In retail, the manager is the leader who sets the standards of how the store is to be run. The manager has to set goals, deal with problems, and make sure the staff knows their place in the organization. In many cases, a manager has to create a strategic plan that is designed with goals, tasks, and a vision of how the store should be. How a leader thinks is everything. A leader has to be positive, energetic, willing to take action in a moments notice, and write down specific goals for success. When a manager sets a goal, this is to motivate staff by setting a standard of what is to be accomplished in the store. Goals become dreams without action and that is what a manager is trying to achieve. In the path-goal theory, a leader’s behavior is based on what is best for employees and the work environment in order to achieve a certain goal, employee satisfaction and performance, and motivate employees. The path-goal theory was created by Robert J. House in 1971 and was influenced by the expectancy theory of motivation that was created in 1964 by Victor Vroom. In retail, motivation …show more content…
Goals are made as a way to help a company be competitive and stay relevant in their field. The theory managers have is to make sure the store as successful as possible in order to attain job security. The influence a manager has on staff is important for the success of all goals to be accomplished. A manager is the backbone of how well the employees are trained to do their jobs properly. It takes a team of people in order for any organization to be successful. True leadership is done by people who are motivated and focused to achieve greatness. A manager’s job is to ensure that all employees know their role in an organization and carry out the tasks given to them (Schriesheim, 1996). It is the influence and guidance of the leader that helps to learn, grow, and evolve to be great future
According to the text, the “Path-goal theory is about how leaders motivate followers to accomplish designated goals” (Northouse, 2016, p.115). The basic idea is that leaders: defines goals, clarifies the path, removes obstacles
Goal attainment: Leadership involves goal attainment. It includes attention to goals and directs a group of individuals towards accomplishing a defined task or goal.
The set goals should also be those that are favourable to the workers, as well as the management team as a whole. This is to ensure that they can be met easily without much difficulties involved.
The goals include training on leadership. The objective is for management to gain the proper skills to effectively lead teams, resolve conflicts, and better their management abilities. The training will address employee turnovers to low wages, effective communication strategies, and effective leadership. Management will become more strategic in selecting the right candidates to fill positions. The knowledge and skills attained will be that managers will become better leaders by becoming more empathetic. Employees will begin to feel appreciated and become more motivated. As a result, the company’s morale will be boosted and there will be less consumer complaints about bad customer service.
The theory of goal setting was developed by Edward Locke and Gary Latham (1990) and states that there is a direct relationship between the setting of specific high goals and task performance. A higher degree of employee performance is obtained when specific goals are set compared to the performance achieved when employees are simply told to do their best (Latham & Locke, 2007). These findings have helped shape leadership styles and improve employee performance and job satisfaction (Posthuma & Al-Riyami, 2012).
Path-goal theory deals with the leader's style to motivate followers, to accomplish set goals (Northouse, 2010). The path-goal theory is simply the implication that a leader works with an individual to establish a goal. The leader does this by individual motivation to achieve the proposed goal, while working through obstacles that may hinder achieving that goal (Whitener, 2007). The basic assumption of path-goal theory is that the following motivates subordinates: the capability to perform the work, their efforts will result in a certain outcome, and the payoff will be worthwhile (Whitener, 2007). The path-goal theory is a pragmatic approach that the leader uses to motivate the followers to achieve the set goals.
Although most companies have different strategic goals to achieve; they need to make sure that not only are the goals of the company are followed through, but the performance of each individual employee is recognized. The company also has to ensure their supervisors are willing to push their subordinates to their fullest potential in whatever their career goals may be.
An organisation is a deliberate arrangement of team consisting different personal identities to accomplish some specific goals and managers are the ones who hold the responsibility of mastering and placing them together to strive for that purpose (Robbins, Bergman, Stagg, and Coulter, 2008). Robbins et al. (2008) have stated that managers are people who coordinate and oversee the work activities of others so that the goal is accomplished effectively and efficiently. Managers usually possess qualities such as having strong communication skills, flexibility, imagination, enthusiasm, problem solving skills, and of course the desire to be a great leader (Phdinmanagement.org, 2014). The structure of management conducted by a manager is often influenced by the four functions introduced by Henri Fayol (planning, organising, leading, controlling); how Henry Mintzberg’s management roles play in the organisation and also the three essentials management skills proposed by Robert L. Katz (Robbins et al., 2008).
The managers must set organizational goals aligned with the company mission. This will provide a strategy for achieving those goals. For example, planning can be seen at every level such as creating goals for sales as well as for the customer experience (Higgins, 1994).
Path-goal focuses on job performance and satisfaction by focusing on what motivates the employee (Northouse, 2013). The relationship between the leader’s style, work setting and the characteristics of the employee are central in path-goal theory. Daniel is an effective leader because he changes his style (Gupta, 2009)of management and leadership based on the group of employees he is working with.
To achieve this, managers must undertake the following functions: * Organisation * Planning * Staffing * Directing * Controlling Leadership is just one important component of the directing function.
Leadership and management are two words that are commonly mistaken; the relation and the differences between them are often unclear. Leadership can be defined as the ability to influence a group toward the achievement of a vision or a set of goals." Managers are there to plan, organize, lead and monitor employees' activities. Leaders also have to be able to guide an organization through change. As we will see later, vision is a crucial component in the success of this task.
Management can be simply defined as ¡§getting things accomplished through other people¡¨. Management is then the term describe the work done by the manager, which are planning, organizing, leading and controlling the use of human and other resources, in order to help the organization to achieve a higher organization performance. Planning is to define to goals or targets of the organization and devising action plans to meet organization goals. Organizing is to determine what tasks should be done, arrange jobs to subordinates, controlling the budgeting and divided tasks to individuals or teams. Leading is to motivate staffs to work, maintaining the progress of activities and good relationship and to ensure to work done effective and efficient. Controlling is to measure work performance, assess whether goals have been met, compare the set targets, and make corrections when it is needed
Goal-oriented leadership may involve establishing goals that descend down the organization, or a sequence of goals that act as steps toward a long-term objective (Myers). Goal-orientation at the strategic level can also be used to train and grow managers into leaders. According to David DeGeest and Kenneth Brown, “many organizations still struggle to find and develop qualified managers.” With a goal-oriented manager, he or she can motivate employees in a successful way to achieve the tasks given to them. A goal-oriented manager is also very important to keep the employees focused on the goal ahead of them. If the manager doesn 't have a clear understanding of which goal needs to be accomplished, the employees can’t be expected to work towards that specific
Organization goal is very important for managing organization in proper direction. It provides motivation for employees of organization. There is a main goal and operative goal. Main goal is a mission that represents organization’s fundamental purpose. And Operational goal is the goal set by the top authorities for mangers with their focus on how to operate the main goal. This operative goal for managers can improve efficiency and productivity of organization, if it’s going on proper direction (Rainey, 2014). It may be reduce workplace conflict. But there are many operative and managing challenges to achieve this goal. Goals are made in chain and hierarchies, which makes it more complex to manage. This complexity