Please enable JavaScript.
Coggle requires JavaScript to display documents.
TOPIC 6: Leadership (page 301) and organizational conflicts (page 316) -…
TOPIC 6: Leadership (page 301) and organizational conflicts (page 316)
Type of leadership
2) Democratic (Participative) style
- hands-off management
The most effective style
has opportunity to participate in decision making
the ideas are exchange freely
Discussion is encourage
Leader has the final say but the employees are encourage to give the idea
democratic process tends to focus on group equality and free flow of ideas
leader of the group is still there to guide and control
situation
the group members are skilled
the group members eager to share their knowledge
Characteristics
The group members feel more engaged in the process
The group members is encouraged and rewarded.
the group members are encouraged to share the idea and opinions even though the final say for decision making is on leader.
Advantages
group members feel engaged in the process and feels more motivate and creative
Leads to higher productivity, better contributions from gp members and increased gp morale
the followers feel like they are an important part of the team which help to enhance commitment to the goals of the group
Disadvantages
poor decision making by unskilled gp members
Minority or individuals opinion overidden (bertindih) when team members feeling like their opinions and ideas are not taken into account
Communication failures when the goals are unclear or time is of the important.
3) Laissez-faire (genuine) style
- involvement, high participation and feedback
Characteristics:
Decisions are left to the employees
Comfortable with mistakes
Leaders provide training and support
Accountability falls to the leaders
hand-off approach
Advantages:
encourages innovation
the freedom given to the employees can improve the creativity and innovation
faster decision making
since there is no micromanagement, the employees has the autonomy to make the decision. So, they dont need to wait for the approval process.
encourages personal growth
the employees has the chance to hands-on since the leaders are hands-off. This will create facilitates growth and development.
Disadvantages
Poor involvement with the group
since the leaders seems unconcerned with what happening in the groups, there will be some gp members sometimes pick up on this and less care and concern about the project.
Low accountability
Some leaders take advantages from this style to avoid the responsibilities of group's failure. The leaders can blame the gp members for not completing the tasks and living up to expectations.
Lack of role clarity
Since the employees receive little to no guidance, they did not really sure about their roles within the gp and what they supposed to be doing with their time.
Passivity
avoid the true leadership. the leaders do nothing to try motivate the gp team members, dont recognize the efforts of the members and did not try to involve with the gp.
1) Authoritarian (autocratic) style
- centralized authority, low participation
occur when the leaders tell the followers
what they want done
and
how they want it to accomplished
without getting any advise of their followers.
The leader has
absolute controls
over the group, make choices and all the decisions in the organization base on their own ideas and judgement and rarely accept any advice from followers.
Situation:
(yes)
have a short time
The leaders have all the information
employees are well motivated
employees need close supervision
communication move from top to bottom
authoritarian leaders assign employees to specific task and expect precise result from employees
Characteristic:
3) Works tend to be highly structured and very rigid (inflexible - unwilling to change or compromise)
2) Clear separation between leaders and team members
1) Strongly focused on command by leaders
Benefit:
3) Absolute control
4) focused targets
2) Streamlined work process
5) Close supervision
1) quick decision making
6) Maintains order and dicipline
Disadvantages:
2) reduce the amount of group input received
3) creates moments of insecurity within the leadership
1) Cause some employees to rebel (memberontak)
4) Impair (menjejaskan) the morale of the group
5) Creates a lack of feedback
Situation: (no)
the employees resent the close supervision that results from this styles
organization apply democratic
organization apply laissez-faire leadership
The org. cut the employees' ability and creativity to solve the problems
Organizational conflict
Nature of
organizational
conflict
1) Functional conflict
healthy and constructive (membina) agreement between two or more people
2) Dysfunctional conflict
unhealthy and destructive agreement between two or more people
Cause of organizational conflict
1)
Structural factors
- caused by forces external to the people in dispute (dipertikaikan)
kklk
Goals differences
Interdependence
Common resources
authority relationships
Specialization
status differences
jurisdictional ambiguities
2) P
ersonal factors -
involves a conflict between two people due to mutual dislike and personalities clash
Personalities
Perceptions
skills and abilities
Value and ethics
emotions
Communication barrier
Cultural differences
Approaches to managing organizational conflicts
2)
Accommodation approach
- win and lose situation
used when one party is will to forfeit (kehilangan) their position
"what you want is fine with me"
More important to safeguard the relationship rather than arguing the issue
use a 3rd party negotiator (CEO) and establish procedural system that allows parties to air their grievance (rungutan)
3) Collaboration approach
involves an attempt to work with other person to find a win-win solution
One of the most satisfies the concern of both parties
normally, worked at the level of structure, because:
task interdependence and difference goals which lead to conflict
the number of integrating roles in increase
Therefore, the employees and managers should rethink the hierarchy and reporting chain to make sure:
there is no loss of controls
members of the organization knows their right way to place themselves in the organizations
1) Conflict resolution
2) Mediation
a process which neutral mediator assists the partices through constructive discussion and negotiations of their issue in order to reach mutually acceptable resolution.
3) Arbitration - voluntary / compulsory
a process whereby parties in contract submit disputes arising between them to an independent third parties for resolution.
1) negotiation
a process of which the parties reach compromises or agreement while avoidi1
text
ng argument an disputes