Contents
This paper answers the following questions - - Question 1:
- Macgregor Burns (2003) argues that No leader can truly lead if he cannot respond to the wants of followers, if she fails to elevate and empower them. No leader can truly lead if lacking in the ability to produce intended change through creative innovation. No leader can lead without seeing that conflict is not only inevitable but often desirable …… and leaders cannot be effective in the long-run if they are simply power-holders/rulers and fail to see the moral and ethical implication of their work.
- Select two well-known business leaders and critically evaluate their performance in context of this statement. Which of your chosen tow would you prefer to work for, and why?
- Reference must be made to relevant theory as well as illustrations/examples of organization as appropriate to underpin the discussion.
- Question 2:
- Psychologists and managers have long debated the relative merits of extrinsic and intrinsic motivation as the basis for job satisfaction and superior performance at work.
- a) Distinguish between extrinsic and intrinsic motivation, explaining how an understanding of the distinction is important from a practical, management point of view.
- b) Explain why many theorists believe that someone who is intrinsically motivated by their job is more likely to sustain a high level of performance over time, than a colleague who is largely extrinsically motivated. To what extent do you agree with this view and why?
- Reference must be made to relevant theory as well as illustrations/examples of organization as appropriate to underpin the discussion.
- Question 3:
- Being a good performer and personally ambitious aren't always the best characteristics to have if you want to become a good manger….. When teams are disengaged they do not deliver, and that’s when a manger is performance is under scrutiny…. There's nothing wrong with being ambitious as long as you are a team player and you share the success with your team says professor cooper, If you don’t you won't last long". But if you can rein in your ambition, and achieve that change in mindset from "I" to "we" you will be able to deliver more though your people, which is what good management is about, and what will ultimately help you to get to those leadership posts.
- a) Critically evaluate the literature that is available to advise managers on how to develop effective teams.
- b) Discuss the tension between team management and personal ambition and identify organizational strategies for managing this tension.
- Reference must be made to relevant theory as well as illustrations/examples of organization as appropriate to underpin the discussion.
- Question 4:
- Caligiuri, Lepak and Bonache (Managing the Global Workforce, Wiley, 2010) argue that to be successful in a changing environment, an organization needs to keep all of its resources aligned to the chosen strategy, which may involve acquiring new resources, developing existing resources and disposing of resources that its human resources, developing existing resources and disposing of resources that are no longer of value to the organization and its strategy.
- a) Given that an organization is human resources are part its overall resources, why might it not be acceptable for a business to treat its human resources in the same way as other non-human resources.
- b) What different rules should apply so far as the treatment of an organization is human resources is concerned.
- c) Drawing on research and/or other sources of evidence to substantiate your views, identify the HR practices that should help to create and sustain a happy workforce.
- Reference must be made to relevant theory as well as illustrations/examples of organization as appropriate to underpin the discussion.
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