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

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

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

***** suggested in the article, Sir Richard Greenbury's ***** style was quite autocratic (Bevan, 2001). His behavioral style is suggestive of totalitarian*****m, though all ***** the good for Marks & Spencer which attained highest profits 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 to be the right way. At ***** & *****, he made unilateral decisions, dictated work methods, provided l*****tle room for *****er input and even limited their knowledge of goals ***** the next step to be performed and sometimes gave feedback that ***** negative, if necessary (Bartol & Martin, *****). All t***** combined ********** make him ***** in his style where he conjured up t***** vision for the company, as he *****lieved to be ***** best person for do*****g so. ***** Greenbury's position at Marks & Spencer ***** his extensive experience at the company made ***** think he knew what was ***** ***** the firm and was entitled to steer the employees in the ways ***** he thought best. Though Sir Greenbury was not wrong in thinking that he possessed the best knowledge about the ***** in every way, he was wrong in limiting worker input. This is because it not only alienated t***** employees bu***** also hurt h***** reputation as a competent leader. Moreover *****'s inclination to listen to employees only if he understood t*****ir viewpoint completely and if their ideas meshed with his (Davidson, 2001), also created resentment. Such a ***** makes employees think as if their contri*****tion 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 steered employees towards *****. From ***** interview it seems that Greenbury ***** ***** he did was in the ***** *****terest of the company and that he should be admired and not resented for his style. ***** Greenbury did what he ***** was best ***** the firm and he was not looking for pers*****al gain, he fails to understand ***** t***** other employees ought ***** feel that they are making substantial contribution by ***** of being included in decision ***** rather than just tak*****g orders and getting the tasks done. The employees must have felt that ***** were limited to just getting ***** tasks ***** ***** Sir ***** was not interested in communicating the ***** ***** ***** *****. He instead chose to involve ***** at the stage of action and ***** at the stage ***** decision making regarding setting goals. As a result, he came across as autocratic. Moreover Greenbury's inclination to give ***** feedback if required, ***** created resentment. Since Greenbury was so full of achieving t*****

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