Organisation Culture and Values, Managerial Challenges Regarding Legal Regulatory Requirement - Assignment Example

Student’s Name Professor’s Name Subject Date ORGANISATION LEADERSHIP Task 1 Overview of organisation culture and values and issue facing organisations in the light of corporate responsibilities Organisational Culture and values form the backbone of any business or organisation. In his case culture and values define the organisation's operation, the relation of the different individuals within an organisation on the basis of religion, social, ethnic relation. Businesses globally have embraced culture and values in order to boost teamwork and work efficiency in their organisation. Thus, by embracing culture and values the effort to make the world a global village has been achieved. An organisation embrace of culture and values leads to sharing of ideologies, technologies, and thoughts. This has boosted the growth of various sectors of the organisation at large. The rate at which the world is becoming a global village is increasing day by day. This is attributed to many organisations embracing culture and values. Most organisations have a relative blend of different individuals with different language, religion, and place of origin. This has led to these organisations and business embracing certain cultures and values an effort to foster their operation (Bukhari and Sharma 40). These cultures and values have enabled business entities and organisation to share views, economic and business activities, technologies and social, political innovations, and local and global resources. Due to the current growth and development of national societies and international contacts becoming increasingly common organisation cultures and values can therefore no longer be ignored in the business and organisations domain. Judging by the current business and organisation trend one will notice that corporations are increasingly being involved in the adoption of cultures and values that ensure their growth and development (Cennamo and Gardner 24-36). In line with the adoption of cultural values, there are issues which organisations face in the light of globalisation and corporate responsibilities. Intercultural communication is one arising issue for an organisation in its effort to adopt a particular organisation culture or value. Embracing any organisational culture or value come with many unforeseen problems. One of this major issue is language barriers especially to new employees or those not fond of a particular language (Bukhari and Sharma 40). On the other hand, an ordinary communication between two individuals who are from a different culture is also full of foreseen problem in the course of employee’s adoption of a particular organisation culture. This might occur as a direct result of the differences in practices, way of life and environment in an organisation. In this particular issue, it is common for tension and uneasiness which results in difficulty in adapting to a particular culture or value. Scollon (1995) claims that employee’s adoption of a particular culture lies on the participants own culture and the rules and regulation entwined in this organisation culture and values. Additionally, contention concerning organisation culture and values arises from differences in societal and cultural practices. Since everyone has his own culture, we, therefore, display ethnocentrism through evaluation of other cultures from organisations own culture's value system. This is, therefore, another unforeseen problem which comes along with an organisation adoption of culture and value system. In this case, an organisations ethnocentrism can be used in evaluating other cultures and gauging whether they are contrasting with some of the organisation's adopted cultures and values. The ethnocentrism, in this case, acts as a caution strategy prevent confusion in employee’s adoption of the organisation's culture and value (Groza 55-55). Contrasting individual’s cultures with those of an organisation have proven to be a huge problem in organisation culture and value adoption which has led to many organisation cultures and values failing. Managerial challenges regarding legal regulatory requirement In today’s global and economic environment organisation managers still feel that regulatory compliance is one of the highest legal risk areas when it comes to managerial challenges. This has been furthered by the increase in regulatory actions which hinder effective organisation management. One of the managerial challenges that I as a manager has experienced in relation to regulatory and ethical compliance is the amount of regulatory change. Over the years the volume and increasing complexity of regulation compliance have made organisation management more difficult. As a manager often, I find it difficult to keep up with the emerging, new or updated regulatory compliance laws, information. Disseminating this to a team is even much more difficult for the organisation managers like myself. As manager I am also experiencing more challenges in accounting for the organisation's regulatory compliance due to the constant changes revolving around this regulatory compliance issue in an organisation. Thus, the increasing number in regulatory compliance also poses more challenges to me due to its time-consuming nature. Contrasting cultures and values are also posing some challenges to the regulatory compliance issue in organisation management. Contrasting cultures and values from those of a particular regulatory compliance have forced me as the organisation manager to become unethical due to the magnitude with which regulatory compliance hold in an organisation and those in top management Corsi and Mancini 65-91).. Overdoing of regulatory compliance is a common challenge that organisation managers have faced. This has resulted in uncertainty in the markets of an organisation living me as a manager pounding on how to best resolve this issue. Over regulatory compliance of organisation has been blamed on the reduction in shareholders’ value, therefore, leading to stalling of some of the organisation projects due to minimal funds. As an organisation manager, on the other hand, I am obliged to be vigilant follow all the rules, treat the organizations customers ethically more so when regulatory bodies need customer’s private information. Legal requirements often prove ethically challenging to me having that as a manager I am obliged to assure my team and the company’s shareholders of their confidentiality. Regulatory compliance is essential if an organization is to maintain its reputation. Task 2 Overview of four organisation leadership styles and how they can be adopted in an organisation The four globally recognised types of leadership include democratic, autocratic Transactional leadership style and laissez-faire. Autocratic leadership style is one where there’s limited stamp of authority by the leaders. This type of leadership is often characterised by leaders who are collective decision makers. However, there is a blend of, active participation, accountability, delegation of tasks and responsibilities and accountability in this type of leadership. This particular leadership style does not have a specific organisation area or type of organisation where it can be adopted, however; it is viewed as a flexible leadership style that can be adopted to influence others through different situation. These situations include; a situation in an organisation where clarification from the organisation's leadership is needed. In this case the managers will be required to adopt directive leadership behavioral models where they have a fostering professional relationship with the employees. Autocratic style of leadership is also required in a situation where the organisation is not performing quite well, and a turn-around leadership style is required (Senarathna et al. 1007-1021). In a situation where the organisation is under threat and a quick, decisive leadership responses are required. In a case when the organisation’s leadership is required to make quick, decisive responses to a particular organisation situation. This leadership style is also crucial for the guidance of inexperienced organisation employees or unmotivated ones. Autocratic style of leadership can be described as relic which is also characterised by domineering authorities (Lindenbaum and Cartwright no-no). On the other hand in this type of leadership leaders often distant themselves from the other subjects which they serve. In is also commonly known for the unilateral decision making. Leaders in this particular style of leadership are required to adopt participative leadership behavioral model since their direction and guidance is needed in order to make this type of leadership a success. Laissez-faire type of leadership is one that is characterised by the absence of an authoritative figure. Therefore the critical decision-making is left for the group members. This type of leadership is built on the basis of self-monitoring. This is a style of leadership where different tasks are delegated to the employees then organisations later reviews the finished tasks. This particular leadership style can best be adopted to influence people in situations where the organisation is characterised by highly skilled employees. In this case, there is minimal supervision, therefore, allowing delegation of work (Schmid 179-194). This leadership style is also ideal for situations where the organisation employees are highly motivated. Therefore, these employees are capable of working by themselves with minimal supervision due to their level of expertise, skills level and ability to work independently. This particular leadership styles can best be applied in situations where the employees are more knowledgeable than the organisation management ("Leadership Styles" 177). This leadership style, therefore, enables the organisation leadership to demonstrate deep knowledge and skill in their particular area of work. On the other hand, a managerial grid can be applied in this particular type of leadership. The steps for this managerial grid might defer depending with its goal. For instance, a managerial grid can be structured with the focus of either concern for production or concern for organisation employees. In this case the organsation leadership will be required to lead by the directives of this grid. The other type of leadership style is democratic. This is a fair system of leadership where everyone is treated fairly; therefore, opportunities are provided on a fair means. This specific type of leadership would also ensure employee satisfaction and also give them the feeling of appreciation (Kramar Zupan 21-34). Democratic leadership style is also credited for fostering an empowered workforce in an organisation. However, this is an open style of leadership, and there is no exact way to go about it. This leadership style can best be implemented in order to influence other employees through sharing of the decision-making process and views openly. This will foster engagement in the organisation which is the foundation of this particular leadership styles since it invites discussions, opinions and views. This leadership style can, therefore, be applied in the following situations; The organisation needs help in getting the best out of the organisation's workforce. It is also ideal in situations where the organisation is in need of creativity and ideas. Democratic leadership style is also ideal in situations where the organisation is seeking t create a sense of commitment, expertise and high skill level. Transactional leadership style is one that focuses on maintenance of a smooth flow of a company’s operations. It is commonly referred by the term” keeping the ship afloat” This style of leadership embraces the use of incentives and disciplinary powers in order for it to be successfully implemented. Transformation leadership style, on the other hand, focuses on motivation and team building. This type of leadership is fundamental for the development of a business or organisation. Organisation manager prefers the transformational style of leadership due to its focus on small details that are crucial for the business as opposed to the transactional leadership style which is quite ambiguous (Khasawneh, Omari and Abu-Tineh 494-508). In this case, this type of leadership would address negative competition which might threaten the company’s teamwork and unity at the long end. Relationship between management and leadership and the impact of globalisation and corporate responsibilities in an organisation Leadership and management to most people are considered synonymous. However, there is a distinct relationship between them. In this case, leadership is an essential part of effective management. Leadership being a crucial part of management it focuses on building a fostering environment for the employees and the organisation in general where the employee's development and excellence is guaranteed (Jogulu 705-719). Leadership, in this case, is the drive behind the organisation success and stability. Organisation managers are therefore supposed to possess leadership character traits to administer effective management of an organisation and also give it a competitive advantage over its rivals. The relationship between managers and leaders is evident where managers are tasked with laying down of the organisation structure and delegation of authority while the leaders are tasked with the provision of direction to the organisation workforce as per the organisation goals and visions. Managers on the other hand are involved in planning, staffing, organising, controlling and directing while the leaders are involved in building organisation relationship, teamwork, and steering motivation in the organisation's workforce (Gu nzel-Jensen, Jain and Kjeldsen). Globalisation and corporate responsibilities have impacted the organisations differently. One of the significant impacts of these two issues is global completion to organisations which have been forced to put more effort since the global market is quite saturated. The corporations are now facing stiffer completion from the multinational corporations. However, it has also impacted these organisations positively since they are now foreign technology and capital which gives the significantly more opportunities. The corporate responsibilities have on the other hand impacted these organisations positively. One significant impact is access to funds (Groza 55-55). In this case, investors are more inclined to invest in company’s which highly uphold corporate responsibilities as opposed to those which do not. Evidently, there are quite a lot of issue that relate to an organisation, and the success of these organisations is dependent on many dimensions. Therefore organisation leaders are required to be flexible in order to adapt to any changes in relation to the organisation management. Task 3 How managers would establish culture of professionalism, mutual trust and respect in an organisation The global organisation management environment is rapidly changing. These changes are fuelled by technology, new managerial concept, a new theory in Human Resource management or innovation in line with a product or services. These changes which most were not predictable have resulted in a lot of challenges for these organisations in their contemporary business environment (Denney 83-85). Implementing an organisation culture of professionalism, mutual trust and respect is, therefore, ideal in fostering the organisation performance by a manager. The prosperity of a business or organisation is dependent on its management. Therefore, this is a crucial factor. As amanager I will bring people together with a goal of a accomplishing a particular goal. Evidently, managers play an important role in ensuring that an organisation is stable and successful at the long end. As a amanger I will be involved directly in implementing the organisation’s culture. Organisation culture can, therefore, be implemented by use of step by step strategies. In order to implement this culture, I would advocate for some information to be drawn from a range of sources in order to create an effective plan for the development of the organisation culture. Some of these sources will entail; the National Organisation Culture Report of the year 2010. This report reviews different organisation cultures and conventional strategies which organisations can take up in order to implement them. Consequently, in order to implement the professionalism, mutual trust, respect and trusting culture I will need to abide by the direction of this report. The other sources where information of this particular organisation culture will be borrowed from include Global organisation culture checklist and the most recent corporate culture report. Similarly, as a manager I will advocate for consultation with the key stakeholders of the organisation. hence, I will emphasize on the organisation culture development process to focus on pointing out at the key stakeholders who are influential in the implementation of an acceptable organization culture. Here as the organisation manager I will focus on consulting other executive managers in the company and other key personality involved in the company's operation. The Human Resource department will also feature as part of the consultation process of this policy since it will be involved in interpreting the adopted culture to the other company employees. After the organisation culture consultation stage, I will then advocate for the organisation culture awareness creation stage to follow. This stage will entail the creation of awareness of the organisation culture. The company employees will be presented with flyers, and booklets containing contents of the organisation culture, how it will be implemented and the duration when they should familiarise themselves with the organisation culture before it is officially implemented. This stage will also focus on the promotion of this organisation culture to the internal and external stakeholders besides the company employees. As the organisation manager this stage will also focus on showing the employees what is required for them in order to meet these organisation culture requirements. I will communicate to the organisation’s workforce on the important attributes of this organisation culture with the goal of meeting its expected outcomes ("Leadership Styles" 177). This stage will also entail interpretation of any other additional responsibilities required of the employees besides their current workload regarding the implementation of this organisation culture. Key Performance , will be another crucial stage as it will help indicate progress. This stage will entail review of the response to the company's operation and employees in general to this organisation culture change. In this case, the review will check whether the set due dates have been met and whether there are any arising issue regarding the organisational culture implementation in the company. This will mark the last stage in this organisation culture implementation stage (Gunzel-Jensen, Jain and Kjeldsen). How leadership styles adapt to organisational change and how they can be adapted Leadership styles evolve with the changing organisation situation and that of the environment. In line with this, a new leadership style has to be developed in relation to the constantly changing factors which relate to the organisation. This particular style is claimed to be specifically developed in order to steer the organisation adaption to significant issue such as environmental change, globalisation and multiculturalism (Jogulu 705-719). Organisation management has been pressured to perform consistently even with this changing issues which have affected to organisation significantly. Organisation managers have been forced to adapt to these changes especially with the recent economic recession problems and school models that are emerging (Schmid 179-194). Therefore the organisation management has strived to adapt to these changes in order to meet the expected clear, personal leadership in organisation management. Organisation Management has therefore developed resilience in the leadership of organisations with this new management style. However, adapting to these changes by the organisation management comes with some deterring effect to the organisation. One significant effect is time consumption in achieving the organisation goals and visions. This is blamed by the time taken for the organisation in whole to adapt to the new strategies implemented by the management in the light of adapting to the changes within the organisation (Senarathna et al. 1007-1021). The other deterring effect of the organisation leadership style adapting to change is cost. Some of these adaptive strategies have proven to be quite costly which has a financial impact to the organisation budget. This, therefore, may interrupt some of the organisation operation due to limited funds. Evidently, leadership skills can be adapted ways the most significant one being making the rules governing this leadership skill quite flexible. This will create room for adaptability to any of these skills. The other way in which leadership skills can be made adaptable is through discarding any rigidity in these leadership skills. The organisation management should, therefore, emphasis on these leaders being not being rigid to change rather they should be quick to embrace it. The organisation, in this case, can carry out frequent leadership skills change drills in order to prepare these organisation leaders on the forthcoming changes. Organisation culture and values as evidently seen are a crucial part of the organisation. The organisation operation entirely depends with its culture and values. Organisation culture and values also spells an organisation performance. 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