LEADERSHIP
Question One
Mohandas Karamchand Gandhi was born in October 1869. He is the chosen individual in this context considering his widely known and recognized name, character, and most vitally his undertaking (Gandhi, 2007, p. 14). His predominant existence and presence in the political arena in the last century and their relation and impact in the current era are factors that make this leader a strategic and ideal one for analysis. Mahatma was a pre-eminent leader in India during the Indian independence movement. He is mostly known from his political ideologies and undertakings.
Mahatma was the pioneer individual regarding the factor of tyranny resistance with close application of the mass civil resistance (Wolpert, 2001, p. 226). Mahatma’s philosophy and leadership was largely influential in helping India gain her respectful independence. The leader was against violence and therefore vehemently campaigned against it as well as condemned those who took part in it or influenced its onset.
Mahatma Gandhi can be described as a teacher as well as a leader. He is a teacher based on the fact that he taught and campaigned for the integration and belief of his life and leadership ideologies and standings. He is a leader who instilled the right moral values to his followers and influenced the good characters of many (Gandhi, 2007, p. 23).
His leadership style can be related to the factor of being elected. Mahatma’s presence in the political arena was closely associated with the fact that he was liked, preferred, and elected by his followers and believers (Gandhi, 2007, p. 33). His presence and effect was also influential in the outer world especially regarding the factor of civil rights for every person. His leadership style was hinged on aspects of fairness and accountability. These elements were largely aided by his taught ideologies.
Question Two
Business change is a strategic operational inclusion by the respective management regarding the performance of the firm (Northcote, 2008, p. 12). It is a process that is influenced by a number of processes and elements that can either be optional or compulsory. These elements can be as a result of direct processes by the management or simply caused by business and economic forces.
Structure refers to the design and framework regarding duties and flow of data in the workplace as defined by the relevant managerial department. The business or workplace structure is defined in a way that best suits the wants of the respective business. The management therefore creates a viable structure that ideally connects all aspects of the organization and consequently sees to it that it is effective. A structure change can be necessary so as to better meet the demands of the business in question. Educating the employees on the necessity of the structure change is an effective way of ensuring that they are able to cope with it better by aligning their preferences and skills.
Task change is also influential in altering workplace setting in a number of ways. Task change refers to the shuffling of individual employees in the workplace due to a number of reasons deemed necessary by the relevant management. Change of tasks can also be impacting on the workplace negatively especially on its onset. The HR management should give the necessary moral and motivation such as salary increases to ensure that the employees can better cope with their new situation. Giving employees more time to research and probably add more knowledge on their possible task change can also be better way of enhancing respective coping with the change.
Technology is a factor that can widely affect the workplace. Technological change can be both positive and negative depending on the situation at hand. However, in numerous situations, the onset of new technologies is the priority and want of the business management so as to enhance performance and probably increase profits. Giving employees the necessary knowledge regarding operations of the new technologies is beneficial in enhancing how fast and effective they cope with the change. The management should also take the prerogative of giving the employees adequate time to adapt to the new changes.
People can influence the setting in the workplace. Ideally, the onset or hiring of new people in the workplace can lead to numerous changes that the employees are obviously not used to. It is the responsibility of the management to enhance the employees’ coping process with the new changes. Creating a proper rapport with the existing members can be an easy and productive way of achieving this quest.
Question Three
Employee burnout is a factor that largely affects negatively the undertakings and performance of the business (Morris, 2003, p. 4). The indications that an employee is experiencing burnout are numerous. For instance, the reduction in speed and poor performance indications are possible indications of burnout. Mood swings, low morale, and general unhappiness are also emotional factors that can help in identifying employee burnout. The management can reduce employee burnout through a number of ways (Morris, 2003, p. 45).
The most basic mode of combating this negativity regards motivational strategies such as salary increment. Incentives such as free trips are also helpful undertakings in reducing employee burnout. To prevent future burnout, as a manager, I would create a program that directly addresses employee factors and elements that contribute to burnout. I would also increase incentives and motivational processes in the workplace so as to capture their respectful attention and thereby reduce chances of future burnouts.
One way to help reduce burnouts is to use the one minute manager program. This involves using three strategies in leadership. The first one is the use of the one minute goals which entail a very short meeting between the leader and the employees to set the goals. These goals are then documented in a short statement and reviewed occasionally to make sure that they are being achieved. The short meetings reduce the negative effect of long meetings which are normally considered boring. Also the constant review of the goals helps in keeping the employees in touch with the goals. It also updates the team members of how well they are doing in achieving the goals and this act as a motivator to improve performance. The one minute goals also help to reduce confusion which may also lead to a burnout.
One-minute praising is also a systematic approach by the employee that helps in increasing employee involvement and motivation thereby reducing possible employee burnouts in future. This approach involves the leader being open with the employees about how they are performing. In this case if a leader finds someone doing something good they should praise them on the spot. After the praise the leader should then give the employee about a minute to feel good and then end the conversation by shaking hands. This approach is useful as it involves constant praise hence motivating the employees always as compared to praising them at the end of a month or year.
The third strategy involves the one minute reprimand. This is in a way similar to the second approach only that in this case it involves being honest with the employee about their wrongs. This strategy involves the leader reprimanding the employee for the mistake they did on the spot and then shaking hands with the employee. This last step is accompanied by reassurance from the leader to the employee that the reprimand was only because of the wrong done and that the employee is really appreciated and important as a part of the team. This helps the employee stay motivated and hence avoids a burnout.
It is important to point out that the one minute strategy are not necessarily one minute long activities but what this means is that the activity takes the shortest time possible.
References
Gandhi, R (2007). Gandhi: the man, his people, and the empire. University of California Press,
2008.
Wolpert, S. (2001). Gandhi's Passion: The Life and Legacy of Mahatma Gandhi. Oxford
University Press
Northcote, J. (2008). Making Change Happen: Implementing Business Change: A Practical
Guide.
London: Cengage Learning.
Morris, E. J. (2003). Employee Burnout. Springfield, MA: Southern Illinois University
Carbondale.
