Strategic Management and Ethical Leadership

This assignment delves into the critical concepts of strategic management, ethical leadership, risk management, and employee motivation in organizational contexts. It analyzes how these factors interrelate and influence organizational success. The assignment requires students to demonstrate their understanding of key theories and frameworks related to each concept, drawing upon relevant academic literature and real-world examples.

Running Head: COMMUNICATION 1
Effective Business Communication
Student’s Name
Institutional Affiliation
Date of Submission

COMMUNICATION 2
Table of Contents
List of Tables...............................................................................................................................................3
Introduction.................................................................................................................................................5
Aims and Objectives....................................................................................................................................6
Scope...........................................................................................................................................................6
Literature Review........................................................................................................................................6
Methods of Research.................................................................................................................................10
a) Quantitative Aspect.......................................................................................................................10
b) Qualitative Aspect.........................................................................................................................10
Results.......................................................................................................................................................11
Discussion and Analysis............................................................................................................................12
Conclusion.................................................................................................................................................13
Recommendations.....................................................................................................................................13
Reference...................................................................................................................................................15
Appendices................................................................................................................................................17
Figure 1: Management versus employee relationship graph.................................................................17
Figure 2: Graph on Job motivation........................................................................................................17
Figure 3: Job Satisfaction graph.............................................................................................................18
Figure 4: Welfare Incentives..................................................................................................................18
Figure 5: Work Environment..................................................................................................................19

COMMUNICATION 3
List of Tables
1. Respondent’s Demographic Profile
Characteristics Frequency Percentage
Gender Male 50 50
Female 50 50
Total 100 100
Age 19-29 years 45 60
30-39 years 35 20
40-49years 5 10
Above 50 years 5 10
Total: 90 100
Education Level
Up to Form 5 5 10
A Level 25 25
Associated Certificate/ higher
diploma
35 35
Degree 20 20
Masters 5 10
Total 90 100
Marital Status Single 30 30
Married 50 60
Divorced 7 8
Widowed 3 2
Total 90 100
Seniority < 1year 20 20
1-3 years 40 40
4-6years 25 25
7-9years 3 10
>10years 2 5
Total 90 100
2. Management-Employee Relationship
Frequency Percentages
Very Satisfied 9 10
Satisfied 5 5

COMMUNICATION 4
Neutral 22 25
Dissatisfied 36 40
Very dissatisfied 18 20
3. Job Motivation
Frequency Percentages
Very Satisfied 5 5
Satisfied 18 20
Neutral 13 15
Dissatisfied 32 35
Very dissatisfied 22 25
4. Job Satisfaction
Frequency Percentages
Very Satisfied 5 5
Satisfied 23 25
Neutral 41 45
Dissatisfied 8 10
Very dissatisfied 13 15
5. Welfare Incentives
Frequency Percentages
Very Satisfied 9 10
Satisfied 18 20
Neutral 27 30
Dissatisfied 36 40
Very dissatisfied 0 0
6. Work Environment
Frequency Percentages
Very Satisfied 5 5
Satisfied 27 30
Neutral 45 50
Dissatisfied 2 3
Very dissatisfied 11 12

COMMUNICATION 5
Introduction
People always interact in groups or networks that carry rules, expectations, norms and ideals.
Such forms of interaction are known as regulative practices. These regulative practices are based
on ethical beliefs and values towards authority and status. On the other hand, all the mentioned
regulative practices are characteristics of ‘culture’ as a concept (Agatha, 2010). Social
interactions are constructed within cultural groups. These cultural groups then identify a team
globally and socially. It is thus, evident that a government or business organization’s culture will
most probably determine social interaction within the environment of the organization. On the
same note, organizational culture manifests in factors such as mission and objectives, external
patterns, organizational hierarchy, and conflict management. In some other way, the public
image of an organization determines the apparent cultural values. Such can be achieved via
ecological initiatives and community oriented projects under Corporate Social Responsibility
(Agatha, 2010).
Several organizations and societies are currently made of communicative processes that would
ensure that members achieve the outlined objectives. In simpler terms, the sole process of
organizing is termed as communication (Tamang, 2013). This activity will discuss organizational
communication through aspects of messages, symbols, interactions, media, relationships,
persuasive campaigns, networks, and broader discourses in an organization. In this case, we shall
use the case study of ABC Corporation to discuss the mentioned aspects. In this case, we are
going to use the term “organizational communication” to include ABC’s public relations, affairs,
investors, communication within the labor market, environmental communication, corporate
advertising, and internal communication. Our study will also look into communication between
workers and department managers (Laihonen, Lönnqvist, & Metsälä, 2015).

COMMUNICATION 6
Aims and Objectives
In the introductory chapter, it is clear that this report will:
- Discuss organizational communication through aspects of messages, symbols,
interactions, media, relationships, persuasive campaigns, networks, and broader
discourses.
- Use the case study of ABC Corporation to discuss the mentioned aspects in a broader
spectrum. In this case, “organizational communication” is used to include ABC’s public
relations, affairs, investors, communication within the labor market, environmental
communication, corporate advertising, and internal communication.
- Look into communication between workers and department managers.
Scope
This report will begin by identifying and discussing the subject matter. Analysis of the problem
will then follow, including ways of conflict management and employee view on organizational
interaction. Possible solutions towards the identified problems will be searched. Basically, this
activity will focus on internal communication within ABC Corporation. Our obtained results are
parallel to those obtained from other sources of literature applied in this case. Our findings
portray the extent by which formal leadership is vital for stability and control.
The figure below shows the activity’s route map

COMMUNICATION 7
Literature Review
There are two important models of organizational culture. Such models are practice dimensions
and GLOBE model (Kader, 2017). According to Hofstede, there are five practice dimensions for
classifying organization culture. They include:
a) Power distance
This refers to the different inequality attitudes between people. Organizational cultures
associated with high-power distances value elements such as fixed roles, hierarchy, conformity,
and authoritarian decision-making styles. However, cultures associated with low-power distances
value elements such as independence, low hierarchical structure, freedom, individual initiative,
and consultative styles of decision-making (Management, 2017).

COMMUNICATION 8
b) Uncertainty avoidance
This refers to the level of acceptance of the future that is unknown. Cultures with high avoidance
of uncertainty exhibit characteristics like: engaging in risky behavior, going for security via
routine and predictability, adhering to rules, and believing in specialists and experts. However,
low uncertainty avoidance cultures exhibit characteristics like being patient when it comes to
taking action; support for innovation, freedom in gender roles; and believing in generalists
(Jensen, 2017).
c) Collectivism against Individualism
Collectivism and individualism pertain to the manner in which workers or people integrate.
While individualist cultures exhibit characteristics such as appreciation of opinion, calculative
relationships, and individual incentive; collectivist cultures exhibit characteristics such as group
decision-making, focusing on public good pursuit, and collaborative incentive (Barbu, 2011).
d) Feminine against Masculine
Masculinity and Femininity is all about the manner in which emotive responses and roles are
divided with regards to gender. In this case, we reflect on the traditional gender roles in which
male individuals are associated with assertiveness while females are associated with nurturance.
The same case is then extended to the organizational domain (Barbu, 2011).
e) Short-term versus long-term orientation
Such orientation refers to values attached to future organizational results. Cultures that are long
term oriented are associated with investments and value savings. On the contrary, short-term
oriented cultures are associated with entrepreneurial focus on immediate gains (Bala, 2017).

COMMUNICATION 9
Using the GLOBE model, we distinguish nine cultural dimensions. Such dimensions are shown
in the table shown below:

COMMUNICATION 10

COMMUNICATION 11
Methods of Research
This activity has employed both qualitative and quantitative aspects to collect data.
a) Quantitative Aspect
This aspect includes the employment of survey questionnaires. Such is because it is most reliable
since its sample size can be controlled. Questionnaires can also be easily distributed to different
geographical region (Institute, 2017).
b) Qualitative Aspect
In this area, we use focus groups to generate the outcomes required regarding the research
question. By identifying the use of focus groups, we ensure that the research activity performs

COMMUNICATION 12
analysis by using quality and comprehensive data. Having focus groups also ensure that holding
discussions with workers encourage comprehension of the subject matter. In this case, data that
is collected is more detailed and direct opinions from workers are obtained. The activity shall use
open-ended questions to avoid biasness. We will also avoid prejudice through focus groups. The
appendix contains sample questions used for our focus group discussion (Institute, 2017).
Results
According to the surveys and focus groups, ABC’s managers are mostly caught in a distributive
and informative communication role. It is also evident that communication between employees
and managers is vital and does not change in as much as organizational changes are carried out
to achieve self-managed groups and decentralization. ABC has also adopted theories on
leadership including emphasis on the role of sense making. Workers and managers also
understand the importance of carrying out interdepartmental dialogue. In case there are issues
relating to communication, they are defined in technical and structural terms (Institute, 2017).
Also, concepts like understanding, meaning, and interpretation are not mentioned in most
instances when workers express their own views during meetings. Managers act as sources of
common understanding between workers and other stakeholders.
According to the results, it is clear that this activity has ethnographic influences because it
combines interviews and observations for analysis. Our fieldwork was extended over a long
time. On the same note, dialogue and sense-making theories are conspicuous in this case.
Managers show and share their shortcomings with workers. Such a case shows that the
organization views communication as an important tool to ensure overall success. In the
questionnaires, workers and managers expressed that they solved problems pertaining to
communication by repeating messages. The organization has also come up with modern features

COMMUNICATION 13
of communication to ensure that the mission statement is realized. The framework for
communication consists of workshops and discussion groups where elements of discussion and
dialogue are considered. Managers in every hierarchical level are required to have enough
knowledge regarding their co-workers.
Discussion and Analysis
The result shows that ABC Corporation uses groups for internal communication. According to
the conducted focus group discussions, it is evident that discussion groups have identities for
every member (Institute, 2017). The discussion groups are also known as teams. Such groups are
effective problem solvers for the following reasons:
i) Extensive information can be achieved through teamwork than through individualism.
ii) Teamwork, unlike individualism, ensures that different approaches are brought into
play.
iii) Teamwork ensures that problems are understood and analyzed better. Such is due to
the fact that team members become aware of the reasoning used for analyzing
problems (Shenoy, 2017).
iv) Teamwork also ensures that consensus is achieved in case a decision is made in
consultation with team members. This is a way of ensuring that no one feels ‘left out’
in such processes as decision making.
v) Teams also manage risks more effectively. A high-risk decision made by an
individual is rather a moderate-risk decision if made by a team. Such is due to the fact
that team members input their ideas and knowledge to the issue.
vi) Confidence and motivation increase if decisions are made in a team since members
are supported by others (Cuozzo, et al., 2017).

COMMUNICATION 14
Conclusion
The basis of this report is communication in workplaces. As mentioned before, people interact in
groups or networks that carry rules, expectations, norms and ideals. Studies have established that
such forms of interaction are known as regulative practices (Flite, & Harman, 2013). Such
regulative practices are, however, based on ethical beliefs and values towards authority and
status. On the other hand, all the mentioned regulative practices are characteristics of ‘culture’ as
a concept. Social interactions are constructed within cultural groups with then identify a group
globally and socially (Assignment Centre, 2017). On the same note, study results show that
ABC’s managers are mostly caught in a distributive and informative communication role. It is
also evident that communication between employees and managers is vital and does not change
in as much as organizational changes are carried out to achieve self-managed groups and
decentralization. ABC has also adopted theories on leadership including emphasis on the role of
sense making. Workers and managers also understand the importance of carrying out
interdepartmental dialogue.
Recommendations
To ensure organizational success, ABC needs to consider the following facts:
i) ABC needs to be completely committed to ensuring that cultural competency is
boosted by promoting cross-cultural communication types within the workplace.
ii) Stakeholders should seek new operational perspectives and ideas. Studies have
proved that scrutinizing something in a new way may lead to obtaining a solution that
wouldn’t have been considered otherwise.

COMMUNICATION 15
iii) Ensuring that everyone contributes to cultural diversity within the workplace. There
are many forms of diversity. The value of culture shouldn’t be underestimated in the
workplace (Palmer, 2017).

COMMUNICATION 16
Reference
Agatha. (2010, May 25). Adapting the Marketing Mix across Culture. Retrieved March 6, 2017,
from
Assignment Centre, U. (2017). The importance of HRM Policies And Practices Business Essay.
Uniassignment.com. Retrieved 19 March 2017, from
Bala, R. (2017). Unit Guide. [online] Unitguides.mq.edu.au. Retrieved March 6, 2017, from
Barbu, C.M., (2011). Cultural adaptation of products. Management & Marketing, 9(1), pp.105-
110.
Cuozzo, B., Dumay, J., Palmaccio, M., & Lombardi, R. (2017). Intellectual capital disclosure: A
structured literature review. Journal of Intellectual Capital,18(1), 9-28. Retrieved from
Flite, C. A., & Harman, L. B. (2013). Code of Ethics: Principles for ethical
leadership. , 10(Winter),. Retrieved from
Institute, C. (2017). Enterprise Risk Management (ERM). Cia-ica.ca. Retrieved 19 March 2017,
from
Jensen, K. (2017). No more liaisons: Collection management strategies in hard times. Collection
Management. doi:10.1080/01462679.2016.1263812
Kader, M. (2017). Strategic Management (StratMgt). Open2study.com. Retrieved 11 April 2017,
from
Laihonen, H., Lönnqvist, A., & Metsälä, J. (2015). Two knowledge perspectives to growth
management. Vine, 45(4), 473-494. Retrieved from
Management, S. (2017). SMS | Strategic Management Society. Strategicmanagement.net.
Retrieved 10 April 2017, from
Palmer, A. (2017). Actuaries Managing Risks. Retrieved 19 March 2017, from
Shenoy, S. (2017). 5 Types of Power You Can Use As a Project Manager! -.
Pmexamsmartnotes.com. Retrieved 9 July 2017, from
tamang, b. (2013). what do you mean by Moral Leadership?. Globalethicsnetwork.org. Retrieved
4 May 2017, from

COMMUNICATION 17

COMMUNICATION 18
Appendices
Figure 1: Management versus employee relationship graph
Figure 2: Graph on Job motivation

COMMUNICATION 19
Figure 3: Job Satisfaction graph
Figure 4: Welfare Incentives

COMMUNICATION 20
Figure 5: Work Environment
Survey:

COMMUNICATION 21

COMMUNICATION 22