Contrasting Organisational Practices And Theory From An Organisation I Know.

1645 words - 7 pages

INTRODUCTIONSouth of Bulawayo, about five hundred metres from Datlabs is Valejo (Pvt) Ltd, a company which manufacture jeans and bed sheets for export. This company is owned by members of the Indian community. The Chief Executive and all his senior management are Indians. The company has a total work force of 200 people and a third are from the Indian community. The members of this Indian community belong to the Hindu religion and most of them are family members. The black Zimbabweans who work in this company have been indoctrinated as evidenced by the small round hats which they wear, typical of the Hindu faith. If you have been in India before and it happens that you visit this company, you may nostalgically think of the days when you were in that country. The behaviours and culture in this company resembles that of typical Indian companies in New Delhi.This paper attempts to discuss the leadership and motivational practices in Valejo (Pvt) Ltd and contrast them with theory.SUMMARY OF LEADERSHIP THEORYLeadership is the ability to influence, inspire, motivate and direct actions of a person or group towards obtaining desired objectives.The ability to exert influence is done through power. In organizational settings there are usually five kinds of power: legitimate, reward, coercive, referent and expert power.These sources of power are used on different situations. The following are examples:Coercive power is used when there is resistance to instructions. People are forced to follow instructions by threat of punishment, withdrawal of benefits or dismissal. Reward power is used for Compliance. Staff is rewarded for meeting certain targets, either through a salary increase, promotion or performance related bonus. Lastly Referent and Expert power result in commitment by staff members. Once employees respect a leader as a person and his expertise, they try to emulate whatever he does, resulting in employees being committed to their tasks and the leader's instructions.Although there are several leadership styles this paper will touch on the leadership Grid by Blake and Mouton. Leadership style 1.1 Impoverished Management. There is low concern for people and low concern for tasks or production. The style is sometimes called laissez-faire management because leaders abdicate their leadership role.Leadership Style 1.9 - Country club management. There is high concern for employees but low concern for production.Leadership Style 9.1 - Task or authoritarian Management. High concern for production and efficiency but low concern for employees.Leadership Style .5.5 - Middle of the road management. Manager had an intermediate concern for both production and employee satisfaction.Leadership Style 9.9 - Team or Democratic Management. Manager had high concern for production and high concern for employee morale and satisfaction.Blake and Mouton concluded that the 9.9 leadership style was the most effective.Fielder, in his model identified 3...


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