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Conditions Under Which Researchers Leadership Essay

发布时间:2017-04-15
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It consists of activities such as task coordination, allocation and supervision, which are directed towards the employees, get the organizational aims. It can be considered as the glass or outlook through which individuals see their organization and its environment. Some organizations have hierarchal structures.

Work Specialization:

A manager gives the task to his employees and makes the subgroups or division of labor, employees will perform better task according to their work experience and skill.

For example:

Honda Car Company makes the subgroups; they will divide their employees into many categories. 1st worker to design the car 2nd worker to paint the car 3rd worker to put the front and back wheel of the car another person to install the engine of the car and so on.

Advantage:

• In work specialization workers get expert to his work and there will be rare chances of mistake.

Disadvantage:

• By doing the repeated work again and again employees feel bored what they do.

Departmentalization:

In departmentalization jobs are divided into many levels. There are many types of departmentalization which are given below:

1. Functional Departmentalization:

In this type of departmentalization group of people combine together. They perform common task that use common technology, and material.

For example:

HR, Finance, etc.

Advantages:

• In functional departmentalization one function is adopted by one department.

Disadvantages:

• There is poor management in functional departmentalization.

• Communication problem will arise in functional departmentalization.

2. Product Departmentalization:

This is a type of departmentalization in which products are divided according to the type of product.

For example:

Nestle company:

Advantages:

• Work experience will be more improved; many salesmen sell the product again and there work skill is improved in product departmentalization.

• In this product department management of other functional activities is passing to manager.

Disadvantages:

• In product departmentalization administration cost will arise.

• Another disadvantage of this departmentalization is that it cut of the department from the other parts of the process. This department may be became very extremely distributed with its individual task in its place performing arts in habits that will profit in generally production process and firms.

3. Geographical Departmentalization:

In this departmentalization grouping actions are performed on the basis of field.

E.g. Coca Cola Company has focused the company's procedure in twice large

Geographic areas-the northern American sector and the international sector, which can be embraced the Pacific Rim, the European community, northeast Europe, Africa and Latin American groups.

Advantages:

• It has an advantage to get quick response of different markets.

• According to geographic costs are kept low.

• If there is geographical departmentalization then employees know the culture and languages of existing place through which they can deal their customers easily.

Disadvantages:

• It has a disadvantage duplication problems will be create in firm cases.

• Another disadvantage it has complex to manage across department.

4. Process departmentalization:

In this type of departmentalization only one specific work is given to each unit.

5. Customer departmentalization:

In which task and jobs are performed according to the needs and wants of customers. E.g. A cross functional team consisting of managers from accounting, finance, and marketing is created to prepare a technology plan.

Chain of command:

Order in which power and authority in an organization is wielded and pass on top management to every employee at every level of the organization information flow downward along the chain of command and accountability flows upward. E.g. military is an example of straight chain of command which extend in unbroken line from the top self-confidence to in ranks. This is also called line of command.

Span of control:

The span of control is a word to make in organization theory, but now used more normally in business management, particularly human resource management span of control to refer the number of subordinates supervisor has.

There are two way of span of control:

• Tall and narrow

• Flat and wide

Tall and narrow:

This type of organization size of structure is tall and narrow. In tall organization there is large number of hierarchy level. This implies a narrow span of control.

Advantages:

In tall organization employees can easily solve the problems because there is less burden of work.

Disadvantages:

• In tall organization communication problems will be arising, as decisions take time to 'filter down'.

• In tall organization same task passes through too many levels.

• There may arise conflicts with each other due to large level of hierarchy.

Flat and wide:

This type of organization size of structure is flat and wide. In flat organization there is Small number of hierarchy levels. This implies a wide span of control.

Advantages:

• More chances for delegation in flat organization.

• In flat organization Small number of steps on promotional ladders.

Disadvantages:

• In flat organization Manager may have more than one of the numbers of employees.

• Growth of organization may be limit or hinder in flat organization.

Centralization:

Centralization the degree to which authority for making most decision at the top level of the organization. Top level manager take the decision there will no interference of lower level of the organization in centralization. Procedures, policies and records can be standardized transition-wide in centralization.

Decentralization:

The degree to which the authority for making decision making of all the hierarchy levels of the organization.

Matrix structure:

This type of structure in which an organization holds team of people makes the various section of business. When team makes the specific project for any purposes they are guided by a project manager. Often the team will only exist for the time of project and structures are usually deployed to create a new products and services.

Advantages:

• Authorities and responsibilities can be shared among each other.

• There is less conflicts among each other.

Disadvantages:

• If the project manager creates a project teams a lot of costs can be increased.

• Matrix structure is not suitable for small organization.

Organizational culture:

It is an idea in the field of management and organizational studies which can be describes the experience, attitudes, beliefs, psychology and value (cultural values and personal) of an organization. The values and norms that are shared by groups and peoples in an organization they control the path of which they can relate with each other and with stakeholders exterior of organization.

There are four types of cultures which can be found below:

• Power culture

• Role culture

• Person culture

• Task culture

Power culture:

Power culture is a culture in which one organization has more authority over another organization. .e.g. state bank has more authority over all the banks of Pakistan. If state bank of Pakistan takes changes in their laws or regulations then the banks all over Pakistan will follow the state bank of Pakistan.

Role culture:

Role culture is a culture in which each company divide themselves into many functions and after that they give every employee a specific role. Every employee got specialized in that role which increases organization productivity.

Person culture:

Person culture is a culture which emphasize on aim of organization. The target of the organization is to complete their aim. These cultures are found in those organizations which are not profit oriented.

Task culture:

Task culture is a culture which is submitted to a team to perform a specific task. The task is performed according to a due date. Task culture has some benefits because an employee feels inspired because he/she is selected in team to perform a task.

P2: Analyze the relationship between an organization's structure and culture and the effects on business performance.

Effect of organizational culture:

The effect of organizational culture depends upon the organization. If an organizational culture will be strong then it will make every employee to work hard or to become more efficient. It includes workers, staff, CEO Etc. some people get bored while doing their job which can affect the organization. By having strong culture it creates the enjoyment in job which leads to do more effort. Organization culture helps the employee to keep them on top; if the workers are satisfied according to the culture of organization then they won't leave the job, which leads to stay in their own organization. A strong organizational culture attracts more talented people towards itself. So if the organization culture will be strong then it will create positive affect and if it is weak then it will be negative.

Effect of organizational structure:

thestructure of an organization is important to the performance of the organization.

Two basic features of an organization structure are its width i.e. spans of control & its height i.e. the levels of decentralization.

From different observations done by different researchers it is stated that the change in the organizational structure, through its shape in terms of width and height, would affect the whole organizational performance. According to researchers and theorists there are two possible models of structures.

1-Flat: It consists of cross-functional team, with low formalization, possessing broad information and relying on fast decision making.

2-Tall: Its structure would be the opposite i.e. widespread departmentalization, high formalization, limited information and centralization.

Therefore, the Flat model of structure would have the maximum width (span of control) but the minimum height (level), while the Tall model of structure would have the reverse, minimum span of control and maximum level. These are illustrated in Figure 1.

P3: Analyze the factors which influence individual behavior at work.

According to Michael Mattson & John Ivancevich, the key factors influencing the differences in human behavior patterns are demographic factors, perception, ability and skills, personality and attitudes as follows:

1. Demographic factors:

Demographic factors depend on someone Education, background, age, nationality, race, gender, etc. Organizations prefer those individuals who promote good socio-economic background, etc. and who are educated & young people as they can better perform tasks. The young and dynamic professionals with good knowledge and communication skills are perfect and always in high demand by organizations. The study of demographic factors is important because it helps managers to select the qualified candidate for a job.

2. Ability & skills:

Ability can be defined as the physical capacity of a person to do something. And Skills can be defined as the ability to act in such a way that allows a person to do a good job perfectly. Individual behavior and performance is strongly influenced by the level of skills and competencies. A person can show good results in the organization if his or her abilities and skills match with the work requirement.

The manager has a very important role in the selection and assignment of individuals with particular job.

3. Perception:

Perception is a process by which an individual reaches the sensory awareness or understand the information. The "perception" comes from the Latin word perceptio, percipio, which means "receiving & collecting."

There are many factors that affect the perception of an individual. The study of the perception plays a vital role for managers, as they know how to create a favorable atmosphere for work so that employees perceive them in a better way. Employees will probably give better results if they perceive it in a positive and proper way.

4. Attitude:

According to psychologists, the attitude can be defined as the tendency to react positively or negatively to certain people, objects or situations. Factors such as family, culture, society and organizational factors influence attitude formation. Employees can do better for the organization if it is a positive attitude. It contributes to business growth and development

5. Personality:

Personality comes from the Greek word "persona" which means "mask" is defined as the study of personality characteristics and distinctive personality traits, the relationship between them, and how a person reacts and adapts to other people and situations. There are a number of factors that influence the personality of the individual i.e family, heredity, society, culture and situation. It's a fact that people differ in their way, responding to the organizational environment. Personality can also be termed as the most difficult aspect of human beings, which affects their behavior in a big way. It is shown that the study of personality traits offers an opportunity to understand peoples. This helps them to properly channel their efforts and motivate them to complete the organizational goals. Each organization requires a certain type of behavior from its employees and such behavior can be detected by monitoring, training, education, exposure, etc.

P4: Analyze how organizational theory underpins principles and practices of organizing and of management.

Organization theory refers to the study of the phenomena of organizational functioning and performance & of the behavior of individuals and groups working in them. The main theories to study the organization are as follows:-

Classical theory:

Efficiency & productivity can be enhanced by improving the efficiency of the workers. F.W.Taylor is considered as the father of scientific management. According to him men are like machines, as good maintained machines production is more likewise healthy men can work more. He assumed there is one best method for every job. He introduced standardization of tasks, division of labour, analysis of work & time measurement. He introduced the concept of fair day wages for fair days.

According to him production is improved by teamwork and not by conflict. The goal is maximization of output and not limitation. The best means of doing a job needs for appropriate tools, motivation and fair wages.

Bureaucratic theory:

Organization designed to carry out large scale administrative tasks by thoroughly coordinating the work of many individuals. A German sociologist Max Weber introduced the idea of Bureaucracy.

Salient features:

A person is said to have power or authority, If within the social framework his will can be imposed on others despite resistance for structuring human groups, becomes a special instance of power called "authority" or domination.

Systems theory:

Organization is as a system in which coordinated personal activities of two or more persons, held together by the potential for creating a common purpose, by willingness on the part of its members to participate in its processes and effective communication.

Contingency theory:

It is a class of behavioral theory that claims that there is no best way to organize a corporation, to make decisions or to lead a company. Instead, the optimal course of action is dependent upon the internal and external situations. It is also called a situational theory.

Functions of Management:-

Planning:

This is the first tool function in the management process. The difference between successful and unsuccessful manager is within the planning process. Planning is the logical thinking through the goals and decision making on what needs to be done to achieve organizational goals.

Organizing:

The manager must know their subordinates and that they are able to arrange the most valuable company resources, ie its employees. This is achieved through proper management of personnel of the division, the acquisition of resources, establishment of training and organization of work groups in a productive and creative team.

Leading:

Organizational success is determined by the quality of leadership. "A leader can be a manager but the manager is not necessarily a leader," says Allen, Gemmy. Leadership is the power of influence of one person over another, to encourage action aimed at achieving the objectives of the company.

Controlling:

A process that ensures plans are implemented correctly and precisely. As said by Gemmy Allen's Controlling is the last link in the chain of functional management activities and brings management cycle full circle.

Managerial Roles:

According to Henry Mintzberg, there are ten managerial roles which are briefly developed here:

FIGUREHEAD: The manager performs ceremonial and symbolic duties as head of the organization.

LEADER: To develop an appropriate working atmosphere and motivating and developing subordinates.

LIASION: Develops & maintains a network of external contacts to gather information.

MONITOR: Collects internal & external information relevant to the company.

Distributor: Pass realistic and important information to their subordinates.

SPOKESPERSON: communicates with the outsiders on the performance & policies.

OWNER: Designs and initiates changes in the company.

VIOLATIONS handler: Deals with unexpected events and operational failures.

RESOURCES distributor: Management and allows the use of organizational resources.

NEGOTIATOR: Participates in negotiation activities with other individuals and organizations.

Managerial authority:

Managerial authority is the position that empowers a manager to exercise command and control over those individuals placed under him for realization of the assigned role in an organization. Originally, the overall authority is centrally given in person of the manager. However, it is quite hard for a man to effectively execute and monitor each and every task. Therefore, various functions with a suitable authority are devolved downwards to concerned low levels for better output. The practice also provides a foundation for 'organizational tree' specifying various powers and responsibilities in both vertical and horizontal hierarchy.

P5: Compare the different approaches to management and theories of organization used by two organizations.

The organization that I have chosen to represent is the Alokozay Group Of Companies. Headquartered in Jebel Ali Free Zone, Dubai's extensive free trade zone, the Group has offices in over 40 countries in the Middle East, Central Asia, Asia, Europe & Africa.

With a solid base of over 5000 committed and professional staff and each branch having its own extensive distribution network, The Alokozay Group efficiently runs its operations worldwide.

Believing strongly in the 'Art of Business', the company's mission of becoming a leading global brand is a continuing saga. With considerable expertise in areas of FMCG, Real Estate, Hospitality & Petroleum, The Alokozay Group aims to further expand by building lasting partnerships with international brands on a mutually beneficial platform. The other organization that I chose to compare my organization with is Haleeb Foods.

Haleeb Foods Limited, the largest Dairy Processing company in Pakistan, is the first dairy unit to acquire ISO 9002, HACCP and ISO 14000 certification. Haleeb Foods is committed to satisfy its consumers with wholesome and healthy food products of the highest international standards.

Now according to the management approach, both organization approaches varies:

 Division of labour:

Alokozay group of companies is situated all across the continent and specializes in various products therefore having many different fields of job so taking division of labour to new heights.

Haleeb food's is also a major company although it's only situated in Pakistan but still it has managed to successfully achieve division of labour.

 Authority and Responsibility:

Alokozay, as it is situated all across the world, having many different products, various branches and a lot of employees so the authority and responsibility has been divided into many sub-ordinates managing that particular area or that specific product.

Haleeb food's, as it is only situated in Pakistan therefore their burdens are much less and their authority and responsibility is divided into less sub-ordinates, but still their authority and responsibility is carried out righteously.

Now according to human relations approach;

 Focus on human beings rather than mechanics or economics.

Alokozay group of company and haleeb food's both have the same main objective irrespective of one being a global organization and the other only domestic. They aim to satisfy the human needs and solely focus on humans and their needs in the modern world.

Now according to system approach;

 Organizations are open systems that are constantly interacting with external environment.

 Alokozay, being a global organization brand that it is, would want to become a leading company. It would diversify its product more and provide with the best of quality standards.

Whereas, haleeb food's is an organization which is already satisfied with its progress and would only aim on improving its quality standards.

M1: Discuss the organization structure and the prevailing culture in the organization under study. Also discuss how the structure and culture affects the performance of the business.

The structure and culture in organizations exist in close alignment. Structure, is one of the determinants of culture; on the other hand, culture has been shown to have an influence on the organizational structure and operational systems in an organization (Martins & Terblanche 2003, p. 70).

Both these mechanisms are for the coordination of organizations: structure as an integrating mechanism for organizational activities, and the culture as an integrating mechanism which is concerned with the behavior and values within organizations.

Every organization has its own set of culture and structure depending on the goals and objectives of the organization. A culture is or can be:

A set of common understandings round which act is organized, finding expression in language whose nuances are peculiar to the group (Becker and Geer 1960).

A set of understandings or the meanings shared by a group of individuals that are mostly tacit among associates and are clearly relevant and distinctive to that specific group which are also passed on to new members (Louis 1980).

A system of information, of values for perceiving, believing, evaluating and acting that oblige to relate human communities to their environmental settings (Allaire and Firsirotu 1984).

Organizational structure is the way in which the interrelated groups within an organization are set up to allow them to function smoothly from a large stand point. The two main purposes of successful organizational structure are to ensure the effective communication between various parts of the company, as well as to increase coordination between the different departments.

Culture and Structure of Alokozay group of companies:

The part that culture and structure share in an organizations success is vital. Different organizations have different structure and culture. According to the organization that I have chosen to represent, in this organization there is not a specific culture as it is a multi-national organization therefore people of various cultures work for them. They therefore make a friendly culture which is up to their requirement through the different cultures that their employees bring and also with a little bit of influence from the culture of the environment they are in. A culture does not always remain the same it changes with the environment it is in, as it gets influenced by that particular culture. In the above mentioned organization the structure used is the matrix structure. This structure is used in large organizations as they have multiple and complex tasks which requires the matrix structure. Matrix structure also creates dual lines of authority and combines it with functional, product, process and customer departmentalization. Advantages of this structure is the efficient allocation of specialists, however a structure always has its flaws as nothing is perfect and in this particular structure the disadvantage is that it does not follow the unity of command concept hence leading to confusion and conflict. The decentralization process is also followed by this organization. Decentralization is the degree to which choice making is systematically distributed and delegated throughout the organization, i.e the middle and lower level. Advantages of decentralization is that actions are taken quickly to solve the problems and when employees give input in decision making they consider themselves as a part of the organization, therefore keeping them motivated. Thus, the motivation of employees plays a pivotal part in an organizations success in today's world.

Factors influencing the Organization:

The culture and structure is a very important part in an organization, without these an organization cannot exist let alone be successful. A good culture provides a good friendly environment in the organization which is helpful in bonding employees with each other and helps them be motivated and thus the relationship between the employees and the managers will remain good. A good structure in the organization helps them to work quickly rather than taking time, which helps them in achieving their goals swiftly and more efficiently. In this kind of an organization, less conflicts arise as the communication level between each other is healthy due to them sharing views and ideas with each other and also as well as having a friendly environment. However no organization nor its culture or structure are perfect, everyone has its flaws.

M2: Discuss what approach of management adopted by the organization, with focus on management functions, roles and authority.

Introduction:

Ufone is a wholly owned contributory of PTCL (Pakistan Tele Communication Limited), established to operate the cellular telephony. The company commenced its operations, under the name of Ufone, from Islamabad on January 29, 2001.

During the year, as an end result of PTCL's privatization, 26% of its shares were acquired by Emirates Telecommunication Corporation (Etisalat). Being part of PTCL, the management of Ufone has also been handed over to Etisalat. During the year July 2005 to June 2006, Ufone started to tale strides towards the path of success. The Company further spreader its coverage and has the gone on to add new cities and highways. Ufone's network coverage is in more than 3475 locations and also across main highways of the country.

Nature of Managerial Authority:-

Authority:

The prime responsibility of the management towards the owner is to guarantee a fair and also reasonable rate of return on the capital and fair return on savings can be firmed on the foundation of difference in the risks of business in unlike fields of activity. Through the growth of the business, the shareholders can also expect admiration in the value of their capital.

Responsibility towards employees:

Responsibility towards employees relates to the fair-haired wages and salaries, satisfactory work environment, labor management relations and employee interests. Fair wages should be based on labor efficiency, the existing wage rates in the same or bordering areas and comparative importance of jobs. Manager's salaries and allowances are estimated to be related with their responsibility inventiveness and skill. The spread between minimum wages and highest pays should be reasonable. Employees are expected to size up and maintain good relationships between superior and subordinates. Another feature of responsibility towards employees is the delivery of welfare facilities like safety and security of employed conditions, medical facilities, and housing, canteen, leave and retirement benefits.

Managerial role in Ufone:-

Monitor:

Managers of Ufone take surveys and collect the information from different sources regarding the competitor's, wants of the customers. Managers collect all these data from different newspaper, magazines, etc. Managers are the internal and external information providers to their organization.

Spokesman:

Basically a spokesperson is he who speaks on the behalf of his organization. Spokesperson of Ufone has the responsibilities to transmit the information, data, policies and instructions of the organization to the outsider's.

Functions of management:-

Organizing:

Managers of Ufone have the responsibilities to check on the employees of the organization and give them tasks. Managers give orders, instruction; announce the policies etc. to their subordinates. All of them obey their orders/instructions properly without any objection.

Leading:

A manager has to perform the role of a leader, he has to be an idol for the employees so they look up to him in times of need and obey him. He has the duty of keeping the employees motivated at all times. He has to have the ability of resolving conflicts whenever they arise and he also has to have an effective way of communication between him and his employees so he gets to know how swiftly everything is running.

D1: Discuss what problems can the organization face in the performance areas and what is your suggestion/solution to the problem.

Problems in Organizational Cultures

1. Don't simplify culture or mix it with atmosphere, values, or the corporate philosophy. Culture also underlies and largely determines these other variables. If trying to change values or the atmosphere without getting at the underlying culture will be a baseless effort.

2. Don't make culture as solely human resource (read "touchy-feely") feature of an organization, affecting only its human side. The contact of culture goes far beyond the human flank of an organization to affect and control its basic mission and as well as its goals.

3. Don't always assume that the leader can influence culture as he can control many other aspects of an organization. Culture, as it is largely determined and controlled via the members of an organization, not the leaders. Culture may finish up controlling the the head rather than being controlled by him.

4. Don't guess that there can be "correct" culture, or that a strong culture can be better than a fragile one. It should be clear that different cultures may fix with different establishments and their environments, and that the prestige of a strong culture be determined by how well it supports an organization's considered goals and objectives.

5. Do not assume that all the aspects of an organization's culture are something important, or that it will have a major impact on the functioning of an organization. Some basics of an organization's culture may have little effect on its functioning, and the leader must differentiate which elements are important, and should focus on those basics of an organization.

Recommendations:

Curing the flaws in an organizational study will require a continual stress on renewal of analytic capabilities, the refocusing on human cognitive strengths which are enhanced by modern tools, and restoring professional standards and culture among the analysts themselves. Most of the latest reform recommendations, more guidelines and strick management supervision are no substitute for analytic expertise, good understanding, and self-imposed professional discipline all gained not only by formal education and training, but also through adjustment of experienced mentors. Moreover, neither interest nor knowledge on the part of the individual analysts can be restored by directives from the top; they must come from an proper recruiting profile, better training, continual mentoring at all levels, time to learn and practice the craft of analysis both individually and collaboratively and constraining the "tyranny of the tasking" that prevents analysts from exercising curiosity and pondering more than the observable answer.

To ensure that an organization can provide more useful capabilities to meet the progressive complex challenges of 21st-century safety issues, this study recommends rebuilding of an complete paradigm of intelligence analysis from its basics. The essential components of this effort are:

1. A revamped analytic procedure.

2. An entirely revised process for recruiting, educating, exercise, and ensuring the professional development of analysts (as well as the essential aspect of mentoring);

3. Effective mechanisms for communications between Organization's analysts and users;

4. A proper process for "proof," validation, and analysis of analytic products and services;

5. An established lessons-learned process;

6. Meaningful processes for teamwork within the Organization's Community.

Furthermore, implementing each of these processes individually would produce major improvements in the excellence of analysis; a more valuable approach would be to post a broad-gauged, systematic, and incorporated effort to deal with the whole analysis process.

Concluding Thought:

Perceptive of the culture, and how to convert it to a crucial skill for leaders trying to accomplish strategic outcomes. Strategic leaders have the best viewpoint, because of their position in an organization, to see the dynamics of the culture, what should continue, and what needs to be transformed. This is the essence of strategic success.

D2: Discuss your recommendations which should use the synthesis of different approaches, this should also include the convergent and lateral thinking.

First and foremost the most important factor in an organization is the internal factors in it. An organization should have a strong internal structure, meaning apart from having all the resources a large organization can have or has and all the financial capabilities available to them and all the assets they have on their disposal, they should have a good work force. A good work force consists of employees who are well qualified for the particular job make up to form a good team. They correspond with each other well and form around themselves a friendly environment. However, now a day's people who are not qualified to particular jobs often get landed with them through bribing the senior staff or through some other means. That worker is not qualified for that job, hence not having the experience of that particular job leads to low level of skill making work force less competitive, thus not making a good work force. So for a business to succeed in today's world, it is essential for an organization to have a good work force which can only consist of people who are well qualified for the job and are well motivated at the same time. Motivation is an important aspect of keeping a good work force (employees) happy, as it further speeds up the rate of success when workers are fully devoted to their work. Maslow's theory of hierarchy of needs states, that there are two important ways of motivating employees. They are as follows:

Providing the employees with financial needs (bonuses), medical allowances, French benefits, pension.

Providing the employees with self-respect, treating them in a human manner like, taking ideas from them and later on providing them with some feedback regarding it.

There are different kinds of employees and their levels in an organization and they need varies according to it. Employees at an lower level would want financial assistance (benefits) as in French benefits or granting them with medical allowance or with some financial bonuses however employees at a much senior level without desire the same as they would have a very high income level. They would rather desire to have a self-respect in the organization, they would want to be treated well by the managers or the ones who are below them, or they would want to have a say in the organizations day to day happenings. It is essential for the organization to keep an eye on employees and provide them with the essentials to keep them motivated at all times.

A few other common approaches of keeping the employees motivated is by providing them with job enrichment, job enlargement and job rotation. These are further explained below:

Job Enrichment:

It is an attempt to motivate the employees by giving them the opportunity to use the range of their abilities. It is an idea that was developed by the American psychologist Frederick Hertzberg in the 1950s. It can be contrasted to job enlargement which simply increases the number of tasks without changing the particular challenge. As such job enrichment has been described as 'vertical loading' of a job, while job enlargement is 'horizontal loading'.

Job Enlargement:

Job enlargement means increasing the scope of a job through extending the range of its job duties and responsibilities generally within the same level and boundary. This contradicts the principles of specialization and the division of labour whereby work is divided into small units, each of which is performed repetitively by an individual worker.

Job Rotation:

Design technique in which employees are moved between two or more jobs in a planned manner. The objective is to expose the employees to different experiences and wider variety of skills to enhance job satisfaction and to cross-train them.

In today's world, globalization is taking place rapidly, hence causing an increase in competition among firms (organizations). Therefore for organizations to survive in the long run it is essential that they focus on their external factors, not just the internal factors. The two wide approaches used all over the world internationally to evaluate external factors are the S.W.O.T (Strengths, Weaknesses, Opportunities, and Threats) analysis and the Porter Five Forces.

Firstly I would explain porter five forces with the organization Ufone.

Porter's five forces is a framework for the industry analysis and business strategy development formed by Michael E. Porter of Harvard Business School in 1979. It draws upon Industrial Organization (IO) economics to derive five forces that determine the competitive intensity and therefore attractiveness of a market.

The above is the porter five forces diagram stating the five forces. In Ufone organization it will come in use as mentioned below:

Competitive rivalry within an industry:

Ufone is a cellular company and it already has a few rivals, like Telenor, jazz, and zong. Therefore Ufone would want to innovate as much as possible in technology as possible so that they do not get left behind by their rivals and would rather want to get an upper hand over their rivals.

Bargaining power of the suppliers:

Ufone does not have any suppliers as it is an cellular organization but to explain this portion I would say for example, that if competition is less so the supplier would know that the buyer has to take the supply and he would attain profits so hence the supplier also raises its prices to achieve more profits.

Bargaining power of the customers:

Ufone would have to take good care of its buyers as when competition is more than the buyers would look for the best buy and it would be he, who provides the same services with less asking price then the others. Thus, making the organization lower the asking prices.

Threat of new entrants:

New entrants would like to come there where abnormal profits are. However cellular industry now a day's is facing tough competition and not many would want to join in, leaving Ufone to face the competition that is already there.

Threat of substitute products:

For Ufone, its substitutes are the other cellular firms in the market like jazz. Therefore giving customers alternatives to choose, from if they are not happy with the existing brand. So therefore, Ufone would have to take great care of quality and its services and as well as the pricing to keep the customers happy.

Now we move forward and look towards S.W.O.T analysis. It is a strategic planning method that is used to evaluate the Strengths, Weaknesses, Opportunities, and Threats which are involved in a project or in a business venture. It also involves the specifying objective of the business venture or the project and identifying the internal and external factors that would be or are favorable and unfavorable to achieve that desired objective. The technique is credited to Albert Humphrey, who led a convention at The Stanford University in the 1960s and 1970s using data from Fortune 500 companies. Below is a exemplary diagram of S.W.O.T analysis.

Below the S.W.O.T analysis of Ufone is done.

Below the S.W.O.T of Ufone organization is done:

Strengths:

Its strengths would be having a good reputation in market and providing very cheap rates for its customers and to be available all over the country.

Opportunities:

To be able to capture more market share and increase sales by advertising more and by giving charities and donating money to the poor and the needy, which would have an even more positive impact of its brand among the people. Thus, its profits would increase.

Weaknesses:

It would only that the quality provided is at par when compared with its competitors.

Threats:

If its competitors develop a better image then theirs by helping the environment or the society it would cause decrease in its sales. Hence, they should keep in check and be the first one to do so.

In the end I would like to conclude that it's better to earn slowly for a long period of time then to rather earn quick for a little while and these two approaches are very important for the long term as innovation gives you an upper hand above your competitors and always keeps you ahead of the pack also increasing long term profits and decreasing long term costs.

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