Tannenbaum and Schmidt continuum

Tannenbaum and Schmidt continuum Executive Summary The following essay will demonstrate the authors ability to understand key theoretical and strategic issues relating to human resource management. The author will take the needs of the organisation and the individual, in order to maximise motivation, workplace practices and culture. These are some examples that are required for effective project management. Therefore, the author will critically compare three contingency situational theories and apply these to the authors own experiences within the workplace or outside commitments. The aim is to exemplify high-quality project management skills and identify what is required to become a successful leader. To begin, when individuals first learn about Fiedlers contingency theory, they generally think of the more readily used form of the word contingency (Envision, 2005). In essence, they assume that contingency is an element that relays upon or caused by another event i.e. leaderships, groups of people or infrequent relationships come into contention. However, at its base, contingency means individuals interacting with each other. This involves the connection or dependence amongst followers and their leaders. Between 1950 and 1960s, psychologists including Fielder, began to study leadership and behaviour styles of managers. However, before Fiedlers study, psychologists focused on the characteristics of successful leaders and believed in an ideal science of organisation. Psychologists believed that there were preeminent methods to run a group or organisation, which had the best decision making and effective business practices. Therefore, Fielders contingency theory was a benchmark to all modern management theories, in contradicting, singular ideal organizational approaches (Envision, 2005). The rationale of Fiedlers contingency is based upon the relationship between a leaders personality and the current environment in which a leader operates. A leader can be defined as, an individual who is given the task of directing or coordinating task-relevant activities, or an individual who carries the responsibility for performing these functions when there is no appointed leader (Envision, 2005). Therefore, the theory is based on determining the orientation of the leader (i.e. relationship or task) and the elements of the situation (i.e. leader-member relations, task structure, and leader position power) (SAC Business, 2007). Although, its worthwhile noting that task-oriented styles are more effective when a leader either has or doesnt has influence upon a particular situation. Relationship-orientated styles are more effective, only when a leader is reasonably favourable to their influence. In Fiedlers view, the appropriateness of the leadership style for maximizing group performance is contingent upon the favourableness of group-task situations (Fielder, 1967). While the theory foresees leader effectiveness upon an individuals characteristics and favourableness of the situation, the significant of effectiveness is anticipated by most variants of contingency theory as choosing the correct style of leader. The style of the leader is anticipated by both external and internal factors within an organisation i.e. a leaders awareness and agreement with other individuals upon a given task. In other words, the organization should match up a particular manager and his style to the demands of the situation or alter the variables within the situation, i.e., the power that goes with the leadership position, so that the situation becomes more conducive to the managers style of influence. Fielder proposes that it would be easier and more effective if an organisation engineers a job to suit a leader and not a leader adapting his own leadership style to fit the job. In essence, an organisation should match a manager and his style to the demands of the situation or alter the variables within the situation (Dean, 1976) i.e. the power associated with a leadership position, which will make the situation more conductive to a managers style of influence. There have been other contingency theories (situational contingency theory), which agree upon the non-existence of a single correct solution within an organisation. Additional similarities allowed the main principles to be amalgamated into one typical contingency theory i.e. group effectiveness requires cohesion between a leaders style and situational demands. Likewise, the theory which Fielder defines as, situational control, would demonstrate how a leader can have an influence on a groups behaviour and actions. Nevertheless, the Fielder theory hypothesises that most situations will have three aspects which will constitute a leaders posture: The Environment i.e. the groups assurance of the leader. Vagueness or clearness of the groups task. A leaders influence will effect on how the group performs on a given task. Therefore, in reference to the authors experiences, there was time when the author was rugby captain for a local Rugby team. Taking Fielders three theory hypothesis into context, the author had the acclaimed respect and confidence from other members of the team. The team were satisfied that they had a leader capable of delivering success and with this in mind; the team were fully focused on the task ahead. Before a league match commenced, the team were fully aware that they needed to work as a unit. All players knew that both the manager and the captain (author) demanded 100% commitment in a match or training. For whatever reason if a player lacked confidence or commitment, they would be dropped until they proved there worthiness. As a leader, the author regards himself as a benevolent dictator (Paul, 2004). The author can be ruthless in many respects, due to the hunger for success. The team understands the way in which the author reacts to particular scenarios i.e. the author has a fun side, as well as a serious side. As discussed, the author respects fellow team members and the team respects the author. Therefore, this is regarded as a recipe for success and could be reflected in the teams outstanding results. In contrast to Fiedlers contingency theory, which anticipates that a leadership style is difficult to change (Wiley, 2010), Hersey-Blanchard situational leadership model proposes that successful leaders adjust their leadership styles. Therefore, instead of utilising one style of leadership, leaders should change their leadership styles based on the maturity of the people theyre leading and the details of the task (Mind Tools, 2010). In essence, this theory allows the leader to judge both tasks and relationships with individuals more effectively, depending on the requirements that are needed to do the job successfully. Hersey-Blanchard devised a model map, which relates a particular leadership style to a maturity level. The table below (figure 1 Mind Tools, 2010), identifies which leadership style Hersey and Blanchard consider the most effective for people with that level of maturity. Hersey-Blanchards Model Map In essence, there are essentially four main leadership styles and these are explained in the examples below: S1 Telling. A leader will tell individuals instructions on what needs doing and how to complete the task successfully. S2 Selling. A leader tends to provide more communication with the individuals, even though a leader will still provide task instructions. Leaders tend to sell their message to get the entire team on board. S3 Participating. A leader tends to focus more on team relations and less on task direction. A leader will become more involved in a teams task and will have an equal say in decision making. S4 Delegating. A leader will become less involved in the decision making process. Although a leader will still monitor team progress, they will pass a proportion of the responsibility onto a follower or the entire group. In essence, leadership styles are split into two main areas. For example, S1 and S2 leadership styles concentrate upon completing a particular task. However, S3 and S4 leadership styles are more focused upon developing an individuals ability to work independently within a team. Likewise, an individuals maturity level will determine the style of leadership to adopt. A breakdown of maturity levels can be found in the examples below: M1 M1 maturity level is at the lowest point of the model map. Individuals who demonstrate at this maturity level tend to lack the necessary skills and knowledge to complete a given task upon their own ability. Its common to push these individuals to achieve something. M2 At this level, followers might be willing to work on the task, but they still dont have the skills to do it successfully. M3 Individuals at this level are well prepared and have the wiliness to complete a given task. However, these individuals still tend to lack confidence in their abilities to achieve something. M4 M4 maturity level is at the highest point of the model map. Compared to other levels on the maturity scale, individuals at this level posses the necessary skills and knowledge to complete a given task i.e. high confidence levels and strong commitment to complete a given task successfully. Essentially, every team which is created from a group of individuals are not equal. A theory behind Hersey and Blanchards situational leadership model argues that a leader will be more effective when they adopt a leadership style that is based upon either individuals or groups they are leading. In reference to the authors experiences, there was a period when the author worked within the Information systems department at Nissan Motor Manufacturing (UK) Limited. The author was given the responsibility of being in charge of a new individual within our resolve group. The author assumed the new individual had some of the required skills to reach the department goals, but not all of them. However, to the authors relief, they had the correct approach and attitude to complete the work. Therefore, the author believed that the individual was at a M3 maturity level (Medium maturity, higher skills but lacking confidence), which is linked to the S3 leadership style (Participating/supporting). Over the weeks that followed, the author ensured the individual was trained to the best of the authors ability, pushing and teaching the individual where necessary i.e. training of new systems. The authors main objective would be to ensure the individual would eventually make their own decisions and as a result, the author identified that both our relationships strengthen over the weeks and their own individual efforts are successful. Compared to the two previous contingency-situational theories, Robert Tannenbaum and Warren Schmidt developed a simple model which, developed a continuum of leadership behaviour to describe a range of behavioural patterns available to a manager (Dean, M, 1976). In other words, the model demonstrates the relationship between the level of freedom that a manager chooses to give to a team, and the level of authority used by the manager (Chapman, A, 1995-2009). The model below (figure 2) is based with Fred Luthans Organisation Behaviour (1995). A leaders action identified on the left of the model, typify a manager who maintains a high degree of control. Whereas, a leaders action identified on the right of the model, typify a manager who delegates authority. Tannenbaum and Schmidt felt that a leader should not choose one style and adhere to it strictly but should be flexible and adapt his style to the situation (Dean, M, 1976). Tannenbaum and Schmidt acknowledged that there should be an interaction between a leader and his /her team. There is usually a trade-off between the control exercised by the leader and the control exercised by the team. However, its identified that no one usually has 100% control of a situation. Even though a leader may give a direct order, other individuals may retain control over i.e. how eager an individual obeys an order. Tannenbaum and Schmidt highlight four diverse leadership styles: Telling A tyrannical style, which a leader gives specific instructions and will monitor individuals intimately. Telling style, is useful when individuals cannot deal with a task unaided, are reluctant, are introduced to a new leader or a previous leader who allowed standards to depreciate. This style will only work well, when you monitor key performance indicators closely or be precise about standards and performance targets for example. Selling A manager will make a decision and then sells the decision (Sherwin, 2009). Selling is acknowledged as being influential, in which a leader gives a clear direction upon a given task and supervises a situation very closely. Selling is also regarded in explaining decisions, encouraging suggestion and supports progress. However, this style works well, when team motivation is lacking and more appropriate when a particular task is non-negotiable. Its also appropriate when a teams motivation is critical to achieve task success. Although, for this style to be successful, you need to reward positive attitudes, listen to staff more closely and develop team skills for example. Consulting A manager will present ideas and invites questions. A manager will have hesitant decisions that are subject to change. A manager will present a problem, get suggestions and make a decision (Sherwin, 2009). Consulting, is collaborative in a style which a leader will discuss a task and will listen to a teams collective ideas. A leader will take each idea into consideration and will have to make a key decision. Consulting is appropriate when a team has both the competence and sufficient skills to contribute to a particular cause. However, the leader has the desire to retain control of a situation, particularly when a leader feels there is an imbalance between a teams competency and any associated risks. Although, for this style to be successful, you need to focus on morale, team spirit and encourage team participation for example. Participation A manager will define a team limits and ask a group to make decisions. A manger permits subordinate to function within limits defined by superior(Sherwin, 2009). Participation is a facilitating style, which a leader gives a team maximum responsibility. Participation is appropriate when a team can demonstrate competency and has a positive attitude towards a task. A leader can have the confidence in letting a team get on with a task and utilise this as a crucial part of the development process. Although, for this style to be successful, you need to act as a resource tool, allow individuals to independently develop their learning and identify potential individuals that can show an example to others. Before the author decided to enrol in higher education, there was a period of time when the author was an apprentice electrician with the local council. The role involved attending a variety of jobs in office buildings, factories, schools, hospitals etc. Emergency call outs were frequent and there was one particular job which required urgent attention. The nature of the job involved an elderly couple, which experienced severe flooding from their bathroom and it was leaking through light fittings in the kitchen. When the author and a colleague arrived at the scene, the damage was worse than anticipated. Therefore, the author had been given the authority to contact the depot to ask for additional members of staff including a plumber and a plasterer. When they arrived on scene, the author coordinated the entire job to ensure the power circuits were repaired, damaged pipe work repaired and the ceiling patched where the water was leaking. Although the author maintained partial authority, the author allowed the team to coordinate some activities amongst themselves. Therefore as the situation changed, the author demonstrated a degree of flexibility, which can be highlighted in Tannenbaum and Schmidts Model of Delegation and Team Development If you refer to the model above, the author tends to typify a leader who demonstrates authority. The author tends to gain a range of theories and ideas which are discussed with the group. Once achieve, the author would make an appropriate decision. In essence, all three contingency theories have unique characteristics that are suited around a particular style. The contingency theory which the author believes will benefit a workforce is the Fielder-Contingency theory and this assumption is based upon the authors own experiences. In comparison to the Hersey-Blanchard and Tannenbaum and Schmidt leadership theories, the author particularly likes the way which Fielder justifies that leaders are not just successful or unsuccessful. Depending upon the situation at the time, leaders can be either effective or ineffective. Therefore, any individual can have the potential to become a successful leader if they choose the most appropriate situation to apply their leadership styles. By adjusting certain elements i.e. task structure, relationships; a leader can have a more effective leadership style. Fielders scale can be relevant in determining leadership styles. References Chapman, A (1995 2009) Tannenbaum and Schmidt continuum. Available at http://www.businessballs.com/tannenbaum.htm. (Accessed: 6th April 2010) Dean, E. M (1976) Managerial Styles. Available at www.airpower.au.af.mil//mar-apr/dean.html. (Accessed: 6th April 2010) Envision Software (2005) Fielders Contingency Theory. Available at http://www.envisionsoftware.com/articles/Fiedlers_Contingency_Theory.html. (Accessed: 31st March 2010) Fielder, F. E (1967) A Theory of Leadership Effectiveness, McGraw Hill, New York, p. 147. Luthans, F (1995) Organisation Behaviour, 7th edition, McGraw Hill, New York Mind Tools (1995 2010) The Hersey-Blanchard Situational Leadership Theory. Available at http://www.mindtools.com/pages/article/newLDR_44.htm (Accessed: 2nd April 2010) Paul, L. G (2004) Ruthless Strategies for Succeeding in Times of Trouble. Available at http://www.cio.com/article/32171/Ruthless_Strategies_for_Succeeding_in_Times_of_Troube. (Accessed: 6th April 2010) SAC Business (2007) Fielders Contingency Theory. Available at http://docs.google.com/viewer. (Accessed: 31st March 2010) Sherwin, L (2009) Styles of Leadership Available at http://www.lindsay-sherwin.co.uk/guide_team_leadership/html_leadership_styles/4_tannenbaum_schmidt.htm. (Accessed: 12th April 2010) Wiley (2010) What are some additional directions in leadership development and research? Available at http://docs.google.com/viewer. (Accessed: 1st April 2010) Bibliography Chapman, A (1995 2009) Tannenbaum and Schmidt continuum. Available at http://www.businessballs.com/tannenbaum.htm. (Accessed: 6th April 2010) Contingency Models (1997) Contingency Models Website Available at http://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Styles/conti.html (Accessed: 31st March 2010) Dean, E. M (1976) Managerial Styles. Available at www.airpower.au.af.mil//mar-apr/dean.html. (Accessed: 6th April 2010) Envision Software (2005) Fielders Contingency Theory. Available at http://www.envisionsoftware.com/articles/Fiedlers_Contingency_Theory.html. (Accessed: 31st March 2010) Fielder, F. E (1967) A Theory of Leadership Effectiveness, McGraw Hill, New York, p. 147. Luthans, F (1995) Organisation Behaviour, 7th edition, McGraw Hill, New York Mind Tools (1995 2010) The Hersey-Blanchard Situational Leadership Theory. Available at http://www.mindtools.com/pages/article/newLDR_44.htm (Accessed: 2nd April 2010) Paul, L. G (2004) Ruthless Strategies for Succeeding in Times of Trouble. Available at http://www.cio.com/article/32171/Ruthless_Strategies_for_Succeeding_in_Times_of_Troube. (Accessed: 6th April 2010) Peters, L. H., Hartke, D. D., Pohlmann J. T. (1985) Fiedlers Contingency Theory of Leadership: An application of the meta-analysis procedures of Schmidt and Hunter, Vol 97 (2), pp. 274-285. DOI [Online]. Available at http://Psycnet.apa.org/doi (Accessed 1st April 2010) Pugh, D.S (1988) Organization Theory, Penguin Books, pp417 424 SAC Business (2007) Fielders Contingency Theory. Available at http://docs.google.com/viewer. (Accessed: 31st March 2010) Sherwin, L (2009) Styles of Leadership Available at http://www.lindsay-sherwin.co.uk/guide_team_leadership/html_leadership_styles/4_tannenbaum_schmidt.htm. (Accessed: 12th April 2010) Wiley (2010) What are some additional directions in leadership development and research? Available at http://docs.google.com/viewer. (Accessed: 1st April 2010) Vecchio, P. R (1988) Organizational Behaviour, Dryden Press, pp286-304

Py 270 Appendix D

University of Phoenix Material Appendix D Psychological and Psychophysiological Stress Disorders Respond to the following: 1. Stress can be the root cause of psychological disorders. Name four symptoms shared by acute and posttraumatic stress disorders. 1) There can be re-experiencing events such as dreams. 2) Avoiding special circumstances where an event can remind the person of the event. 3) Losing interest in things that were once pleasurable. 4) Trouble sleeping and increased anxiety. 2.What life events are most likely to trigger a stress disorder? Any events that are considered stressors like every day happenings can trigger stress disorders. Events such as death, rape, assault, abuse can be triggers for a stress disorder. 3. Traumatic events do not always result in a diagnosable psychological disorder. What factors determine how a person may be affected by one such event? A persons tolerance to stress depends on genetic and biological factors. The brain can actually be changed by traumatic events.Certain personality characteristics make a person more prone to a psychological disorders. 4. What are the four stages in meeting the psychological needs of disaster victims? a. Psychological debriefing and/or medical care immediately following trauma. b. Therapy to aid in ending stress reactions. c. Therapy to help gain perspective on traumatic event. d. Therapy and assistance to enable individual to return to normal levels of functioning after trauma. 5. What is the link between personality styles and heart disease?There is a link between personality styles and heart disease. There are two basic personality types, type A and type B. Type A personalities tend to be more aggressive, angry more often, very driven, and impatient. Studies show a correlation between coronary heart disease and type A personalities. 6. List and briefly describe four psychological treatments for physical disorders. 1) Insight therapy and support groups- particularly if the ailment is de pression or panic disorders.This form of treatment will help the patient to process information and talk to others about coping mechanisms. 2) Cognitive interventions-patients learn to rid themselves of negative thoughts about the pain they are experiencing to keep their mind off of it. 3) Hypnosis-puts patients in a relaxed sleeplike state. The hypnotist talk positively about what the patient is experiencing and almost reverses the way of thinking about the pain. 4) Meditation-helps patients to go into a relaxed state and release stress.

Lab Results Fermenter Essay

To determine the amount of anti-microbial peptide production by Staphylococcus warneri under various conditions when 2L and 10L Fermented. To Test the effects of one uncontrolled parameters sush as pH, Temperature or dissolved Oxygen and compare findings. To produce anti-microbial activity from Staphylococcus warneri.Staphylococcus warneri is a member of bacterial genus Staphylococcus, consisting of Gram-positive bacteria with spherical cells appearing in clusters. Colonies of S. warneri are usually tan, yellow and about 2-4mm in diameter after 48 hours incubation at 35Â °C. It is commonly found as part of the skin flora on humans and animals. S. warneri rarely causes disease, but may occasionally cause infection in patients whose immune system is compromised. S. warneri is known to produce antimicrobial peptide activity in the form of Nisin. The optimum conditions for this to occur are pH 7. Nisin is a polycylic antibacterial peptide with 34 amino acid residues used as a food preservative. It is produced by bacterium and which contains antimicrobial activity and which is known as a bacteriocin. Nisin has been found to have properties that can control spoilage caused by lactic acid bacteria.

Essay on Federal Disaster Planning and Relief - 620 Words

This paper will discuss information on the federal disaster planning and relief program, and explain how the program raises issues of federalism, and the pros and cons from two perspectives. Disaster planning is the development and documenting of a plan that will allow an organization to recover from a catastrophic event. It should include procedures that are appropriate to the function and size of the business (Bucki, J.) As where disaster relief is the services or monies available to individuals, families, and communities who have suffered from some form of a catastrophic disaster such as: †¢ Floods †¢ Hurricanes †¢ Earthquakes †¢ Drought †¢ Tornadoes †¢ Riots (New World Encyclopedia) When these catastrophic disasters happen, an†¦show more content†¦ Tierney, K). List of Catastrophic Disasters †¢ Hurricane Katrina †¢ Hurricane Rita †¢ 9/11 †¢ California Wildfires †¢ Midwest Floods How Disaster Planning and Relief Raise Issues of Federalism The American form of Federalism has been argued as one of the main challenges to an effective response. For instance, conflicting goals may create tension between different levels of government agencies, local authorities may be reluctant to turn responsibilities over for dealing with the emergency to federal and state entities, and there may be various degrees and forms of collaboration (Schneck, D. 2009). Issues with federalism surfaced within several contexts in 2005, for instance, â€Å"The REAL ID Act, federal requirements associated with Temporary Aid to Needy Families reauthorization, the Terri Schiavo case, state and local government opposition to the No Child Left behind Act, and senate confirmation hearings for Chief Justice John Roberts and Justice Samuel Alito, and the delayed and poorly coordinated intergovernmental response to Hurricane Katrina and Rita also generated debate in Congress, and among academics an d the general public as to the appropriate federal, state, and local roles in responding to emergencies (Schneck, D. 2009).† There has also been occasions where issues of federalism have crossed paths in article form with emergency management andShow MoreRelatedThe Importance Of Planning For Disaster Response And How The Lack Of Planning1208 Words   |  5 Pageswas the importance of planning for disaster response and how the lack of planning can have a serious negative impact on the effectiveness of providing relief to those in need. 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