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 le*****der's place in the organization. This paper discusses ***** case of Sir Richard Greenbury in the same context.

MANAGEMENT ***** ORGANIZATIONAL *****

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

As suggested in ***** article, Sir ***** Greenbury's leadership style was quite autocratic (Bevan, 2001). His behavioral style is suggestive of totalitarianism, 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 was inclined to think his way ***** be the right way. At Marks & *****, 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 ***** ***** negative, if necessary (Bartol & Martin, *****). All t***** combined to make him au*****cratic in his style where he conjured up ***** vision for the company, as he *****lieved to be ***** best person for do*****g so. Sir Greenbury's position at Marks ***** Spencer and his extensive experience ***** the company ***** him think he knew what was ***** ***** t***** firm ***** was en*****itled to steer the employees in the ways that he thought best. Though Sir Greenbury was not wrong in thinking ***** he possessed ***** best ***** about the company in every way, he was wrong in limiting worker input. ***** is because it not only alienated the ***** but al***** hurt his reputation as a competent le*****der. Moreover Greenbury's inclination to listen to employees only if he unders*****od their viewpoint completely and if ***** ideas meshed w*****h his (Davidson, 2001), also created resentment. Such a ***** m*****kes employees think as ***** their contribution does not matter. Though Greenbury was well meaning at heart, his style came down heavy on people around ***** because of the bossy way in ********** he *****ed employees towards goals. From the interview it seems that Greenbury thought ***** he did ***** in the best *****terest of the ***** and that he should be admired and not resented for his style. ***** Greenbury did what he ***** was ***** ***** the firm and he was ***** looking for pers*****al gain, he fails to understand that ***** other employees ought to feel ***** they are making substantial ***** by ***** of being included in decision making rather than just taking orders and getting the tasks done. The employees must have felt that ***** were ***** to just getting the tasks ***** ***** Sir ***** ***** not interested in communicat*****g the vision ***** ***** company. He instead chose to involve ***** at the stage of action and not at ***** stage of decision making regarding setting goals. As a result, he c*****me across as au*****cratic. Moreover Greenbury's inclination to give ***** feedback if required, ***** created *****. Since Greenbury was so full of achieving the

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