Alternative Models of Leadership at the Organisation Level - Essay Example

?Managing People Table of Contents Part 3 Bureaucratic Organisational Structure 3 Part 2 4 Alternative Models of Leadership in the Organisation Level 4 Alternative Models of Team Working in Group Level 6 Alternative Model of Motivation in Individual Level 8 Part 3 11 Implication of National Cultures on Leadership and Motivation 11 Part 4 13 Compare and Contrast of Two Organisational Theories 13 Part 5 16 Conclusion and Recommendation 16 References 18 Part 1 Bureaucratic Organisational Structure The bureaucratic structure of an organisation involves the values, mission as well as vision statements of the company. The model is frequently established to be a strict and an inflexible structure in an organisation. The structure is observed to be quite inflexible, which can also discourage the workers to adapt changes or developments in the organisation according to the demands of marketplace and legal environment among others (Ingram, 2012). In the context of the Morgans Hotel Group which makes use of the bureaucratic organisational structure that does not provide the opportunity of incorporate changes within the organisation’s structure along with its strategies and systems and also it does not practice the performance appraisal system among the employees (Morgans Group LLC, 2012). Performance appraisal is one of the crucial approaches which facilities to accomplish the individual’s job performance and to enhance productivity that would benefit Morgans to increase its efficiency in the work process. It would enable Morgans to assess the positive aspects of an employee’s performance over a certain period of time and also to analyse the areas the employee requires to improve. It would facilitate Morgans to increase its customer loyalty and its brand recognition, resulting in its profit maximisation. In the service industry in which Morgans operates, customer satisfaction is one of the prime attributes which it needs to meet on a regular basis. This aspect can only be attained by happy and contented employees of the organisation and their contentment can be largely ensured with the help of a well-documented performance appraisal and up-to-date job description (Pettijohn & et. al., 2001). Thus, the absence of such mechanisms and structures can impede Morgans Hotel Group from leveraging complete benefits out of their employees which would certainly create hindrance for it to maintain sustainability. Part 2 Alternative Models of Leadership in the Organisation Level Situational Leadership Model The situational leadership model essentially mentions about the leadership method that takes place according to the circumstances faced by the organisations. According to the developers of situational leadership model Ken Blanchard along with Paul Hersey, situational leadership is based on relationship among certain variables such as, The task behaviour of a leader involves the communication level of clarifying the detailed information about the work and with an estimated time as well as the working procedures for the task to every individual or group in the organisation. In the similar context, the relationship behaviour of a leader incorporates providing socio-emotional sustainability to the employees by human motivational actions, such as appreciation, reward and recognition among others. Moreover, readiness of an individual or a group signifies the ability to acquire the responsibilities of self directing and working independently in terms of a particular task (Watkins, n. d.). However, the situational model of leadership style entails the directive parts of task behaviour which is an important part for Morgans to explain the works that are to be done by its employees. The socio-emotional factors necessitate the various motivational skills that a leader or a manager of Morgans Hotel Group is required to practice in order to increase the willingness regarding their specific tasks. Participative Leadership Style The model brings about the effects of the values of the opinions or the ideas from each individual of the organisation. This motivational model involves the aspect of enhancing the level in which an employee contributes in decision making and possibly will facilitate to develop the performance through increased motivation. The participative leadership is highly practiced by the modern business organisations; moreover, this model allows each employee to present individual ideas, or opinions and acquire some of the vital decisions, along with the supervisors of the organisation. This exchange-based model of participative leadership style signifies the positive alliance of behaviour among participative leadership and work performance on behalf of reciprocal relationship among the subordinates and leaders. The major advantage of participative leadership model is to find out the future leaders of the different divisions of the organisation. The model provides the method to encourage the willpower along with developing the existing supervisors. One of the major important aspects of participative leadership model is motivation (Huang & et. al., 2009). The participative leadership model in the Morgans Hotel Groups can significantly develop the existing condition of the organisation. At times, the opinion of the individual can contribute to a significant growth in the organisational development. According to the present competitive scenario in the hotel industry, leadership is a crucial phenomenon which needs to be addressed in a comprehensive manner by the present leaders or managers in Morgans to resolve the conflicting scenario in the organisation. Alternative Models of Team Working in Group Level Tuckman and Fisher’s Models of Group Development Teams are frequently assessed or created to increase effectiveness along with enhancing the performance of the individuals in the group as well as the organisation. However, the concept of performance measurement of team can be formulated by its contribution towards the set objectives for the particular team (Rickards & Moger, 2000). In the context of present competitive business world, teamwork is one of the crucial components for the management to achieve the overall objectives of an organisation. With the influx of teamwork, it becomes easier for the organisation to complete an objective within a specific time period. An effective team offers numerous benefits to an organisation, such as collaboration, commitment, communication, realism, accountability as well as a feasible swiftness (Dettmann, 2000). Tuckman’s model of developing groups involves five diverse stages of developing the performance of a group. They are Forming, Norming, Storming, Performing and Adjourning (North Carolina State University, 2004). Furthermore, according to Fisher’s small group development theory, there are four stages present which include orientation, emergence, conflict and reinforcement (Allyn & Bacon, 1999). However, the business and functional divisions of the Morgans Hotel Group were not able to coordinate among the members of the group of different divisions in the organisation. Moreover, the functional group was associated with the executive committee of the organisation as well as the key set of the organisation dealt with the operation of different divisions in the hotels. This affected the various group levels at the Morgans and also resulted in a number of disputes among them with regard to the various decisional and operational activities of the organisation. However, it has been observed in the Morgans Hotel Group that the management group of the organisation has not been able to deal with the proper utilisation of the group members. With due consideration to Fisher’s small group development theory, it can be suggested to Morgans that it can introduce an orientation phase for the group to reduce any conflict or tension that is observed to take place in the groups. The conflict phase can enable Morgans to have constructive discussion regarding any issue which would enable it to reduce disputes. The emergence and reinforcement stages can facilitate the group members to come out with appropriate communication regarding their decision on an assigned task so that organisational objectives can be attained. Alternative Model of Motivation in Individual Level Maslow’s Hierarchy of Individual Needs: Source: (Chapman, 2001). In the context of Maslow’s hierarchies of motivating factors for an individual in an organisation, there are certain fundamental components which are as follows: Physiological Need: From the organisational point of view, an individual needs to avail the rest period during working hours, lunch breaks along with appropriate wages with the purpose of acquiring the essentials to survive. Safety Need: The safety need in the organisation involves the wellbeing situations in the organisation such as working environment, job security along with retirement benefits for the workers in the organisation. Belonging or Social Needs: Belonging or social needs in the organisation signifies the needs of cooperation or support of community or working group in order to complete the given responsibility by the organisation. The need also indicates the relationship among the workers along with correlates with the higher level management people in the organisation. Esteem Needs: The esteem need recognizes the motivation level of the employees by providing values and appreciations to encourage the employees to be more productive for the organisation. Self Actualization Need: Self actualization need for an individual is to be provided with opportunities by the organisation in terms of further development for the employee in his/her career (Arab British Academy for Higher Education, 2003). With due regard to the motivational aspect in Morgans Hotel Group, it can be said that Maslow’s theory of hierarchical needs for an individual can be beneficial to contribute towards the motivational effectiveness for the employees in the organisation. Furthermore, the absenteeism and the sickness of the employees in Morgans Hotel Group can also be reduced by fulfilling the individual hierarchical needs of the employees (Chapman, 2001). Hertzberg’s Theory of Motivation Hertzberg’s two factors theory of motivation which signifies the attitude and the motivational factor of the employee, involves hygiene and motivator factors of approach. According to the observation of Fredrick Hertzberg, the theory determines the factors that can satisfy an employee along with the factors which can disappoint them due to unfavourable working environment in an organisation (SAC Business Division, 2007). The various pertinent factors affecting the employees in a workplace are presented below: Motivation Factors Hygiene Factors Achievement Responsibility Recognition Growth Work itself Advancement Organisation Guidelines Supervision Interpersonal Relationship Working Condition Salary Security Source: (SAC Business Division, 2007). In the context of Morgans Hotel Group, it can be assumed that absenteeism and sickness are quite high in the hotel owing to lack of support and consideration from the management towards the health and hygiene aspects. Thus, focusing upon the hygiene factors can facilitate Morgans to reduce sickness and consequently absenteeism of the workforce. Part 3 Implication of National Cultures on Leadership and Motivation In the present globalised business world the leaders in the organisations need to work with the multicultural employees who are working to achieve the common goal of the organisation. In order to analyse the leadership and the motivational aspects with regard to various national cultures, it can be said that Hofstede’s cultural dimension is one of the influential studies for the leaders in the business organisation. The study emphasizes on the divergence among the various cultural people who are working together in an organisation (Essounga, 2007). The present condition of the cultural variance of the organisations in the United States signifies the predominance of the aspect of individualism dimension of culture which also is denoted as one of the major reasons of individuality of the persons of the country. Individualism dimension denotes that persons in the culture of US prefer to be independent in terms of making the decisions for their own self as well as for the organisation (ITIM International, 2012). With due consideration to the requirement of leadership and the motivational eminence of the leaders in Morgans Hotel Group, it can be said that there was problems in the organisation with relation to absenteeism and lack of motivation towards fulfilling the assigned tasks. However, the leadership skills of the supervisors in Morgans Hotel Group are associated with the lack of motivational skills along with poor leadership quality to administer the different workforce of the company. It is an essential part for the Morgans Hotel Group to appreciate the corporate culture in terms of diversity that take place within the working groups. The organisational culture classifies the behavioural acceptability of the employees by generating appropriate management guidelines for the company. The organisational culture of a multinational hotel group such as Morgans is associated with various features. One of the major aspects of involving other employees from different cultures in an international establishment like Morgans is to leverage various cultural strong points in the organisational upliftment. The leadership and the motivation have different concerns for the culture of the organisation in different nations of the world. Therefore, Morgans Hotel Group has the opportunity to spread throughout the different countries along with the maintaining a smoother ride by implementing the appropriate skills of leadership and motivational skills towards its employees of various cultures (Mooij & Hofstede, 2010). Part 4 Compare and Contrast of Two Organisational Theories Schein’s Theory of Organisational Culture The organisational culture essentially focuses on a model of shared fundamental statements that a group needs to incorporate. According to Schein’s model of organisational culture, “A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems” (Reiman & Oedewald, 2002). From the perspective of the theory of Schein, organisational culture is the effect of outcomes of group practices and it is to a significant extent is considered to be unconscious. He also considered culture in terms of three levels of occurrence. The primary stage of culture signifies organisational practice and a range of artefacts such as dress-codes and the basic efficiency of the working divisions signify an object that notifies about the culture of the organisation. According to Schein, the first level of culture of the organisation is difficult to understand, however, the level is characterized as one of the most evident cultural experiences, which reflects the proper corporate culture (Reiman & Oedewald, 2002). The second approach of the Schein’s model of organisational culture focuses on the espoused values of the organisation. This approach involves the various objectives, guidelines along with the operating philosophy of the company. The values do not focus on the daily operation of the organisation (Reiman & Oedewald, 2002). Furthermore, the third and the final approach of Schein model of organisational culture is underlying assumptions, which associates to the learning solutions of the groups of the organisation to the problems which are internal and external variations as well as assimilations (Reiman & Oedewald, 2002). Handy’s Models of Organisational Culture On the other hand, in the organisational culture model of Charles Handy, four kinds of cultures are present that an organisation follows, such as, Power Culture: It has been recognised by the observation done by Charles Handy that in various organisations the power of making decisions and other important activities are taken by few authorised members of the company. Those individuals have the influence to privilege their powers to other employees of the organisation. In these types of organisational culture, the subordinate members have no other options and strictly follow the instructions of the decision makers in the organisation. The employees of these types of organisations are not able to share their opinions or any idea for developing the working conditions and strictly follow the superior’s instructions (Kane-Urrabazo, 2006). Task Culture: According to Handy, the task culture of an organisation consists of the formation of generating team or group to resolve a specific problem or critical parts of the process in the workplace. In such organisational culture, the group members accomplish the project or task with the contribution of innovativeness and special efforts of the individuals (Kane-Urrabazo, 2006). Person Culture: The person culture of an organisation encompasses the employees who are concerned about importance of them in the organisation. According to Handy, the employees in these types of organisation consider the perceptions of self benefit rather to think about the development of the organisation (Kane-Urrabazo, 2006). Role Culture: The role culture includes the delegation of works within the employees according to their ability and speciality to accomplish the tasks. From the point of view of this type of culture, Handy has also mentioned that the employees in role cultural oriented organisations play an important role and fulfil responsibilities towards the job that are provided according to their speciality, interest or educational qualification criteria (Kane-Urrabazo, 2006). With due reference to Handy’s model, the organisational culture of Morgans Hotel Group, signifies to build an ‘unparalleled’ customer oriented service culture it requires to implement the certain dimension such as role culture and task culture in the workplace. It would facilitate the organisation to create collaborative environment in the workplace which is focused on fulfilling their assigned tasks with mutual cooperation rather that with existing argumentative scenario with difference of opinions. Therefore, it could enable Morgans to maintain their endeavour of a customer oriented service culture. Part 5 Conclusion and Recommendation The key issue of providing unparallel customer oriented services has been desired to be practiced by the management of Morgans Hotel Group. However, the organisation presently engages a bureaucratic structured organisational hierarchy which provides a least numbers of opportunities to develop for the employees in the present globalised business scenario. The employees of the frontline management should be highly encouraged by the leaders of the organisation, however, the Morgans Hotel Group was not able to practice appropriate leadership skills on the operational level in the organisation. The organisational strategies were not flexible to develop according to the increasing trends among the people along with efficient leadership skills which are highly required among the existing groups of Morgans Hotel Group. The overall study of the report significantly focused on the key factors of ineffectiveness of Morgans Hotel Group with regard to their organisational structure, different system levels along with the cultural aspects which should be largely reorganised by the organisation. The recommendations concerning the strategy, structure along with systems of Morgans Hotel Group need to be practiced with the execution of a flat organisational structure which could facilitate to develop the performances with the incorporation of individual ideas and opinions within the workforce. The flat organisational structure provides a refined way to innovate the development path along with the involvement of supportive working environment that highly is required in the Morgans Hotel Group. It would be also useful for increasing the individual productivity and enhancing the leadership skills of the managers in the organisation. References Arab British Academy for Higher Education, 2003. 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