Kim Woods Only (wk 8)
Astroorange
Team5Presentation.pptx
TEAM BUILDING AND TRANSFORMATIONAL LEADERSHIP LITERATURE REVIEW
TEAM 5 : LEADERS INCORPORATED
SUBMITTED TO THE FACULTY OF BRANDMAN UNIVERSITY IN PARTIAL FULFILLMENT OF THE REQUIREMENTS OF OLCU 613: SEMINAR IN ORGANIZATIONAL DYNAMICS APRIL, 22 2018
Leadership and Organizational Success
Vince Lombardi stated, “The achievements of an organization are the
results of the combined effort of each individual.” (personal
communication, date unknown) “Not finance. Not Strategy. Not
Technology. It is teamwork that remains the ultimate competitive
advantage, both because it is so powerful and because it is so rare.”
(Lencioni,2002) Leaders “motivate their followers to perform beyond
expectations by making them more aware of the importance and value of goals, inducing them to transcend self‐interest for the good of the group/organization, and appealing to followers' higher order needs.”
(
Description of Culture
Kish-Gephart, Harrison, and Treviño, (2010) offered that organizational culture has a major impact on an organization retention, employee satisfaction and retention. Through the review of Google and Kraft/ Heinz organization offers some insight on organizational culture:
Human resource-oriented leaders offer an opportunity to employ motivational factors by investing in their subordinate’s personal interest, goals and desires in an effort to obtain their committed support to achieve intended objectives (Moise, 2014).
Description of Culture Cont.
Symbolic Leaders embrace a family like atmosphere by encouraging and arranging, potlucks, sports activities, and other creative methods support positive relationship in an outside of work (Bentley Zhao, Reames, and Red, 2004).
“Symbolic Leaders lead by example. They demonstrate their commitment and courage plunging into the fray” (Bolman & Deal, 2016).
Best Practices
Specialized Recruiting:
Strong emphasis must be placed in the recruitment process of new employees, doing so, provides an opportunity to align individual capabilities to the appropriate position resulting in a stable structure that supports organizational growth opportunities (Adeola & Adebiyi, 2016).
Investing in an organization requires gaining support from outside sources. Appropriately detailing requirements of the organization, to recruit employees with necessary capabilities is beneficial for development of both the organization and the employee.
Best Practices Cont:
Solid Support Structure:
An effective support framework can increase individual performance, team cohesion, and self-efficiency while meeting organizational goals. Furthermore, this framework establishes the appropriate resources and pathways for communications ultimately supporting a healthy positive working environment (Seppala & Moeller, 2018).
Leaders apply effective support structures as a means to reinforce the organization. Team dynamics rely on a structure or members lose effectiveness as discussed by Brad Garlinghouse in The Peanut Butter Manifesto.
Best Practices Cont:
Effective Networking:
The ability to leverage the social abilities within an organization is the key to establishment of networking relationships. Fostering a work environment that supports social interaction lays the foundation for cross organizational information exchanges, an increase in productivity, which yields increased prosperity (Antoni, Baeten, Perkins, Shaw, & Vartiainen, 2017).
Interpersonal relationships are the cornerstone to organizational dynamics. Networking is a organizational form of communication that allows leaders and employees to build bonds by which they reinforce communications lines beyond the organizational structure.
Impact of Positive Culture
Google LLC.
Reference: Hartmans, A. (2017). The best things about working for Google, according to employees.
Committed interested and invested workforce.
Employee advertisement
Increased employee production
Organizational expansion
Effective communication between seniors and subordinates
Genuine concern for each member and their families
Perceived opportunities for collaboration in projects
Growth opportunities within the organization
Organizational Factors
Employee Response
Impact of Negative Culture
Kraft Heinz Co.
Organizational Factors
Lack of employee engagement
Aggressive cost saving initiatives
Inadequate long and short-term planning
Failure to maximize resources
Employee Response
Organizational stress
Lack of commitment
High Burnout rate
High turnover rate
Lack of interest
Feelings of neglect
Reference: Porzio, M. (March 15, 2017). Culture Clash: Conflicting Visions Killed the Kraft Heinz/UnileverDeal. Retrieved from https://www.forbes.com/sites/mattporzio/2017/03/15/culture-clash-conflicting-visions- killed-the- kraft-heinzunilever- deal/#70faecc96773
Analysis & Recommendations
Utilization of Bolman & Deal’s concept of 4 frames:
Kraft Heinz organizational recovery efforts could be maximized through the application of the the following:
Set positive objectives and coordinate resources
Realign roles to fit tasks
Establish goals to support environment.
Promote participation to encourage commitment
Develop an open communication process
Provide incentives for individual achievement
Create occasions to celebrate transformation of culture
Insights Gained
Leadership and an applied vision are essential to organizational health and productivity:
Effective asset management to include personnel, training and equipment.
Remember people are your biggest resource, invest and empower them.
Active communication between leadership and subordinates offer early insights into troubled areas.
Insights Gained Cont.
Models of Motivations at Work
Two-factor theory:
Motivators/ satisfiers : achievement, recognition, work itself, responsibility, advancement, pay
Hygiene factors/ dissatisfiers: company policies, supervision, interpersonal relationships, working, conditions, pay.
(Herzberg, Mausner and Snyderman (1959); Herzberg(1966)
“Things that motivate are intrinsic to work itself-things like achievement, responsibility and recognition for work well done”(Bolman, 2013, pg 120)
Insights Gained Cont.
Investing in People
Skills, attitudes, energy and commitment are vital resources that can make or break an enterprise”(Bolman, 2013, pg 117).
Build a strong productive team that is capable of performing under virtually any circumstances. Facilitate an environment of collaboration, trust and mutual respect amongst participants.
Remain productive, develop and maintain solid team-leading skills, to achieve desired objectives.
Insights Gained Cont.
Value the inputs of peers, partners and subordinates and consider them in organizational decisions.
Create an environment that emphasizes relationships, fosters and solicits new ideas and various means of communication.
The loftier the building the deeper the foundation must be laid”(Kempis, 2009.
Develop short and long term organizational goals and establish milestones for attainment. If the intended objective is not met, revisit and re-evaluate the overall goal.
References:
Adeola, M. M. & Adebiyi, S. O. (2016). Employee Motivation, Recruitment Practices and Banks Performance
in Nigeria. International Journal of Entrepreneurial Knowledge, 2(4), 70-94. doi: 10.1515/ijek-2016-0015
Antoni, C. H., Baeten, X, Perkins, S. J., Shaw, J. D., & Vartiainen, M. (2017). Editorial, Reward Management:
Linking Employee Motivation and Organizational Performance. Journal of Personnel Psychology, 16(2), 57-60. doi: 10.1027/1866-5888/a000187
Bentley, T., Zhao, F., Reames, E. H., & Reed, C. (2004). Frames we live by: Metaphors for the Cohort.
Professional Educator, 26(2), 39-44.
Hartmans, A. (2017). The best things about working for Google, according to employees.
Herzberg, F. (1966). Work and The Nature of Man. Cleveland, Ohio: World
Herzberg, F., Mausner, B. and Snyderman, B. B. (1959). The Motivation of Work. New York: Wiley.
References Cont:
Thomas a Kempis Quotes. (2009). BrainyQuote.com. Retrieved April 12, 2018, from BrainyQuote.com Web
site: https://www.brainyquote.com/quotes/quotes/t/thomasakem383396.html
Kish-Gephart, J. J., Harrison, D. A., & Treviño, L. K. (2010). Bad apples, bad cases, and bad barrels:
Meta-analytic evidence about sources of unethical decisions at work. Journal of Applied Psychology, 95(1), 1-31. doi:10.1037/a0017103
Moise, C., (2014). Importance of beliefs, attitudes and values in the frame of human resources motivation.
Annals of Spiru Haret University Economics Series, (14)2.17-26). doi 10.26458/1422
Porzio, M. (March 15, 2017). Culture Clash: Conflicting Visions Killed the Kraft Heinz/UnileverDeal. Retrieved
from https://www.forbes.com/sites/mattporzio/2017/03/15/culture-clash-conflicting-visions- killed-the- kraft-heinzunilever- deal/#70faecc96773
Seppala, E. & Moeller, J. (2018). 1 in 5 Highly Engaged Employees is at Risk of Burnout. Harvard Business
Review, February 2, 2018 edition, 1-6. Retrieved from HBR,org.
