables of expectancy, instrumentality and valance must be perceived by the employee to be met (Pearson & Hui, 2001). That is to fulfil expectancy an employee will need to believe that their extra effort and time put into studying a degree, or similar educational course, will result in them completing the program. To fulfil instrumentality the employee must believe that  once completed they will be rewarded with either a higher pay and or a promotion within the company. And finally to fulfil the third variable valance, the employee will need to value that the pay rise and/or pr omotion are important enough to apply extra effort and time. Basically they will need to desire the outcome enough so that they will achieve it (Pearson &  Hui, 2001). Jose Chinea of Ultimate Software was able fulfil the three variables of expectancy, instrumentality and valence. Firstly Jose believed that the masters’ degree in management and information systems was achievable. Secondly he believed that the extra effort put into studying a master’s degree would lead to the reward of obtaining a promotion with Ultimate Software. And finally because he personally understood and valued education as an opportunity to grow he therefore believed that the efforts he put in, along with the rewards obtained from Ultimate Software, would be worth it. Conversely, if Jose was not able to fulfil any one of the three variables then there would be no motivational force for him to study and therefore use the educational benefit. This would happen only if he believed that he was unable to complete the master’s degree, the company was not offering a suitable reward and he perceived education and the rewards of education to be of no value. Conse quently, the internal attributes of the employee which incorporate their attitude and value systems are an extensive determinate of motivational force in the expectancy theory model (Pearson & Hui, 2001). Another example of Ultimate Software using the principles of expectancy theory is the CEO’s, Scott Scherr’s leadership role (Isaac et al, 2001). Scherr adopted the principles to equip himself with tools to influence the psychological process resident in his employees. He implemented rewards systems that are uncommon. These rewards include matching 30% of employee superannuation contributions and also stock options and both are applied in an appropriate fashion to pull or influence his employees. This strategy enhances the level of personal motivation of his employees as they wish to maximize their own self interests. For example an employee who wishes to boost their retirement savings would opt for the reward scheme of matching superannuation contributions. Whilst an employee who wishes to boost their immediate wealth, or even just considers investing to be of value, would opt for stock options. In applying a strong leadership style Scherr has created an environment within his company that inspires his employees to achieve a level of performance that meets the company expectations, and even perhaps exceed the employees own personal expectations. This has been achieved through Scherr consciously choosing a leadership strategy that pulls rather than pushes  (Isaac et al, 2001). The positive implications of using a motivational model such as expectancy theory include reduced employee turnover, improved morale and higher productivity (Pearson & Hui, 2001). For Ultimate Software this has resulted in the company obtaining the title of best medium company to work for in America.

The Main Principles Of Functionalism - 1429 Words

Talcott Parsons stated the main principles of functionalism. He believed that the extended family, pre industrial, was no longer needed and as industrialization grew the family learned to adapt by adopting the nuclear family structure. This typically consisted of a mother, father and two children. Parson also said that the male of the family still needed to be the main income of the family and act as the bread winner . Women s place however was at the family home raising the children and carrying out domestic chores. Parsons agreed the family unit had several functions in society however its two main functions were socialization and stabilization of personalities (a sociologyof family life deborah.c), Conflicting theory however has contradicting views and explanations on the purpose of the family unit in society. Conflict theory interprets the family as a system of power relations that reinforces and reflects the inequalities in society. 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