Leadership Across the Organisation

Leadership Across the Organisation

Question 1

            Kelvin could have trusted his employees and give them more responsibility to decide on the new services which could have helped them grow and plan for their future through suggestions on the provision of the original services. Including his employees in decision process could have controlled quitting of employees from the business hence helping them understand the needs and value of his business with their contributions incorporated in the decisions made.

Question 2

            Kelvin’s employee could have had a chance to bring out their suggested ideas, which could have articulated their issues of change in their job descriptions. Hence, this way, Kelvin could have designed proper decisions that could have retained his employees.

Question 3

In an organisational change, Kelvin could have defined the new service provision by aligning it with the business goals. From there, he would have determined the impact of introducing the new service and consider the affected employees in the process. After that, Kelvin could have developed a good communication strategy that could address the changes to the employees, which could stimulate the need for adequate training for the implementation, and support structure of the change. Lastly, there was a need to measure the introduction of new service to identify whether it is benefiting the organisation while considering loopholes of the change.

That organisational change process could have improved the outcome of the introduction of the new service in Kelvin’s business.

Question 4

            Kelvin was a sole manager who wanted to remain in control of his business when it came to decisions for his company, which could introduce misleading test and preferences in the organisation.

Question 5

Bill tried to apply a democratic leadership in this situation since he mutually agreed with his employees to make his departmental decisions and create a positive working environment with accountability and creativity in the problem-solving ability of the employees. Hence, through his participative leadership, he was able to support, control, and safeguard employees concerns in the decisions he made for that created better working conditions.

Question 6

Since the employees were the key participants in the execution of the mission, objectives and the value of the organisation. Therefore, Bill’s communication considered satisfactions of the employees since satisfied employees could create a trustworthy setting for customer contentment through a responsive service provision from the employees.

Question 7

Bill can inspire his employees by displaying their concerns, which allows them to communicate their ideas openly within their work hence he will be able to remove obstacles that come across in work and organise their workload so that they can concentrate in their job. Also, the Bill can ensure adequate resources by considering the needs of his department and forwarding the demands to the higher departments that deal with departmental concerns.

Question 8

Bill should firs use the principle of consistency since it ensures that the policies, plans and objectives of the organisation are not conflicting for them to be adequately implemented hence avoiding detrimental of the organisation’s interests. Secondly, Bill should use the principle of informality to transmit the message and convey individual decisions to the employee’s feedback. Lastly, the policy of attention makes communication effective; therefore, Bill should use it to ensure employees standards, which promotes the organisation’s interests.

Question 9

A legal responsibility should be observed in every business with intentions to conform the organisation to laws and order; therefore, the legal environment provides a framework within which the business functions. Natalie’s leadership should have observed the legal responsibility in managing the situations in the business and not giving employees responsibility to handle them.

Question 10 a

            Natalie can reveal ethical conduct by paying attention to her responsibilities, acting in the capacity of her knowledge and associated roles in the job. Therefore, flexibility and being a model to the employees can be significant to her in establishing ethical conduct to the employees.

Question 10 b

Natalie can exhibit her professional competence by observing the code of practices of her professional work, the statutory requirement and the background needed to be monitored when dealing with employee issues.

Question 10 c

Natalie should build a legacy in her work by ensuring the documented process of her self-driven focus that creates experience and achievement of goals in her work.

Question 11

Natalie efforts to start solving the work problem by consulting from her most entrusted employees contributed to the adoption of business ethics since this made her realise to be in line with the formal requirement of law. Therefore, everyone in the organisation would work to be under law to adjust in case of external audit. Due to the fear of being caught in trouble with an external review, all employees would commit themselves to ensure ethical conduct in the organisation.

Assignment 2: Leadership Across the Organisation

Question1

Globalisation leads to increased completion whereby different companies with different product prices has the same market target for their differentiated products and services; hence when a company sells its products cheaper, it gains market share.

Question 2

Technological modernism advances lifestyles, which increases consumerism amongst individuals in day-to-day activities, therefore, increasing the workforce activities and more employment opportunities.

Question 3

The existing organisation’s risk management plan helps in reducing cost pitfalls and keeping all employees safe and healthy since the previous layout has identified risks and action plans prioritised and assessed to provide alternatives for a decision to be made.

Question 4

An organisation can ensure positively represented by becoming conversant with knocks and areas of interest that works with the society on behalf of the organisation (Ginsburg, 1993). This help to create the ability to impact on the chosen audience that allows media and community to mobilise the opinion raised by the organisation.

Question 5

Leaders participate in networking and professional groups to build strong relationship alliances in serving their organisation’s work and goals (Sobels et al., 2001). They also participate in improving social relationships since by having a bond with group members allows them to improve their understanding of employee’s actions, thus increasing their cooperation.

Question 6 a

            Investigation on the incident should be done to estimate the number of damages made due to the negligence of the drunkard. In investigating the event, the organisation should first provide first aid to the victim as it reports the game according to the organisation’s policies for inquiries to identify the event and report the findings.

Question 6 b

Accident reports should be reported to the Health and Safety Executive (HSE) who is responsible for the safety in the workplace

Question 6 c

Work Health and Safety (WHA) Act 2011, which requires a person undertaking business to be accountable for the employee’s health and safety in their workplace (Foster, 2019).

Question 7

The organisational objective is the notch of the extent of organisational success by looking at the effectiveness of corporate communication, customer relations and general employee satisfaction. On the other hand, organisational strategies are a series of means in which using mission an organisation can achieve its visions and goals.

 

 

 

 

 

 

 

 

 

 

 

References

Foster, N. J. (2019). High Court of Australia decision on WHS law.

Ginsburg, F. (1993). Aboriginal media and the Australian imaginary. Public culture, 5(3), 557-578.

Sobels, J., Curtis, A., & Lockie, S. (2001). The role of Landcare group networks in rural Australia: exploring the contribution of social capital. Journal of Rural Studies, 17(3), 265-276.