Discussion 1.1: Structure
The structural design that is used in the Modern Shed Company is the network approach. Network structure is a structural design approach where a company depends on the other external organizations to perform acute functions based on the contractual foundation. The Modern Shed Company is thus based on the collaboration with the external dealers which comprises thirty five independent contractors based in United States. The dealer network in the Modern Shed Company comprises external partners who specialize in different field such as sales, office, material and constructions processes (Daft & Marcic 2013). Smith, the founder of the organization, determined the structure through partnering with the external specialist who he found would be effective, efficient and flexible to run the establishing company.
Discussion 1.2: Managing Change
The managing change in the Holden Outerwear Company is based on the integrating the old world tailoring into their products so that they can be able to use the paper patterns and fit thus able to develop the shape of the garment. The company is also the first in the industry to introduce different fits and other new elements of style. Dissimilar with the other companies’ brands, such as Ski-apparel that concentrates on utility to make their products look good, Holden Outerwear focuses on features that are stimulated by runway brands such as G-Star and Marc Jacobs. The company has faced challenges such as stiff competition from Wal-Mart, bonfire, Salomon and Burton (Daft & Marcic 2013). There is also a rampant imitation and plagiarism involved in the industry. However, since the company is based on coming up with the next big thing, plagiarism is not a worry to the management.
Discussion 2: Recruiting, Training, and Retaining.
Barcelona Restaurant Group has its own unique way of recruiting its employees in which I found it different from my job experience. Although the recruitment is highly strategic, recruitment is among the daily operations of the restaurant. However, on training, the company hires the right personnel with the right job attitude which is similar to my job experience. According to Lussier (2012), it is difficult for the organization to train people to engage into good attitude in the working place, a concept applied with various organizations. The restaurant also retains its employees based on the self-motivation and performance of competent, which is similar to my job experience (Lussier 2012). The company ensures that the best successive thing to exercise in a restaurant is to have the right personnel in-front of the customers.
Discussion 2.2: Rewards
Intrinsic rewards are intangible awards of a sense of achievement motivation. While extrinsic rewards are the physically awards that are given for accomplish something as recognition of one’s endeavor. In RSA Animate video intrinsic rewards include general esteem and applause gained from the peers. This increases intrinsic motivation for all academic work, but this is a pipe dream (Goleman, Boyatzis, & McKee, 2002). This will help one to tackle the hard tasks which need unpleasant mental strain of hard focus. For one to have extrinsic motivation must have extrinsic rewards. This includes change of discipline and positive attitude towards one’s work. The extrinsic motivation brings impact not only how we feel on certain work but also affect our future.
Job design is the process of assigning tasks to a job. Job design has a major impact on task identity, job feedback, self-sufficiency and task significance. Job design increases motivation through the following ways; Job rotation include shifting job to another which aid in reducing the following boredom, multitasking and repetitive strain injuries. Job enlargement brings together several tasks into one job. It improves work flexibility and efficiency. While combined with job knowledge and autonomy it improves on job performance and satisfaction. Job enrichment is reached after there is increment of employees who are responsible and meaningful to the job. By putting direct contact between employees and their clients help in establishment of client relationships.
Group 4 Leadership Forum
The effective leader in the forum used the expert power since he was able to use the specialized knowledge to share the information to the followers. On the other hand, the ineffective leader used the coercive power since he used penalties as means to create more attention during the forum in the forum (Goleman, Boyatzis, & McKee, 2002). The effective leader used relationship-oriented by applying relationship and empathy to influence the participants. On the other hand the ineffective leader applied task-oriented approach as he used bottom line approach but he had no vision beyond the required task.
The leadership grid
Leadership styles are grounded on concern for production and people. The leadership grid is builds on effective and ineffective leaders. The effective leader seemed to be humbled in serving others since he observed the leadership power of expert. This is the power that comes from one’s experiences, knowledge and skills (Lussier 2012). He helps and utilizes the power to meet others goals. For instance one can solve a challenging problem to ensure clear progress. He has high vision that inspire others and positive methods to excite and motivate others. The ineffective leader always afraid to take risk, he is ego centered and self-serving. He does not share information he lacks vision beyond the required task (Goleman, Boyatzis, & McKee, 2002).
References
Daft, R. L., & Marcic, D. (2013). Understanding management. Mason, Ohio: Thomson/South-Western.
Goleman, D., Boyatzis, R. E., & McKee, A. (2002). Primal leadership: Realizing the power of emotional intelligence. Boston, Mass: Harvard Business School Press
Lussier, R. N. (2012). Management fundamentals: Concepts, applications, skill development. S.l.: South-Western Cengage.
