HRMM055 Impact of Management and leadership and Conflict negotiation


Table of Contents

Executive Summary. 2

1.0 Introduction. 3

1.1 Organisation Background. 3

2.0 Management and Leadership. 3

2.2 Leadership as part of Management and Organisation Behaviour 4

3.0 Conflict and Negotiation. 4

4.0 Organisational Behaviours Dynamics Contributing Factors. 5

4.1 Influence of Management and Leadership on organisational behaviour 5

4.2 Influence of Conflict and Negotiation on organisational behaviour 6

4.3 Impact to Individual and Group Dynamics. 6

5.0 Conclusion. 7

References. 8




1.0 Introduction

In contemporary business environment, appreciating an organisation culture is critical for organisational growth and development as it offers such an organisation a strong competitive advantage. This is affirmed by Odor (2018) that introduced the Lucid Analysis Model that note that different organisation dynamics have a direct impact of an organisation culture which influence the extent of employee work attitude and behaviours. For instance, the management and leadership influence an organisation culture since the leadership and management approach must be based on achieving an organisation mission, which also influences the employee’s satisfaction (Tsai, 2011). Also, Olughor (2015) note that conflict negotiation influences an organisation culture as it is characterised by regulations, practices, standards, and the culture itself. Based on this background information, this report intends to evaluate the impact of management and leadership and conflict negotiation in MCB organisation in Mauritius financial sector culture. This is through a focus on the different theories and models of management and leadership and conflict negotiation models synonymous in the organisation and broader financial sector in Mauritius.

1.1 Organisation Background

MCB Ltd is identified as the longest-standing and leading banking institution today in Mauritius. As evidenced by MCB (2020), the organisation operates a sound business model, a modernised channel capability, and high-quality customer services. This is to assist in individuals’ advancement, corporates, and country hence taking a critical role in the socio-economic development in Mauritius.  Due to the organisation progressive culture and organisational behaviour, it has initiated more than 1150 correspondent banks globally and diversification of their operations in sub-Saharan Africa and beyond.

2.0 Management and Leadership

As noted in Szczepańska-Woszczyna (2015) that identified leadership and organisational culture as the normative influence of top management on employee behaviour, leadership, and management demonstrates the extent to which the top managers influence organisational outcomes. This is through an establishment of the organisational culture, influencing organisational climate, and building  a capacity for change and innovation. This is also affirmed by Akram et al. (2012) role-modeling behaviour theory that noted that appropriate management and leadership are in tandem the process of championing development, ideas generation, opportunities exploration, and innovative behaviours.
2.1 Leadership Styles and organisation dynamics

In the past, leadership and management concepts have been a critical area of focus in the last two decades. As noted in Wakabi (2016), having a successful leadership is possible to inspire a high-level enthusiasm and commitment and enhancement of organisation performance. The leadership or management style adopted has a positive impact on an organisation since it informs the extent to which an organisation is operating.  This is affirmed by Kalsoom et al. (2020) study that had focused in evaluating the banking sector operations and pointed out that through appropriate leadership and management style, it is possible to harness the levels of profitability, market share, employee satisfaction, customers, labour productivity, regulatory compliance, and innovation. For instance, in MCB operations, the leadership style adopted can be regarded as transformational leadership. Through this, the organisation operates through a holistic subordinate system, interest rates, and ethical practice. Also, similar to Hoch et al. (2018) report that evaluates on the transformational leadership to be inclusive of a process of developing others, in MCB operations, the leadership and management ensure that they offer guidance to individuals, consultants, and corporates for their success.

2.2 Leadership as part of Management and Organisation Behaviour

The available research on leadership and management tends to focus on the senior manager level; hence the two concepts are often used interchangeably.  In this case, CIPD (2020) report points out that while leadership entails developing the initial vision and inspiration of others on vision attainment, management includes the translation of a vision into a reality through guiding relevant actions and behaviours of a group of people consistently. While a transformational leadership style has been identified to be in existence in MCB, an autocratic and democratic management style is adopted.  In such a style, Debas and Narayana (2016) note that a unified decision making characterises it with all stakeholders being involved in the process. The autocratic is the best fitting for the new employees who are supposed to be supervised and effectively guided. A democratic style is majorly applicable to the employees who are experienced and are engaged in working effectively to inspire and motivate their creativity levels.

Additionally, in the context of MCB, the new markets where they have ventured is as a consequence of the integration of strategic management. According to Kolesnik (2020), through strategic management, an organisation can succeed in their operations by investing in highly competitive areas. It is in this case that the management in MCB encourages their organisation behaviour to be based on putting in place an ideal strategy in management to approach distinct phenomenon uniquely. This has a positive impact on ensuring an appropriate strategy, overall outcomes control and risks management in areas of HR, finance, and teamwork. More recently, in order to ensure that the organisation adopts diversity, they are currently adopting Jacobs (2018) accommodative culture. Through this, the bank has achieved in ensuring that there is an appropriate working environment sustainable for all the engaged employees. This has also been used for harnessing individual employee’s capacity development which is dynamic, enthusiasm and learning organisation. All these aspects fit best in a progressive organisational behaviour. This is supported by Gagné (2018) that highlight on the organisational behaviour theory that notes that individual and group behaviours are instrumental for establishing stabilised and effective organisations.

3.0 Conflict and Negotiation

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