leaders have the power to influence organizational culture
Question 1
Broadly, leaders have the power to influence organizational culture. Leaders set the tone on how the employees should perceive their work experience; therefore, leadership and employees go hand in hand. The success of administration depends on their ability to help shape and uphold the organizational culture. Though the task is formidable, leaders should be selfless, convincing with a compelling character. An example of a company that has proven that leadership and culture go hand in hand is the coca-cola company, which is a global company manufacturing different types of drinks. The leaders in the company ensure a strategic and intentional leadership style. This is because the leaders are the role model since the employees look at how the leaders speak, act, and handle their thoughts. Leadership purpose is not only about getting a direct report and working together to reach a common goal; the altitude of the leader matters a lot, especially from the backdrop on how the work gets done. The employee looks out for the leaders who believe in the mission and vision of the company. what the leaders articulate and spread organizational value explicit the behavior of the leaders, (Rego,
Owens, Yam, Bluhm, Cunha, Silard, Gonçalves, Martins, Simpson, and Liu, 2019), if an organization wants their employees to create a masterpiece result, their leaders should provide a culture canvass. According to Luo, Guchait, Lee, and Madera, (2019), when an organization is strategic and intentional about their style of leadership, the will help in creating an environment which produces enthusiastic employees which provide at its peak level. This will also minimize employee engagement as the managers and business cultivators understand the organization’s vision.
Question2
According to Dhir (2019), motivation keeps the civilization wheel turning. When the employees are properly motivated, they can perform almost every task. The employees’ motive in an organization is significant since the employees can exercise creativity and thoughtfulness when delivering their duties at the organization. Coca-Cola Company has remained to be on the most successful company in the world, and they say their secret behind the great success is their ability to motivate their employees. According to Zoghbi-Manrique-de-Lara and Viera-Armas (2019), the Coca-Cola manager at a local branch. Australia says that the Coca-Cola company uses different strategies to motivate their employees. Such an approach, including additional salaries, give them gifts when they perform their duties well, promotions, and giving them holidays off. Organizations have the roles of touching and improving their employees’ lives when they work harder and smarter. The organizations know how to motivate there workforce. They can ensure an enthusiastically which brings the best effort each day and help the company meets its performance goals and its sales. The key areas which the organization should focus on when motivating their employees to include;
Demonstration of Commitment to the Happiness of the Employees
Broadly, happy employees are very productive in their work. Organizations should take measures that ensure that the employees have a physically and welcoming atmosphere where they perform their duties. According to Zoghbi-Manrique-de-Lara and Viera-Armas (2019), leaders have the responsibility to ensure that they take stock on what life is like for the employees on every rung of the ladder. This is achieved when organizations make sure that their employees have everything they need to have a good life when they were carrying out their tasks in their jobs. The employees should also be given a chance to speak out there minds. This is achieved by ensuring that the employees’ voice is heard when they have identified a problem that needs to be solved at their work.
Question 3
culture is transmitted to the employees in several ways, mostly through the stories, symbols, language, and rituals. The stories in an organization mostly contain narratives of significant events and accounts, including things like organization founder, past mistakes reaction, and the rules breaking. According to Haffar, Aziz, and Ghoneim, (2019), the stories and myths about the heroes of an organization are the powerful tools that reinforce the values of the culture through organizations. This is done during the orientation of new employees into the organization. The stories can provide prime examples where people can learn from. The stories are myths that give excellent examples where the employees can learn from.
Ceremonies and Rituals
the rituals in a cooperative are repetitive sequences activates expressing the reinforced values of an organization. The routine talks about important goals, outstanding individuals, and other decisions. The rituals and ceremonies reflect activities that are enacted repeatedly on essential occasions. The individuals in an organization who achieve success are much recognized and awarded. For example, the coca-cola company uses these methods of rituals and ceremonies to pass culture into their new employees. The company gives awards to there employees on the founder day.
Material/ Cultural Symbols
the symbols can communicate the culture of an organization in the message, which is unspoken. When someone walks into a different business, they have the feeling about the place weather being formal, serious, fun, and casual. According to Haffar, Aziz, and Ghoneim (2019), the feeling one gets when they walk in different organizations demonstrate the impression of the power of symbol materials creating an organizational personality.
Question 4
Broadly, power is the force that comes from high hierarchy going down to the bottom, from the strongest to the weakest. Leadership, however, comes from lower down into the upper authority. An individual is recognized as the leader by a particular and specific group of individuals.
Power and leadership
the concept between power and leadership are two distinct things. Power divide and organize tasks to limit all power counter where it opens all doors to the arbitrary exercise, abuse, and legitimized violence. In contrast, leadership is built on the cohesion concept since it tends to rule and unite individuals. leadership includes every employee, and it does not divide any them, (Zhang,
Zhong and Ozer, 2020). leadership ensures people work together as a union with a combined goal that strengthens team members. Power is about giving instructions, and it does not take any time to listen, and it deprives itself of identity and creativity. An example includes between power and leadership is that it conceives the employee’s relationship without relying on subordinate and principles.
Luo, A., Guchait, P., Lee, L., and Madera, J.M., 2019. Transformational leadership and service recovery performance: the mediating effect of emotional labor and the influence of culture. International Journal of Hospitality Management, 77, pp.31-39.
Rego, A., Owens, B., Yam, K.C., Bluhm, D., Cunha, M.P.E., Silard, A., Gonçalves, L., Martins, M., Simpson, A.V. and Liu, W., 2019. Leader humility and team performance: Exploring the mediating mechanisms of team PsyCap and task allocation effectiveness. Journal of Management, 45(3), pp.1009-1033.
Dhir, S., 2019. The changing nature of work, leadership, and organizational culture in future-ready organizations. Corporate culture, Management, Leadership, Job redesign, Organizational Behavior, Innovation, Change Management, Human Resources, VUCA.
Zoghbi-Manrique-de-Lara, P., and Viera-Armas, M., 2019. Does ethical leadership motivate followers to participate in delivering compassion?. Journal of Business Ethics, 154(1), pp.195-210.
Haffar, M., Aziz, M.A., and Ghoneim, A., 2019. The Role of Organizational Culture in Facilitating Employee Job Satisfaction in Emerald Group. International Journal of Economics and Management Engineering, 13(7), pp.1052-1058.
Zhang, G., Zhong, J., and Ozer, M., 2020. Status threat and ethical leadership: A power-dependence perspective. Journal of Business Ethics, 161(3), pp.665-685.