Organizational Culture and Leadership Initiative in Problem Solving - Coursework Example

Organizational Culture and leadership initiative in problem solving Table of Content 3 2. Introduction 4 3. Managerialleadership and organizational culture 4 4. Leadership perspective in effective decision making process 5 5. Factors influencing decision making 7 6. Leadership initiatives in problem solving/ conflict Resolution 8 7. Recommendations 9 8. References 10 Abstract In the age of globalization, an in-depth study and understanding of the organization and organization’s behaviour has become important as its workforce comprises of people coming from different race, colour and culture. Organizational behaviour basically defines the interaction of human beings in a given organization and analysis of individuals and groups characteristics facilitates better understanding, prediction and improvisation in work place, leading to improved performance. The interaction amongst the workforce is constantly fraught with diverse interests, work place conflicts and display of power politics. Therefore, in the increasingly changing environment of global competitiveness, managerial leadership becomes crucial and significantly impacts the imperatives of effective decision making that are dependent on the organizational culture and behavior. Introduction In the age of globalization, an in-depth study and understanding of the organization and organization’s behavior has become important as its workforce comprises of people coming from different race, color and culture. The various aspects of the interactive elements of the organization, which may comprise of diverse ideologies and personal conflicts of the individuals, work together to produce a cohesive output representing the organization’s unique culture. The interaction amongst the workforce is constantly fraught with diverse interests, work place conflicts and display of power politics. Therefore, in the increasingly changing environment of global competitiveness, managerial leadership becomes crucial and needs to be considered as ‘a relational, ongoing social construction process rather than as a single clear cut phenomenon’ (Sjostrand and Tyrstrup, 2001). Managerial leadership and organizational culture Organizational behavior basically defines the interaction of human beings in a given organization and analysis of individuals and groups characteristics facilitates better understanding, prediction and improvisation in work place, leading to improved performance. Geerzt and Pacanowsky in their book, ‘Cultural Approach to Organizations’ have emphasized the importance of understanding the cross cultural values, within an organization for improved work performance. According to them organizational culture can be broadly defined through shared vision and collective goals of the organization. Effective leadership within the organization becomes highly relevant because it promotes shared vision through collective decision making, inspiring the workforce for improved performance outcome. The compulsions of the present times require versatility in the working force. The current scenario of working populations therefore faces much more challenges than the people who were earlier working in different work environment. Silverthorne claims that cross cultural conflicts in workplace are major factors that adversely impact productive outcome and need to be addressed urgently (Silverthorne, 2005). Effective communication is intrinsic part of leadership initiative. It promotes confidence building through cross cultural understanding that cuts across the multi cultural layer of the organization and is the key to enhance the overall performance of the organization. Leadership perspective in effective decision making process The empirical relationship of leaders and the emerging changes are critical for a given situation and therefore, good managerial leadership demands a better informed leader who is capable of taking initiative and at the same time, he is also able to inculcate confidence in his people to move forward. A well developed leadership within the organization facilitates integration of diverse ideologies and personal conflicts. Schwenk claims that ‘useful conflict involves constructive discussion of substantive differences in views (or cognitions) of a problem (Schwenk, 1997, p7). Through effective communication, leaders provide an intangible stability within the organization that comprises of people coming from cross cultural value systems and facilitate their integration with the system. They also promote shared vision of the organization and provide the necessary impetus to the people to strive towards it thus representing the team’s unique objectives and goals. Nutt believes that flexibility of approach and initiative in decision making is vital part of leadership as ‘strategic choices are influenced by the manager’s decision style’ (Nutt, 1990). The different contextual factors vis-à-vis size, technology, environment, diversification and globalization are vital elements that have significant impact on the managerial decision making. Hence, leadership that promotes collective decision making through shared learning is highly successful. It facilitates easy adaptability to changing equations thereby, empowering the workforce and the leaders to recognize the wide scope of emerging opportunities. Factors influencing decision making Human behavior, based on rational or irrational decisions, is subjective to one’s approach and understanding of the issue that broadly confines to individual’s choice and thereby his or her actions. Hence, whatever we do, it is based on reasoning or motivating forces that influence our thinking process and the way we think. Some of the forces that might determine our form of ‘thinking’ may include gender, ethnicity, scientific background, official compulsions or socio-economic parameters. Rational thinking facilitates rational decision and involves an in-depth analysis of the situation where emotions are not involved. The articulated and well defined reasons detailing the pros and con of the issue form the basis for the type of thinking and the action thereon, which is broadly applicable to similar situations. Irrational decisions, on the other hand, are very often governed by emotions and adversely impact work performance. Scholars have asserted that irrational decisions in business are often motivated by false judgment, escalated commitment to previous course of actions where managerial leadership may be driven by financial investment, time and belief that something better would emerge (Bazerman and Moore 2008; Staw & Fox, 1977). The leadership qualities ensure that collective decision is promoted so as to win the trust and confidence of the employees or other professionals. Though it is difficult to change an organization’s culture but good leadership is known to make visible changes in it. Leadership encourages innovation of ideas and adaptability to changes. Hence, leaders, who are visionary and endowed with effective communication skill, are able to inspire others to achieve a common goal. Leadership initiatives in problem solving/ conflict resolution In one of the organization, the management was hugely disturbed by the deteriorating inter-personal relationship between two of its senior workers in the production department. The bad vibes created by two was adversely impacting the performance of other employees also and slowly the whole floor was getting divided into two hostile groups. I was called in to resolve the issue. I found that those two persons used to be the best buddies but during one of the office parties, they had literally become sworn enemies! After talking to each of them individually, I realized that one of the friend who was a Moslem, had asked for a non alcoholic drink but inadvertently, he was served a cocktail that he could not differentiate and drank. Later, when he realized this faux pas, he was furious. He thought it was a deliberate joke at his expense and blamed his friend for it and hence the hostility. The long drawn issue was resolved quite amicably because despite being friends, they were unaware of the cross cultural values. The English friend was convinced that it was just a minor mistake but for his friend, it was a major issue because his religion forbids alcohol intake. Once the misunderstanding cleared, everything became normal. Recommendations The conflicts can be solved through effective communication that encourages discussions and doubts clearing sessions. The leaders must adapt such techniques to overcome resistance and create congenial atmosphere in the organization. The following measures are vital ingredients for successful conflict resolution. Understanding of cross cultural values. Creation of congenial atmosphere of mutual trust and confidence building that promotes effective communication and collective decision making. Understanding the issues. Effectively using the various elements of interpersonal communication to promote mutual trust. Looking at the problems from various perspectives so as to understand the wider ramifications of the problems and try to find solutions that would meet the challenges of the conflicting situations. Reference Bazerman, M. H. and Moore, D. (2008). Judgment in managerial decision making (7th ed.). New York: John Wiley and Sons. Geertz, Clifford and Pacanowsky, Michael. Cultural Approach to Organization. KPMG. Available from: [Accessed 27 September, 2009]. Marrow, A. J. (1957). Making Management Human. New York: Mc-Graw-Hill Book Company. Nutt, P. C. (1990). ‘Strategic decisions made by top executives and middle managers with data and process dominant styles’. Journal of Management Studies, 27 (2), 174-194. Silverthorne, C. P. (2005). Organizational psychology in cross- cultural perspective. New York: New York University Press. Sjostrand, S and Tyrstrup, M. (2001). Recognized and unrecognized managerial leadership, in invisible management – The social construction of leadership. S Sjostrand, J Sandberg and M Tyrstrup (eds.). Thomson. pp 1-27. Schwenk, Charles, R. (1997). The Case of Weaker’s Leadership. Business Strategy Review, 8 (3), 4-9. Staw, B. M., & Fox, F. V. (1977). Escalation: Some determinants of commitment to a personally chosen course of action. Human Relations, 30, 431–450. Zeira, Y. (1974). ‘Training the top management team for planned change’. Training and Development Journal, 28 (6), 30-36. Read More