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 BEHAVIOR

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 totalitarian*****m, though all ***** the good for Marks & Spencer which attained 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 to be the right way. At ***** & Spencer, he made unilateral decisions, dictated work methods, provided little room for worker input ***** even limited their knowledge of goals to the next step to be performed and sometimes gave feedback ***** was negative, if necessary (Bartol & Martin, *****). All t***** combined to make him ***** in his style where he conjured up ***** vision for the company, as he believed to be ***** best person for doing so. ***** Greenbury's position at Marks & ***** ***** his extensive experience ***** the company ***** ***** think he knew what w***** best for t***** firm and was en*****itled to steer the employees in the *****s that he ********** *****. Though Sir Greenbury was not wrong in th*****king that he possessed ***** best ***** about the company in every way, he was wrong in limiting ***** input. This is because it not only alienated the ***** but al***** hurt h***** reputation as a competent le*****der. Moreover ***** inclination to listen ***** employees only if he *****stood ********** viewpoint completely and if t*****ir ideas meshed w*****h his (Davidson, 2001), also created resentment. Such a style m*****kes employees think as ***** their contri*****ion does not matter. Though ***** was well meaning at heart, his style came down heavy on people around him because of the bossy way in *****ich he ********** employees towards *****. From the interview it seems ***** Greenbury thought ***** he did ***** in the ***** interest of the ***** and that he should be admired and ***** resented for his *****. ***** Greenbury did what he ***** was best for the firm and he was not looking for personal gain, he fails to understand that ***** other employees ought to feel ***** they are making substantial contribution by way ***** being included in decision ***** rather than just taking orders and getting the tasks done. The employees must have felt that ***** were limited to just getting the tasks done because Sir ***** was not interested in communicating the vision ***** the company. He instead chose to involve ***** at the stage of action ***** ***** 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, also created resentment. Since Greenbury was so full of achieving t*****

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