Question
Critically analyse the extent that the situation in which a manager is placed alters the skills and behaviours that are required to be successful.
All submissions should be in the region of 1,000 – 1,500 words and references should be added in the Harvard Referencing Format. There is a Harvard Referencing tutorial in the Resources Area which outlines the formatting required.
Solution
Managers always have been challenged to produce results, but the modern manager must produce them in a time of rapid technological and social change. Managers must be able to use this rapid change to produce their results; they must use the change and not be used or swallowed up by it. Both they and the organizations they manage need to anticipate change and set aggressive, forward-looking goals in order that they may ultimately begin to make change occur when and where they want it to and, in that way, gain greater control of their environments and their own destinies.
The most important tool the manager has in setting and achieving forward-looking goals is people, and to achieve results with this tool the manager must: first, be able to instil in the workers a sense of vital commitment and desire to contribute to organizational goals; second, control and coordinate the efforts of the workers toward goal accomplishment; and, last, help his or her subordinates to grow in ability so that they can make greater contributions.
The organizational concept of the “presidential office,” which has become popular in American management in the past decade, recognizes the need for subdividing the chief executive’s responsibilities among a skilled group of key managers who can, presumably, function as a team (Vance, 1972). Often, however, this presumption is faulty, and organization development (OD) assistance is needed to forge competent and divergent individuals into a team.
There are several approaches that have been prominent in research concerned with the determinants of leadership. The “trait approach,” the “situational approach,” the “follower approach,” and the “contingency model” have been proposed as explanations of the factors that determine leadership in small groups.
The Trait Approach The first concentrated attempt to define the factors that result in leadership was the “trait approach.” Enormous amounts of time ………………………………………………………………………………………………………………………………………………Please contact our team to receive guidance and support on this assessment in its entirety based on your organisation of work, experience and level of expectations