Management Assignment Samples

Assignment Sample On Leadership Training

Question:- Discuss Leadership in Verizon? Explain its theory and discuss factors for using the theory? Discuss the manager's behaviour and effects toward subordinates?

Answer:-

Introduction

Leadership is very important in maintaining a proper organisational culture. A proper and well-processed Leadership provides the best solutions to organisational problems and increases the opportunity and efficiency of the business. This Leadership can be provided from the organisational or managerial heads or even in groups. Thus, it is essential to select a Leadership theory that will best compliment the organisation at hand and provide a solution to the same (Fleenor & Rego, 2005).

Leadership in Verizon

Verizon Wireless is the largest mobile networking telecommunication services in the United States. Owned by Verizon Communications and Vodafone air touch the Verizon Wireless has the largest customer segment and is considered the most popular network provider in the American soil. The major competitor being AT&T, the company is facing the biggest challenge of sustaining itself in the intense competition. It is also studied that what is ailing the Company is a major of lack of motivation among the employees. With the mission of expanding the business to greater borders, it is essential to find a leadership theory that will direct the business and the employees to meet the strategic goals of the organisation with more fervour (Bittle, 2015).

Thus, the Leadership theory chosen is Vroom-Yetton-Jago Decision-making Model of Leadership that will provide clear and structured steps for the organisation in its team building activities and ensure a mechanical decision making process to introduce new product values in each geographical location. The theory is contingency model in a situational leadership scenario that provides styles for group-based decision making. The types or styles of leadership are:

Autocratic type 1- here the leaders make their decisions using the information that is presently available.

Autocratic type 2- the leader gathers information from the subordinates and makes the decision alone and the subordinates are not further involved.

Consultative type 1- here the leader consults with the subordinates individually and finally takes the decision alone and hence, the subordinates ideas might not get represented completely.

Consultative type 2- the leader consults with the group and seeks their assistance but since the final decision is taken by the leader alone it might reflect the group ideas.

A group based type 2- the leader shares and gathers information from the groups and discusses with them and after a brainstorming session mutual decision is taken unanimously with the leader not forcing his ideas.

Thus, a group based decision making will help the company to conduct the business in a more structural manner. At the same time, the theory asks several questions the answers to which will effectively formulate the leadership programme.

Rationale

Verizon is a very competent organisation that has a very well spread network to provide a range of telecommunication services to the customers. The organisation structure is decentralised and self-organised. The company uses a top-down framework and has formed smaller groups to target the local markets. The decentralisation structure has helped the company to manage and encourage employee commitment, motivation and job satisfaction by providing them with opportunity. It is for this reason that a group-based decision making leadership style will be helpful in a proper management and monitoring of activities in each location (Pechlivanidis & Katsimpra, 2004).

Another reason for using this framework is the dynamic quality of the Company's business. The business environment is complex with a few strong competitors and a range of suppliers as well as distributors that influence the business of the Company. Also, having a multidimensional customer segment makes it a very complex organisation to be maintained by being right at the moment. It is hence, important that the right level of enthusiasm and commitment is maintained as well as collaboration is gained by mutual taking decisional steps to ensure business growth.

Literature Review

Leadership theories have been used in essentially two applications. The first is to enhance the managerial decision making process so that that they can ensure quality and productivity. The other involves training in on-the-job decision making. As (Miner, 2007) said that the Vroom-Yetton-Jago contingency theory will help in guiding the managers into taking effective decisions and at the same time to enhance their leadership skills. Thus in this theory the manager says yes or no to the problem questions and in the process a particularly feasible solution is gathered. The training system goes through a similar question and answers phase to assess the leadership skills and decision making among the group. Further research was conducted to find the use of the theory of the management development strategies (Briggs, 2008).

In the same context (Bass, Bass & Bass, 2008) had found out that how the model have gained more productivity in multiple organizations through the application of the model in establishing job satisfaction among the subordinates. The use of the different styles in different organisations showed greater opportunity provided to subordinates and also ensured productivity by influencing the satisfaction level.

Thus, it could be said that, although the theory is considered complex and hypothetical by managers, it has enough potential to maintain and build mutual understanding and relationship between the manager and the subordinates. This will not only lead to a free flow of communication but will also reduce organisational barriers and ensure productivity at work.

Factors for using the theory

For a complex organisation like Verizon Wireless, it could be said that a simpler leadership theory must be utilised. But by comparing the factors that make the Company along with the attributes of the theory it is found that the theory is more relatable with the situation (Verizon.com, 2015).

First, Verizon is a subsidiary of the Verizon Communications and is a joint venture and hence, the company must establish clear communication among the organisational heads and departments to maintain the integrity of the organisation. Application of this theory will help the leaders in taking authoritative decisions regarding their own departments and consult among themselves to take the final decision.

Second, the organisation has decided to embark on a change schedule to increase employee engagement and productivity. Thus, for guiding a proper change management initiative it is essential to provide power to the leaders so that can infuse a change initiative among the subordinates and even control any rebellion in a planned manner (Waldersee & Griffiths, 2004).

Thirdly, the organisation is looking for a market expansion and this will mean that a more segmented market has to be reached. It will provide opportunity to the managers for independent decision making in each geographical area. Thus, the managers could apply the theory in conducting a training and on-the-job decision making process to take independent decisions for the particular area (Carroll, Levy & Richmond, 2008).

Finally, being one of the largest telecommunication service providers, the company puts customer service as a significant part of the organisational process. In order to ensure that the customers are provided with the best possible service and guidance it is important to control and monitor the actions within the organisations. All the issues that might arise should be quickly resolved. The application of the theory to ask questions regarding the issue and the decision making process will derive results to the use of the particular style that might be utilised for the approaching to solve the issue (Schyns & Meindl, 2005).

Hence, the factors discussed will require the application of various styles in each case to drive functionality and efficiency of service. In the end it is the duty of the leader to assess the situation and then embark on problem solving or delegating duties to the subordinated for organisational success.

Use of the theory

 The situational theories provide solutions to the organisational leaders on the basis of the situation they are facing (Winkler, 2010). The theory formulated by the Vroom-Yetton-Jago describes the various leadership styles that could be used on the basis of the objective the Leader wants to achieve. Each style possesses different implication for the manager-subordinate relationship. Hence, the theory will effectively deliver new opportunities and positive values to the variables in the organisational in fostering the business and also ensuring productive and commitment among individuals.

Manager's behaviour toward subordinates

The theory prescribed by Vroom-Yetton-Jago describes normative model and a decision tree. It requires the leader to ponder over the situation and take decisions regarding the priority of the issue, the impact of the issue and the kind of support he or she will require to take actions. Hence, after answering the queries mentioned in the model format regarding the quality of the solution or subordinate attitude, the manager would be able to take proper steps in approaching the issue (Raelin, 2011).

Thus, it will establish a clear thinking in the mind of the manager and he or she will be able o pay more attention to the attitudes, behaviour and requirement of the subordinates. Also, the manger would be able to manage them in a more effective and positive way.

Effect on subordinate

The model takes the attitudes and the requirement of the subordinates into account. Hence, according to the graveness of the situation or the requirement the manager can share the load of decision making with the followers or might take the decision alone. It will provide an opportunity to the followers to provide insight into the manger or ideas and decisions. Also, a bond is maintained with the manager as the subordinates are not pressurised to participate in every decision making process. At the same time, the followers are considered important in a decision making the process for a different situation. Thus, the theory provides a well controlled interactive opportunity to the subordinates.

Communication

The communication flow is maintained in the autocratic type 2 and consultative type 1 and 2. A multidirectional communication system is used in the group base type 2. The manager could decide to communicate individually, independently or in a group to gather or share information and take decision. An effective communication flow is thus maintained by the theory which is essential for the success of an organisation (Liu, 2015).

Motivation

It is very important to motivate the employees so that they can effectively participate in the organisational function. A range of theories applies to ensure motivation among the employees. Thus, to provide both the intrinsic as well as extrinsic motivation to the employees, the Porter-Lawler expectancy theory could also be realized. The theory will help the management and the employee to assess the reward one should gain and determine the effort that is required in gaining so. The theory also offers scope for evaluation and thus will ensure that the employee is aware of one's performance and can thus later enjoy job satisfaction. Ultimately the leadership theory will provide the opportunity for this evaluation program and ensure satisfaction (Cameron & Pierce, 2002).

Group and team behaviour

The particular leadership theory puts great emphasis on group and team behaviour particularly in the Group base type 2. The subordinates can form groups, undergo a brainstorming session and act as a team with the manger as the leader and take a unanimous decision. Also, the collaboration model could be applied to reduce conflict at the decision making time (Simpson, 2006).

Decision making

The theory is dependent on the decision making criteria as the level of power and the relationship depends on the decision making criteria and power of the leader as well as the subordinates. The decision making happens at various levels and various ways. The theory offers a structural framework for effective decision making.

Culture

The organisational culture of Verizon is decentralised and group based. The business is customer oriented and the organisational leaders put great emphasis on the proper networking and participation of employees to ensure productivity. The theory will be applicable in providing the opportunity to the leaders to take the actions further by delegating duties and authority to individuals in maintain the organisational culture (Du Plessis, 2006).

Conclusion

The leadership practice is important to sustain and maintain and organisation. Use of a leadership theory that will compliment the organisation is important so that the integrity is maintained. Since, employee participation and satisfaction is a major criterion for a customer oriented organisation. Hence, Verizon must use proper differentiation in work and decision making the process to assess the situation and conduct effective business through employment commitment and job satisfaction. Further, the leadership theory will also help the company management, in establishing balance and harmony in the organisational network.

References

Bass, B., Bass, R., & Bass, B. (2008). The Bass handbook of leadership. New York: Free Press.

Bittle, M. (2015). A New Vision and Leadership Challenge. Journal Of Public Health Management And Practice, 21(1), 59-61. doi:10.1097/phh.0000000000000136

Briggs, D. (2008). The relationship between leadership practices and organizational effectiveness outcomes.

Cameron, J., & Pierce, W. (2002). Rewards and intrinsic motivation. Westport, Conn.: Bergin & Garvey.

Carroll, B., Levy, L., & Richmond, D. (2008). Leadership as Practice: Challenging the Competency Paradigm. Leadership, 4(4), 363-379. doi:10.1177/1742715008095186

Du Plessis, M. (2006). The impact of organisational culture on knowledge management. Oxford: Chandos.

Fleenor, J., & Rego, L. (2005). A question of leadership: How can knowledge management affect the practice of leadership?. Leadership In Action, 25(3), 14-15. doi:10.1002/lia.1117

Liu, H. (2015). Reimagining ethical leadership as a relational, contextual and political practice.Leadership. doi:10.1177/1742715015593414

Miner, J. (2007). Organizational behavior 4. Armonk, N.Y.: M.E. Sharpe.

Pechlivanidis, P., & Katsimpra, A. (2004). Supervisory leadership and implementation phase.Leadership & Organization Development Journal, 25(2), 201-215. doi:10.1108/01437730410521859

Raelin, J. (2011). From leadership-as-practice to leaderful practice. Leadership, 7(2), 195-211. doi:10.1177/1742715010394808

Schyns, B., & Meindl, J. (2005). Implicit leadership theories. Greenwich, Conn.: Information Age Pub.

Simpson, P. (2006). Negative Capability and the Capacity to Think in the Present Moment: Some Implications for Leadership Practice. Leadership, 2(2), 245-255. doi:10.1177/1742715006062937

Verizon.com,. (2015). Verizon at a Glance - Who We Are. Retrieved 5 September 2015, from http://www.verizon.com/about/our-company/verizon-glance

Waldersee, R., & Griffiths, A. (2004). Implementing change: matching implementation methods and change type. Leadership & Organization Development Journal, 25(5), 424-434. doi:10.1108/01437730410544746

Winkler, I. (2010). Contemporary leadership theories. Heidelberg: Physica-Verlag.