Effective Leadership and Management Strategies

The provided document discusses the significance of effective leadership and management strategies in a business setting. It highlights the need for a symbiosis between leadership and management to achieve a successful integration process. The document draws from various references, including books and journals, to provide insights into managing innovation paradoxes, generational diversity, supply chain management, and stakeholder relationship management. It also touches on organizational resilience, leading change towards sustainability, and human resource management. The assignment is likely part of a business or management course, requiring students to analyze the importance of effective leadership and management in achieving business growth.

LEADING AND MANAGING
ORGANIZATIONAL
RESOURCES
Topic: - ‘BUSINESS REPORT’
Module Name: - Leading and Managing Organisational Resources

EXECUTIVE SUMMARY
In this report, post integration issues are illustrated and evaluated faced by Co A and Co
B in the acquisition and merger deal. This report will demonstrate a critical valuation of strategic
complexities and possible issues since the Co A feel that this is the intense care and firm has low
strategic and minor strategic independence with little autonomy. It can be said that Co A is a
machine for Co B in order to implement strategies that help to achieve short term goals. Apart
from this, there are serious troubles faced by business in terms of high employee turnover,
autocratic leadership and poor employee morale which are contributing to the ongoing issues
effectively. In respect to this, the report will evaluate leadership, cultural and change
management condition at Co A in order to make recommendation. The report considered that
autocratic leadership styles can be an effective leadership model for business activities. In
addition to this, supporting activities can be implemented in order to raise perceptions of people
about the autocratic leader at Co A. In respect to this, the present business change contexts are
challenging along with cultural conditions too. Therefore, the report will make recommendations
in order to overcome current issues affecting business of Co A.
INTRODUCTION
The report will cover 2nd instalment of Co A consultant report, following integration with
Co B, addresses policies and strategies which Co A should implement to achieve adaption on
high level that helps to overcome strategic issues along with challenges faced by business. The
need for change in leadership style, potential issues and change management context along with
business culture will be identified. Practical and academic issues associated with post-integration
stage as well as current business context based on potential change, leadership and culture to
make recommendations to improve strategies and decisions will be discussed in this report.
Finally, the report will demonstrate recommendations to face challenges such as management,
operations, leadership and information system.
ANALYSIS
The previous report also recommended that business can slowly transform itself to
symbiosis position (Andriopoulos and Lewis, 2010).
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Illustration 1: Business autonomy needs
Source: (Johnson et al. 2014)
§
It can be said that Co B believes that Co A as a strategic investment able to achieve
shortened goals and objectives. For an example, the process of acquisition is referred by group
directors as buying a group of different people. In respect to this, it can be analysed that Co A
vision of global expansion can be affected by limited control of business and management on
operational leadership and strategic management in both global and local operations effectively.
As an evident, it can be said that it is a limited contingency 'twee Co A and Co B. Hence, hapless
structure fit, even in the post-integration government (Angeline, 2011). The workers are planning
and leaving the firm which one can adopt that business fitting is minor even in this enormous
stage. These are the benefit for Co B in both financial and strategic terms. Co A may not able to
take any profit from acquiring and will continue in the future. Here are some tactics and
strategies provided below in order to achieve a successful integration in the process even if it is
not possible to reach a symbiosis stage.
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1. Contemporary approaches to leadership
It can be said that contemporary approach to leadership is one of the most sought-after
areas under studies of leadership effectively. There are many approaches in this associated with
transactional and transformational leadership, leader member exchange model (Van de Meene,
Brown and Farrelly, 2011). The leadership style of leaders at Co A has transformed to autocratic
leadership style following the integration and acquisition. In addition to this, on that point is a
limited data about leading mode pre-integration phase. It is be said that the activity style was less
toward transformational sides and it is indicated by idealized causing, collaborative work and
support guided by ideology and strong vision efficiently. Thus, an autocratic leader is not bad for
business.
According to Askarany, Yazdifar and Askary, 2010, an autocratic leadership is an ideal
formula for business with change in transformation that helps to accomplish goals and
objections. It is very effective in the stage, where business has less time to make turnaround
strategies as the centralised concentration of control and power as well as micromanagement
behaviour helps to accomplish goals in a specific or projected time period. Such strategies work
where the leader has more power over workers at workplace effectively. Possibly, this problem
can be viewed from two sides. First, workers are motivated to work under dictating type of
leadership or not like the executive’s power supply and feel less secure.
In this case, if the business continues to face employee turnover issues at current rate, it
will affect firm’s ability to perform well . Thus, it is important for both; leadership and
management to communicate towards an ideal vision which business likes to achieve while
performing the role of a leader (Bason, 2010).
2. Organisational culture
Now, it can be said that the business is facing current issues which are the results of UN-
announced and unprepared changes by following the acquisition. It should be argued that such a
drastic change is not acceptable for business. For an example: the case study provides
information on how opportunistic views are shared by senior management about business future
financial and potential growth. The present scenario is that the firm is in an intensive attention as
the integrating was also not designed (Nixon and Burns, 2012). The business culture is a
phenomenon of behaviours, shared values and attitudes which helps to determine joint behaviour
of activities, people and procedure within firm. This report used cultural web model in order to
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help in business strategy within business culture. The six element of cultural web model are
discussed below:
Routines and Rituals: This is associated with the employees behaviour within firm. This will
help to show that what is acceptable and unacceptable behaviour efficiently. The acceptable
behaviour can be cooperation and collaboration, as innovation and quality are the main concern.
The recent changes suggests that workers are now more concerned about complying with new
directions set by autocratic leader. In respect to this, current setting accent cutting costs and
make profits as well as revenues (Bourne, 2016).
Symbols: Symbol refers to the presentation of business outside the world. In this case, Co A is a
firm with strong manufactures and heritage engineering services and products and Co B for an
approach that helps to maximise profitability. In addition to this, in the way firm is presented to
stakeholders is different between two business which also contribute in the stage of integration.
Stories: Stories are referred to the past conditions and events related to firm. As Co A known as
a rich heritage, innovative and creative approach, people friendly approach and operations and
the main focus in on performance and growth without with quality and people well being.
However, the process of acquisition has challenged this status and the only story to be presented
in firm is of redundancy and how workers are leaving business and influence of integration on
entire business and its process.
Business structure: The brief suggests a much communications-oriented models with less span
of controls and also indicating a plane construction (Boxall and Purcell, 2011). In respect to this,
the big businesses getting Co A are liable to have a decision making which is centralised direct
the autocratic leadership model as well as a analyzable structure of business which is possible to
be merged to Co A effectively and efficiently.
Control system: It can be said that Co A invested a large amount of capital towards development
of people orientated with creation, staff management and for the well dominant over mechanism
implemented by Co A based on public presentation associated with rewards and incentives
effectively. In addition to this, with less power and delegation with limited chance to achieve
development and growth.
Power structure: It can be said that the quality structure at Co A is very liberalistic and with
strong connection and statistical distribution of power between different people where the Co B
is a business with centralised strategy and power. There is a limited communication and
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engagement of employees in business direction and operational activities (Burnard and Bhamra,
2011). Co A made an effective usage of people orientated invention and Co B has a system
which helps workers to realise what should they do rather than including them in procedure.
It can be said that changes happen to business and its culture that has a significant effect
on management and leadership, finance and operation management. The change in an autocratic
leadership style affect performance of employees and their motivation which reduce
effectiveness of work and produce poor working environment. This will lead towards poor
satisfaction of employees and decline their moral effectively. Thus, it will affect the business
profitability and production which also has a negative impact on productivity and vision, goals
and objectives (Johnson, 2016).
3. Change management
Application of effective change management model will help to overcome such difficult
conditions. In order to achieve this score, the change kaleidoscope theory is utilised effectively.
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Time: The Co A has been adopted a change instead of planned and step-by-step alteration which
usually happens with acquisition and merger. It is a major problem which has an impact on
business performance and stability. Hence, the changes are required in a very minor period in
order to achieve turn around without causing any damages to business (Bush and Middlewood,
2013). A time framework of less than one year is provided in this case to reduce employee
turnover rate that helps to assure capable operational performances and activities.
Scope: The range of alteration at Co A is much larger than long reliance and heritage on people
which is also very strong. Changes are necessary to people in order to make changes in their
scope at Co A effectively. In this way, an business wide change is essential.
Preservation: It is recommended earliest in the report towards leadership that the current
leadership style should be preserve in order to achieve changes in demands and goals within
projected time period effectively. It is recommended preserving knowledge link between both Co
A and Co B to utilise and create activity between them effectively. An autocratic leader is very
important as well as efficient to bring quick time changes in management initiatives.
Diversity: It can be said that diversity is required for every business in order to manage cultural
conditions between such businesses which should be understood and deal with effectively. Co A
has long been pursuing a innovations and people-focused strategies with powerful values
creations goal, which mean, such assumption (Cowling and Mailer, 2013).
Capacity: Capacity alteration is very restricted at Co A and the support of Co B management is
also very limited. Instead of having a strong financial position and situation, the recent
integration is affecting ability of Co A to achieve its targets and goals effectively. The financial
support is also very poor towards changing goals and objectives. This will indicate that
management should ensure buy in program at any means where achievable.
Capability: The CEO has experience of the organization-wide transformations at Co A, It means,
he is able of transportation in changes to the business easy. Most of the changes are made by
middle level managers and expertise skills which can affect the initiative of change to a great
extent.
Readiness: Employees are not ready to change and also poor readiness of change by current
implications present at Co A. the management and employees are not ready for the change and
suggesting as well as implementing strategical change to overcome with current issues which
business is facing.
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Power: It can be said that leader and managers have strong power to manage resources within
business in order to control activities of employees at work place in order to improve and
develop profitability and production effectively (Doppelt, 2017). So much cognition on
employees can backfire actual business context. Hence, in order to get the better of management
should implement change team focused on strategic decisions, resistance and implications,
comprising people at various level where the CEO is able to distribute power in order to
accomplish goals and targets effectively.
The alteration condition at Co A suggested a mixed contexts that however, it is possible
to achieve change in the business while holding present short terms focuses on strategies and
operations using authoritarian activity style (Guest, 2011). In this malignity of such conditions, a
fast turn-around scheme is required to overcome strategic decisions causing business issues.
CONCLUSION
It can be concluded from the above report that Co A is a machine for Co B in order to
implement strategies that helps to achieve short term goals. The report considered that, autocratic
leadership styles can be an effective leadership model for business activities. It can be analysed
that Co A vision of global expansion can be affected by limited control of business and
management on operational leadership and strategic management in both global and local
operations effectively. The 8-step model is able to address employees resistance issues, and
thereby essentially addressing the readiness issues evaluated and determined through the change
kaleidoscope analysis. However an autocratic leader is able to motivate employees in the firm in
order to improve their performances that helps to increase productivity or profits.
It has been concluded that it is important for both leadership and management to
communicate towards a ideal vision which business likes to achieve while performing the role of
a leader. The report used cultural web model in order to help in business strategy within business
culture. The change in an autocratic leadership style affect performance of employees and their
motivation which reduce effectiveness of work and produce poor working environment. A time
period is less than one year is provided in this case in order to bring down employee turnover
rate that helps to ensure satisfactory operational execution and activities. Hence, in order to get
the better of management should implement change team focused on strategic decisions,
resistance and implications, comprising people at various level effectively.
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RECOMMENDATIONS
The main recommendation for business is to manage and maintain its approach towards
autocratic leadership in order to manage and fit in merger and acquisition and its strategies
effectively. It is recommended to implement practices related to supporting environment in order
to encourage and motivate employees towards creation, innovation and recognition efficiently.
This will require management convincing and also its needs to maintain acquiring the leadership
trust and approval.
In addition to this utilization of Kotter's Eight Steps model will help to succeed changes
produced in the investigation.
Illustration 2: Kotter 8 Step Model
Source: Kotter (2012)
The Eight-step changes managements model of design to addresses the shortcomings of an
unplanned change models, and the accepted changes model that they are not take employees
resistances or other implicit factor into considerations. The Eight-step model is able to address
employees resistance issues, and issues determined through the change kaleidoscope
investigation. In addition to this, Co A would be able to conduct and resolution issue related to
capability and capacity by carefully planning the changes procedure, especially stages of 2, 3,
and 4, where the management create and implement a changes team capable of addressing the
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changes goal, issue and profit effectively and efficiently. The biggest advantage of 8 step model
is that it will help towards open foundation of business and also efficient communication to
believe and make effective changes which are only possible through open communication
between both managers and employees. Similarly, creating strategies towards achieving short
and long term goals will also help to manage and control the business activities that are help to
increase their profitability and production effectively. They will help to reduce complexities
issues with the use of autocratic leadership from leaders. This is an effective approach used by
business to achieve goals of business and decrease employment turnover. This will also help to
motivate employees who are leaving organisation with any kind of purpose and will produce
effective growth and development. The acceptable behaviour can be cooperation and
collaboration, as innovation and quality are the main concern. This will help business to manage
its losses as well as strategical decisions which lead towards increasing business profitability and
production by making all the employees effective towards their individual work. it is important
for both leadership and management to communicate towards a ideal vision which business likes
to achieve while performing the role of a leader. There are some tactics and strategies provided
that helps in order to achieve a successful integration in the process even if it is not possible to
reach a symbiosis stage effectively.
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REFERENCES
Books and Journals
Andriopoulos, C. and Lewis, M. W., 2010. Managing innovation paradoxes: Ambidexterity
lessons from leading product design companies. Long range planning. 43(1), pp.104-
122.
Angeline, T., 2011. Managing generational diversity at the workplace: expectations and
perceptions of different generations of employees. African Journal of Business
Management, 5(2), p.249.
Askarany, D., Yazdifar, H. and Askary, S., 2010. Supply chain management, activity-based
costing and organisational factors. International journal of production economics,
127(2), pp.238-248.
Bason, C., 2010. Leading public sector innovation: Co-creating for a better society. Policy
Press.
Bourne, L., 2016. Stakeholder relationship management: a maturity model for organisational
implementation. CRC Press.
Boxall, P. and Purcell, J., 2011. Strategy and human resource management. Palgrave Macmillan.
Burnard, K. and Bhamra, R., 2011. Organisational resilience: development of a conceptual
framework for organisational responses. International Journal of Production
Research, 49(18), pp.5581-5599.
Bush, T. and Middlewood, D., 2013. Leading and managing people in education. Sage.
Cowling, A. and Mailer, C., 2013. Managing human resources. Routledge.
Doppelt, B., 2017. Leading change toward sustainability: A change-management guide for
business, government and civil society. Routledge.
Guest, D. E., 2011. Human resource management and performance: still searching for some
answers. Human resource management journal, 21(1), pp.3-13.
Johnson, G., 2016. Exploring strategy: text and cases. Pearson Education.
Nixon, B. and Burns, J., 2012. The paradox of strategic management accounting. Management
Accounting Research, 23(4), pp.229-244.
Van de Meene, S. J., Brown, R. R. and Farrelly, M. A., 2011. Towards understanding
governance for sustainable urban water management. Global environmental change,
21(3), pp.1117-1127.
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