BSNS 5390: Managing 作业代写
Case Project 3.2
A significant influence on leadership styles in recent times is the turbulence and uncertainty of the environment in which most organisations are operating. Ethical and economic difficulties, corporate governance concerns, globalisation, changes in technology, new ways of working, shifting employee expectations and significant social transitions, have all contributed to a shift in how we think about and practise leadership.
The ready availability of information in the modern age (due to advances in communications technology and the Internet), means that organisations have had to accommodate and nurture these new styles of leadership in order to remain effective in the face of increasing stakeholder power. You have been hired to present a report to the New Zealand Wine Company who are wishing to explore these new styles of leadership.
3.2.1 Wilfred Jarvis suggest a four step situational leadership theory called Four Quadrant Leadership. What is your understanding of the advantages of the Four Quadrant Leadership model over Tannenbaum and Schmidt’s continuum model (Samson exhibit 15.3) (See lecture notes, video clips on PowerPoint concerning 4QL on Moodle) (3 marks)
3.2.2 Examine the leadership of five current chief executives from New Zealand or Australia.
Compile a list of ten important features of their combined leadership that you found exemplary.
Discuss these ten features from the perspective of how they would help you lead a business or ‘not for profit’ organization into 2015.
Note Suggestion: To assist you find five CEO’S examine the on-going Leadership series in the 2014 New Zealand Herald with video clips at
LEARNING OUTCOME 6. QUESTION FOUR: MOTIVATION (20 MARKS)
See Chapter 14
Case Project 4.1
Craig Cradle is a successful manager for a subsidiary of Global Electronics. He is responsible for 196 workers and has a span of control of 8 lower level managers. Craig has recently attended a course to enhance his managerial skills. He has returned to work enthused about increasing the performance of his workers and the overall productivity of his plant by the careful application of motivational theories.
4.1.1 Before applying any motivation theories Craig recognises that he must examine his own personality traits and problem solving skills. Suggest to Craig four personality traits or problem solving techniques that he could develop to improve his own performance. (4 marks)
Craig knows that one of his production supervisors, Jacinta, believes that she is underpaid compared to some of the other production supervisors. Craig does not agree that Jacinta is underpaid as she supervises a smaller department and therefore has less responsibility than the other supervisors. Nevertheless, he understands that this perceived inequity is creating tension within Jacinta and he is concerned about what she might do to correct the imbalance she believes exists.
4.1.2 Use Adams’ equity theory to describe the most common ways in which Jacinta may reduce her perceived inequity. (4 marks)
Craig’s boss at head office, Vince, has attended a number of managerial training courses and is a big fan of Maslow’s hierarchy of needs to explain how to motivate staff. As part of their usual monthly meeting, Craig gives Vince a run-down of his training course, and asks Vince if he is familiar with Alderfer’s ERG theory.
4.1.3 Prepare a short briefing
discussing core similarities and differences between Maslow’s hierarchy of needs theory with those in Alderfer’s ERG theory. (6 marks)
4.1.4 There are a variety of approaches to job design, which would be the effective for experienced
staff at Global Electronics. Explain which one you think would be most effective, by including examples of how Craig could use the particular job design process. (2 marks)
4.1.5 Craig is keen to ensure that he does not cause undue stress to his colleagues. From your reading, and or experience, suggest four ways that Craig can manage to reduce stress amongst colleagues. (4 marks)