The second goal was to determine the impact of this management style on the psychological climate in the company, i.e. This research hypothesized that the dominant leadership style in the plant is the impoverished leader (ie, low concern for people and low concern for production).
Chapter One : Background
- Introduction
- The Research Problem
- Motivation for the research
- Limitations of this study
- Outline of Thesis
The independent variable in this study is management style and the dependent variable is organizational climate. The management style in the mill influences the organizational climate within the mill.
Chapter Two Management in context
Introduction
The concept of Management Style
- Leadership Theories
- Theory X and Theory Y
- Hersey-Blanchard Situational Leadership
- The Managerial Dilemma
- Applications of the Managerial grid
- Strengths and Weaknesses of the Grid
- Why Managerial Grid Approach
- Empirical evidence for improving Style of Management
- Three approaches to the climate construct
- Dimensions of organisational climate
- Measurement issues of the multilevel climate construct
- Organisational climate as a variable in theory and research
- Organisational climate and models of organisational functioning
- Relationship between management style and organisational climate
- The implications of management style and climate in organisations
The task force leader may appear informally as the group's choice. Management is the process of setting and achieving organizational goals with the help of management functions: planning, organizing, directing (or leading) and controlling. The first theories assumed that the main source of leadership effectiveness lies in the personal qualities of the leaders themselves.
They are present, to some extent, regardless of the specific product or line of work of the organization. According to Don Clark (2000), certain situations may require one of the other three to be used at times. It was and continues to be one of the most popular interventions in the field.
None of the other management models given under management theories provide a framework for the proposed way forward as well as the Managerial Grid theory does. Within the current study, organizational climate is conceptualized as a construct created by the organization's activities. It is not the activities themselves which is a distinction not always evident in some of the earlier works.
Many of these have been shown to be internally consistent, psychologically meaningful measures of the work environment.
Summary
Chapter Three: Methodology
- The survey instrument
- Measuring management style
- Measuring organisational climate
- Data Analysis
- Descriptive analysis
- Limitations of this study
- Summary
See Appendix 2 for education levels in the mill, expressed in relation to the National Qualifications Framework (NQF). However, due to the availability of the employees, it was easy to follow up on the return of the survey. The first part of the survey has questions about management style, while the second part consists of climate questions.
However, this led to a limitation in the climate survey, as the chosen scale was not appropriate for four questions in this section of the survey, i.e. however, the overriding factor was that the chosen description applied to 35 of the total of 39 questions asked in the survey. examination. Emphasis was placed here on the anonymity of the survey, as the information requested was of a personal nature.
Although the response to the survey was positive, unlike the pilot test, concerns were raised about the anonymity of the survey due to questions regarding position in the company and. Two methods were primarily used in the analysis of the collected data from this study.
Chapter Four . Results of the survey
Introduction
Response rate
- Gender
- Race
In the final part of the survey (see Appendix 4), respondents were asked to indicate their position in the company, the department they belonged to, their gender, race and age group. Managers and senior managers were included in the sample to compare management styles at different hierarchical levels in the company. The number of respondents from sales and administration departments was quite similar and represented a quarter of the total sample size.
Again it is clear to see, the production department is responsible for the majority of the people working in the company. Given the male-dominated history of the company, the above statistics do not come as a surprise. 53% of the respondents' results indicate, the management style at the mill is Team Leader i.e.
While this result is positive, the results of the remaining respondents show a very different picture. This result is worrisome because the above leadership styles are mostly ineffective according to managerial network theory.
Evaluation of organisational climate
- Factor 1 Leadership Support and Facilitation
MBA Dissertation Management Style and Its Impact on Organizational Climate .. rules and regulations disrupt work and departments sometimes experience inter-departmental conflicts. One in five respondents (20%) said that the company almost never has a good image to outsiders, and one in five respondents (20%) also indicated that there is almost always conflict and ambiguity in the workplace. A correlation matrix as shown in Table 4-12 was prepared to show the relationship between the management style and the various variables of organizational climate as identified in this study.
The correlation analysis of management style and professional and organizational spirit resulted in r = 0.63 and a significant value of 0.000. The correlation of management style with conflict and ambiguity yielded a correlation coefficient of r = 0.678 and a significance of 0.000 < 0.05. The association of management style with organizational regulations and pressure resulted in a negative correlation coefficient of 0.296.
Correlation analysis of leadership style and work challenge, importance and variety yielded a correlation coefficient of 0.628 and a significance value of 0.000. Finally, the correlation of leadership style with work group participation, wam1th, and agreeableness resulted in a correlation coefficient of 0.031 and a significance value of 0.833 >.
Summary of main findings
From this point of view, there is no single vision that drives the individuals in the mill towards a common goal. For all the climate factors identified in the study, managers rated that they rarely or occasionally implement them. The large differences in responses confirmed that while some managers create a positive climate, others do not.
When looking more closely at the relationship between leadership style and the six organizational climate dimensions, leadership style was found to be strongly related to leadership support and facilitation and workplace conflict and ambiguity. This shows that the challenges of interpersonal relations in the plant are more focused on the relations between subordinates and managers. Therefore, in the mill, if we direct several managers to the leadership style (9.9- Team Leader), we can create a general positive organizational climate, which can consequently have a positive effect on the company's performance.
Given the limitations of this study, it was not possible to include these variables in the research. In the next section, we look at a possible organizational development effort towards creating change for the desired management culture and the corresponding climate in the mill.
Chapter five Recommendations
Leading the plant's transformation efforts must start with a vision of the future that everyone in the company can work on. This lack of commitment quickly becomes apparent and organizational members, regardless of how much they personally believe in the process, come to the same conclusion: why bother? According to Tobin (1993), becoming a learning organization is not a short investment and involves changing the entire culture and ethnic background of the organization.
Too often, organizational politics results in a division or group asking the organization's leaders for an exception to a new program. .' The new program must involve all parts of the organization to be successful. Organizational leaders must ensure that all parts of the planned transformation are coherent, that all elements work towards the same goal. Leaders who are confident of success and constantly push their organizations along the learning curve will ultimately have the shortest journey.
There are many resources available locally to help equip employees with these skills, so the facility should not feel as though it has to develop and provide all the necessary education and training on its own. The role of the team leader is crucial in the formation and development of teams.
Chapter six Conclusion
This is somewhat evident in the factory, where it has experienced negative growth since late 2001 to date. Findings in the climate section of this study have revealed that there is occasionally a positive climate in the workplace regarding leadership support and facilitation, company image, issues related to conflict and ambiguity or regulations, and work pressure or challenge. of work on this issue. This implies that the leaders in the company influence the feelings and attitudes of the employees based on their management style of their employees.
This perception of almost half of the respondents in this study indicated that more managers need to be moved to a more effective way of managing the plant. Tobin's (1993) learning organization theory was chosen over the managerial network intervention (Slake and Mouton: 1975) because of the similarities in both approaches and contemporary management trends evident in Tobin's theory. The recommendations included a detailed description of the five foundations of the learning organization approach and a course of action to be taken in the plant to ensure business success.
The company should assess management style and organizational climate at different stages in the transition to a "learning organization" to determine success against a team leader type of organization.
Appendix
Appendix 1 Organigram
Durban Mill
- Appendix 3 Sample of respondents
- Appendix 4 Questionnaire
- Appendix 5
- References
Read each one carefully, then use the scale provided to decide to what extent it actually applies to your manager. Your manager encourages you to participate when it comes to decision-making and tries to implement your ideas and suggestions. Your manager closely monitors your schedule to ensure that the task or project is completed on time.
When you see a complex task to completion, your manager ensures that every detail is taken care of. Your manager can easily carry out several complicated tasks at the same time. When you correct your mistakes, your manager doesn't worry about jeopardizing his/her relationship with you.
Your manager enjoys explaining the intricacies and details of a complex task or project to you. Slocum; Collective Dissonance: Refining the Concepts of Psychological and Organizational Climate in Organizations; 1985; Academy of Management Journal.
