New Business Enterprises Confront Unlimited Challenges Term Paper

Pages: 5 (2077 words)  ·  Bibliography Sources: ≈ 5  ·  File: .docx  ·  Level: College Senior  ·  Topic: Leadership

¶ … new business enterprises confront unlimited challenges for their existence. The magnitude to which the business meets such challenges effectively lies mostly on the very attributes of the organisation and the culture that grows internally. This is to predict that as the market scale, technical quality, and product design are normally the important factors, the company break downs are generally have its origin in some kind of organisational dysfunction. Nowadays organizational dysfunction is a significant problem in both private and public sectors. (Bell, 2003-2004; para: 1)Buy full Download Microsoft Word File paper
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work for a large Consumer Package Goods company. My company demonstrates a good business model and the personnel is a skilled group of persons those have the inclination to succeed. However, the business is rarely progressing and the ethical drive is considered very low. Rather than concentrating on the productive activities, most of the staff members find it better to waste time and energy on addressing the concerns thought to be mundane, trifling or mostly personal. Assistance of such business deals where such type of organisational dysfunction prevails is considered very difficult. The question arises as to the reason behind such difficulty. The reason is not the deficiency of technical expertise and know-how. This business dealings are concerned with the type of problem that is associated with more tactical project like indicating a branding strategy, chalking out an e-business strategy, devising a corporate mission statement, designing a new venture, or determining what a company is to perform now to enhance its value five or ten years ahead. Mending a dysfunctional organisation or division necessitated the shifting in negative behaviour of the people that may be intensely rooted. There is no doubt about the fact that the leader is liable for its proper direction and must claim the ownership of its problems. Often the organisation dives into the trouble due to the environment beyond its actual regulation. However, when the very essence of the trouble is such type of organisational dysfunction it is always considered as the flaw of the leader and always the liability of the leader to fix it. (Kurtzman, 2005; Para: 1, 8, 9, and 11)

To understand as to the responsibilities of a leader to solve the problem of organizational dysfunction, we shall take a look at the solutions recommended by Kouzes and Barry Z. Posner who has performed one of the most outstanding studies on the leadership issue. According to Kouzes and Posner the basic elements of leadership is quite similar presently as it existed a couple of decades earlier and as they have been existed since the time immemorial. In that sagacity, nothing seems to be novice. Leadership is not considered to be a trend. While the very essence of the leadership has not varied, the backdrop has and in some cases, varied radically. Kouzes and Posner opined that the staffs of an organization perform better when their assistance are honestly encouraged. They recommend that such inducement is quite necessary to maintain the dedication of the staff towards their working environment and to bring about positive results. More amount of extra effort entails getting extra matters performed in companies and induces to increase the skill by extra efficient work and lays stress on acknowledging and encouraging the positive efforts of other employees. Kouzes and Posner continue that the staff will think of higher standards of performance when they are honestly encouraged for their commitment and acknowledged for their outstanding accomplishments. Regrettably Kouzes and Posner assert that most leaders that have not fully achieved the skills of the conclusive management qualities of inducement that promotes such activities. Such methods of encouragement are a crucial aspect of managing companies presently and leaders entail to apply such process in their dealings with their staff. (Kouzes; Posner, 2003, pp: 13-21)

It is generally feasible to classify the personnel of the organization into one of the three groups and detecting the category that they each sets into once again that assists architect suitable solution approaches. In Category 1: there is probably be some small set of employees those join the work everyday and perform their work and deny to become associated with the politics and drama surrounding them. While it is found that the foolishness continues to surround them is quite more than they can resist, they simply leave and join some other place and continue without any involvement. Such personnel are regarded as quite valuable personnel and to hold on to them they are required to be encouraged and that the leader visualises the problems within the organisation and desires to mend them and highly values their level headedness. (Kurtzman, 2005; para: 20-22)

In Category 2 there still exist a large portion of the employees one in which the most of the personnel are found suitable and those do not generate problems within the workplace, but are being driven to be involved in the pathological activities, while simultaneously wondering as to the reason behind the slackness of the management to mend the situation. In their intentions they are just performing by the rules they seem to be in effect at the particular moment. Normally such employees will be delighted to find the management coming forward to resolve the issue that prevails in the workplace, but they will be cynical about the variations. They are required to be strongly influenced through the persistent actions of the managers to confirm that the variations are real and not just superficial. Such employees are required to be encouraged that they each required exemplifying themselves to be a crucial and valuable element of the solution. And they also are required to visualise that the employees those continue to engage in damaging activities are to be addressed quickly and appropriately. (Kurtzman, 2005; para: 20-22)

In Category 3 there exists a small portion of the employees those strive on having a dysfunctional organisation. Such individuals are found to be gossipmongers, and the rumour propagandists. They resort to false accusations to set one staff against the other. They will defuse the confidences and betray trusts whenever they find it beneficial. Such employees as the experience shows cannot be mended. They are required to leave the organisation and sooner left is better. In most of the instance, when they visualise that the behaviours in which they have involved will not be resisted by their management and their leaders, such personnel leave fast to be problematic to another organisation, otherwise irritating to the new order they often found to resort to some sort of revolt against the management egregiously so as to make aware all as to why the leader quickly terminated them from the organisation. (Kurtzman, 2005; para: 20-22)

Kouzes and Posner put forth a group of concepts, experiences and illustrations that visualise as to the way the people are encouraged so as to do extremely well and then arrive at the pinnacle. Their book 'Leadership -- the Challenge', narrates the Five Practices of Exemplary Leadership: Model the Way-Titles are generated however, it is one's activity that entails one regard. To successfully, model the activity they anticipate from others the leaders are required first to be clear about their driving guidelines. The second one is to- Inspire a Shared Vision. The leaders are required to encourage a shared vision. They have profound experience with the passage of time, dreaming of the attractive opportunities that are in store when they and their ingredients arrive at a distant goal. The third principle is -Challenging the Process -Leaders undertake. The leaders do not prefer to sit idle just by leaving at the fate to be favourable to them. The forth principle is to- Enable Others to Act. They promote collaboration and infuse faith. Finally they are required to -Encourage the Heart. It is the responsibility of the leaders to demonstrate appreciation for the contribution of the people and to generate a culture of celebration. (Kouzes; Posner, 2003, pp: 13-21)

These look like common sense simple practices that anyone could follow to develop their effective leadership. But a precious few people resort to the scope of involving in the leadership side of such relationship - an association between those who seek to lead and those who select to follow. According to Kouzes and Posner it is thus the commendable leaders who are capable of taking the strides on the way to seeking the scope to go against the conventional ways and manners by testing and resorting to taking obstructions. Those leaders motivate a combined goal by visualising the path that is considerably and expressively varied from the present and making the other members as a part of the combined mission. They make it possible by making the other members to take action by promoting co-operation and by means of encouraging techniques. The commendable leaders set the paradigm of the others by becoming illustrious and making programs for success. (Kouzes; Posner, 2003, pp: 20-21)

The dialogue is considered to be of absolute necessity for a leader to cater to his organizational members. Dialogues cannot take place… [END OF PREVIEW] . . . READ MORE

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