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Leadership in Good Sport
The company in the simulation named Good Sport which is a Florida based manufacturer of fitness equipment such as treadmills, bikes, steppers and rowing equipment. Basketball player Jason Poole founded Good Sport 15 years ago. Good Sport has fifteen years of experience in providing excellent products to clients. The company has been successful marketing its exercise equipments to hospitals. Good Sport has also succeeded to provide equipments for clubs, hotels and residences into North Carolina, South Carolina and Georgia. The latest interactive holistic exercise equipment which developed by research and development (R&D) department is named XtendSport. Good Sport has four departments, R&D production, sales, and finance. Any new equipment need to be approved by each of the four departments before it can go to production. To continued succeed, Good Sport should consider the latest trends by designing and manufacturing new products.
Organization structure in Good Sport is the one which we see most frequently in corporations. The previous CEO Marvin Wallace led Good Sport and was in charge of production, R&D, sales, and finance departments. Each of the departments has their own vice president, senior manager and lower manager. Lower managers need to report to the senior managers, and senior managers need to report to the vice president, and finally report to the CEO. It means commands and decisions flow down from the CEO through certain management levels to employees. Therefore, within the company of Good Sport, it is a hierarchical or tall organizational structure. The hierarchy in an organization defines the ordered relation in term of power in decision making on a set of members in the organization (Shiba, 2002). The benefit of using hierarchical organizational structure is middle managers serve a valuable function by controlling work activities and managing corporate growth The disadvantage of using hierarchical organizational structure is too many level of managers cost too much (McShane & Von Glinow, 2004).
Organizational culture is the basic pattern of shared assumptions, values and beliefs that govern behavior within a particular organization. Organizational culture is a deeply embedded form of social control. It is the “social glue” that bonds people together and makes them feel part of the organizational experience. (McShane & Von Glinow, 2004). Good Sport’s has a dominant culture which is the high power distance, because most decisions go from the owner through certain management levels to employees. This dominant culture is shared most widely by the organization members.
Sport leadership is an emerging area of research. Most of the leadership models from business management psychology field helped to shape some of the initial models that led on to popular sports leadership models such as the contingency theory (Fiedler, 1964), the discrepancy theory (Chelladurai, 1984), the path-goal theory (House, 1971), and the transformational leadership theory (Bass, 1990). After reading relevant research Chelladurai and Carron in 1978 conceptualised the multidimensional leadership model.
Organizations are initially structured around tasks, and as the organization continues to grow, the structure within the organization takes on many characteristics. Not all structures are advantageous, especially if they are lacking in some areas. There is a relationship between structure and size of the organization that affect the centralization of the organization. At the highest levels, the personality of the chief executive may amend the organizations' structure. The structure within an organization helps define the roles and responsibilities among the members from each department and work group. The four general types of organization structure are functional, divisional, matrix, and project based. “Organizational structure is the skeleton of an organization” (Feigenbaum, 2013) and how these individuals relate to each another. Structure is a statement of the current affairs, not the ideas, intentions or improvement within an organization. When business leaders develop their initial plans for an organization, he or she looks at how to design a company and takes inventory of all the tasks, functions and goals of the business. The leader then develops groupings and ordering of job positions, departments, and human resources to effectively and efficiently perform these tasks. Technology, size, environment, strategy and goals affect an organizational structure and effects, whether they are categorized as mechanistic or organic.
Organizational Culture Organizational culture is important in a business. The culture are the norms under which the company operates and are often found in stories, rituals, symbols and language (Robbins and Judge, 2012). The Court transfers culture by way of stories, ritual and language. As a new hire in the court, orientation includes an explanation of how and why the court system was established and to embrace changes a given constant.
Leading teams today is a unique opportunity. Interaction between managers and employees has changed so much over the last few decades (Robbins, Decenzo, & Coulter, 2013). Leaders of the past used an autocratic theory, meaning that employees did was their boss asked and did not question why. The employee did not participate in any decisions or give any input to new ideas. The leaders of today understand that if they want to maximize their employee’s performance they must be a leader that influences their employee. It is a different relationship of the past.
Organizational culture is the system of shared beliefs and values that develops within an organization and guides the behavior of its members, while organizational structure is an expression of social and economic principles of hierarchy and specialization (Kinicki, 2015). Both the culture and the structure of an organization are important things for management to understand in order to successfully set and achieve an organization’s goals. Companies who excel in highly competitive fields can attribute their successful economic performance to a cohesive corporate culture that increases competitiveness and profitability. This culture is best utilized in an organization that has the necessary structure to allow its employees to coordinate their actions to achieve its goals.
Captains of sports teams are given the stereotype that they are the most athletic player on the team, scoring the most goals and handling the ball best. In truth, captains have a lot of work they have to do that doesn’t even involve playing the sport. Captains are the most looked at player of the game; other players, younger kids and coaches look to them to set examples. They have to set examples in every aspect of the game; athleticism might be part of their job but it is not limited to it. The captain of any sports team must set the leadership standard for commitment, confidence, intelligence, and attitude.
The argument has been made that sports teams, whether they are college-level teams, professional teams, or club teams, have a unique culture that is dictated and directed by the coaches who lead them (Johnston, 2014). The idea that sports teams have a unique culture that can be dictated by a coach has become a topic of great interest in recent years as more people, both in and out of sports, have argued that a negative organizational culture within athletic teams breeds violence, misconduct among players, and causes a lack of motivation for a sport for players (Turman, 2003; Johnston, 2014). However, if the orgnizational culture within a sports team is negative, the question that must be asked is how can a coach influence and motivate players in a way that creates a positive organizational culture.
In business environment dealing with an organization assumes a vital part in the accomplishment of the organization. To deal with an association whether its little or extensive we need individuals at diverse levels of the association, so we sub partitioned levels of administration as top level, center level and low level administration. For this I took Spencer’s as an example to explain the different management levels in organization and several data is used to benefit of the organization. In this organization top level managers will be the superior and their roles are Chief Executive officer (CEO), President and vice-president.
Organizational culture is imperative to the success of the organization. The strength and core values of the organization is supported by the organizational culture. This allows for organization to operate in a specific manner that is specific to that organization and can pave the path for success. Company founders are passionate about their vision and mission and they elude that passion into their employees. When that passion and mission is successfully implied to the employees the company strives in it 's path to success.
Management and Leadership roles in Coach According to (Steven L. McShane, 2011) ethics is the study of principles or values that we use to determine whether an action performed by us or someone else is right or wrong. The ethical values that the organization has can either promote a good culture in which everyone chooses the right action, for example, they carry out the best action not for the good of themselves but for the betterment of the company. In order to have a positive atmosphere in which the employees can effectively carry out the goals of the organization there has to be a strong, positive, organizational culture in which ethics can have a large role in determining. Coach Inc. for example needs to have a positive organizational
Organizational culture can be defined as a system of shared beliefs and values that develops within an organization and guides the behavior of its members. It includes routine behaviors, norms, dominant values, and a feeling or climate conveyed. The purpose and function of this culture is to help foster internal integration, bring staff members from all levels of the organization much closer together, and enhance their performance.
The concept of organizational cultures was first raised in 1970s, and soon became a fashionable topic. Organizational culture is the shared beliefs, values and behaviours of the group. Theorists of organizations believe that organizational culture represents the pattern of behaviours, values, and beliefs of an organization. Hence, studies around organizational culture have been seen as great helpful and essential for understanding organizations and their behaviours. Additionally, organizational culture has been considered to be an important determinant of organizational success. Therefore, leaders and managers pay more than more attentions on this topic, focusing on constructing and managing organizational cultures.
Organizational culture can be defined as the glue that holds an organization together through a sharing of patterns of meaning. The culture focuses on the values, beliefs, and expectations that members come to share (Siehl& Martin, 1984). Organizational culture helps to contribute towards achieving the organizational goals, decision making processes, job satisfaction, employee motivation etc. It helps in uniting the employees of an organization.
Organizational structure within an organization is a critical component of the day to day operations of a business. An organization benefits from organizational structure as a result of all it encompasses. It is used to define how tasks are divided, grouped and coordinated. Six elements should be addressed during the design of the organization’s structure: work specialization, departmentalization, chain of command, spans of control, centralization and decentralization. These components are a direct reflection of the organization’s culture, power and politics.
The concept of organizational culture is one of the most debated topics for researchers and theorists. There is no one accepted definition of culture. People even said that it is hard to define culture and even more change it. It is considered a complex part of an organization although many have believed that culture influences employee behavior and organizational effectiveness (Kilmann, Saxton, & Serpa 1985; Marcoulides & Heck, 1993; Schein, 1985a, 1990).