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 organization. This paper discusses the case of Sir Richard Greenbury in the same context.

MANAGEMENT AND ORGANIZATIONAL *****

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

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

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