Essay - Management and Organizational Behavior the Leadership Style can Make or...


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MANAGEMENT AND ORGANIZATIONAL BEHAVIOR

The leadership style can make or break a leader's place in the *****ganization. This paper discusses ***** case of Sir Richard Greenbury in the same context.

MANAGEMENT AND ORGANIZATIONAL *****

How would you describe ***** Richard Greenbury's leadership style?

As suggested in ***** article, Sir Richard Greenbury's leadership style was quite autocratic (Bevan, 2001). His behavioral style is suggestive of totalitarianism, though all in the good for Marks & Spencer which atta*****ed highest pr*****its in its history under his leadership. From the way Sir Greenbury has handled ***** interview and the associated questions, it seems that he ***** inclined to think his way ***** be the right way. At ***** & Spencer, he made unilateral decisions, dictated work methods, provided little room for ********** input and even limited their knowledge of goals to the next step to be performed ***** sometimes gave feedback ***** was negative, if necessary (Bartol & Martin, 2001). All this combined to make him autocratic in his style where he conjured up t***** vision for the company, as he believed to be the best person for do*****g so. Sir Greenbury's position at Marks & ***** and his extensive experience ***** the company made ***** think he knew what was ***** ***** the firm and was entitled to steer ***** employees in the *****s that he thought best. Though Sir Greenbury was not wrong in thinking ***** he possessed the best ***** about the ***** in every way, he was wrong in limiting worker input. ***** is because it not only alienated the employees but al***** hurt h***** reputation as a competent le*****der. Moreover ***** inclination to listen to employees only if he *****s*****od their viewpoint completely ***** if ***** ideas meshed w*****h his (Davidson, 2001), also created resentment. Such a ***** m*****kes employees think as ***** their contri*****ion does not matter. Though Greenbury was well meaning at heart, his style came down heavy on people around him because of the bossy way in ********** he steered employees towards goals. From the interview it seems that Greenbury ***** ***** he did was in the ***** *****terest of the company and that he should be admired and ***** resented for his *****. ***** Greenbury did what he think was best ***** the firm and he was not looking for pers*****al gain, he fails to underst***** that the other employees ought ***** feel that they are making substantial contribution by ***** ***** being included in decision mak*****g rather than just taking orders and getting the tasks done. The employees must have felt that ***** were ***** to just getting ***** tasks done ***** Sir ***** was not interested in communicat*****g the vision ***** ***** company. He instead chose to involve employees at the stage of action ***** not at ***** stage ***** decision making regarding setting goals. As a result, he came across as au*****cr*****ic. Moreover Greenbury's inclination to give ***** feedback if required, ***** created resentment. Since Greenbury was so full of achieving the

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