This report gives the knowledge about the organization named SINTEF and various leadership styles which can help any organization to enhance their growth. Leadership styles help the management of the organization to work effectively.
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RUNNING HEAD: LEADING LEAN PROJECT0 SINTEF: Leading Lean Project
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SINTEF: LEADING LEAN PROJECT1 Executive summary This report gives the knowledge about the organization named SINTEF and various leadership styles which can help any organization to enhance their growth. Leadership styles help the management of the organization to work effectively. SINTEF is one of the largest independent research organization. SINTEF 2000 employees delivered applied research, innovation, technology growth, knowledge and solutions for customers large and small across the globe. Every year thousands of the projects are been carried out by the company. A member should always have leadership quality which can help the person to run the team. In this report, those characteristics can be seen which should be applied to the person personally. Various tools and techniques can be seen which can enhance the work of the various departments of SINTEF. From the 60 years, the company has been developing various innovative ideas and developed solution for society and customer globally.
SINTEF: LEADING LEAN PROJECT2 Table of Contents Introduction................................................................................................................................3 Leading Lean Project – STINIF.................................................................................................4 Various leadership style.........................................................................................................5 Authoritarian Leadership...................................................................................................5 Participative style...............................................................................................................5 Transformational leadership...............................................................................................6 Transactional leadership.....................................................................................................7 SINTEF leadership Style- Transactional Leadership style....................................................9 Characteristics of the member in the team...........................................................................12 Understanding of goal......................................................................................................12 They do not keep the credit for team successes...............................................................12 They retain their obligations............................................................................................12 Always truthful.................................................................................................................12 Not....................................................................................................................................12 They set their boundaries.................................................................................................12 Patience............................................................................................................................12 Tools and Techniques..........................................................................................................13 Cause-and-effect analysis.................................................................................................13 Check sheet......................................................................................................................14 Pareto analysis..................................................................................................................15 RACI Matrix....................................................................................................................15 Risk Management Technique...........................................................................................16 Critical Path method.........................................................................................................17 Control Chart....................................................................................................................18 Conclusion................................................................................................................................18 Bibliography.............................................................................................................................20
SINTEF: LEADING LEAN PROJECT3 Introduction This report will be going to emphasis on the various leadership styles. This will also focus on the one particular leadership style that can be applied in the SINTEF to enhance their success and leadership characteristics that are required in A TEAM and various tools and techniques which can be implemented in the departments of the SINTEF. SINTEF (Stiftelsen for industriell og teknisk forskning) i.e. The Foundation for Industrial and Technical Research founded in 1950 and headquartered in Trondheim, Norway. The aim of the company is to conduct research and development projects. This is an independent research organization with 200 employees from 75 countries. The process of the company can be enhanced by applying various theories(Carlile, 2013). Lean is a global philosophy for the communication of work tasks and company, and various types of tools and techniques that can be implemented in the various organization levels. By implementing the lean system, the company can achieve success and business development because this system helps in maintaining the good balance by philosophical viewpoint and improvements at operational stages. This will also help in strengthening the competitiveness of the organization. SINTEF has wide experience in line management and management of Lean procedures. SINTEF strength is that they adapt Lean work in the organization to the present situation and grade of maturity with Lean, regardless of an organization(Chiarini, 2012). Lean is an often-used adjective in organization nowadays, but there is some misperception over its correct meaning. Overall, the aim of Lean is to capitalize value by minimizing leftover. In different words, it can be said that developing more value in less resource. Lean was developed on the factory ground, so many persons assume of it as a manufacturing method(Bell, 2014).This paper will focus on various leadership styles that can be applied appropriately in the STINIF organization.
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SINTEF: LEADING LEAN PROJECT4 Leading Lean Project – STINIF SINTEF is one of the largest independent research organization. Every year thousands of the projects are been carried out by the company(SINTEF, 2019). As per the case study, Agile best practices have been identified as a mechanism to implement lean principles. As this practice helps in quickens the delivery of importance of SINTEF, and by a process of constant planning and reviews, this also helps to safeguard that value is on-going to be maximized all the way through the development procedure. Agile best practices are predominantly centered within the IT domain, so there is a requirement of the various leadership styles that may be suitable to guide this initiative.
SINTEF: LEADING LEAN PROJECT5 Various leadership style AuthoritarianLeadership (Cherry, 2019). Autocratic leadership is a leadership style that defines an individual has all the control on all the decision and take little input from employees. It is also known as Autocratic leadership. These leaders rarely take advice from other people, they totally depend upon their own decision. Like other styles, this leadership style has the various advantage and some disadvantage. While those who trust in this approach to heavily be frequently seen as bossy, this stage of control can help the SINTEF in welfares and be valuable in their certain condition(Bhatti, 2012). Participative style
SINTEF: LEADING LEAN PROJECT6 (Cherry, 2018). This is a type of leadership style through by employees of the organizations take a more active part in the process of making decision. This leadership can be applied in several organizations whether it is private business or schools/government. This leadership style is also called as Democratic leadership or shared leadership(Beyer, 2012). Transformational leadership
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SINTEF: LEADING LEAN PROJECT7 (PennState, 2013). Transformational leadership is a leadership style in which pioneers inspire, motivate and encourage workforce to modernize and make alteration that will produce and form the upcoming success of the organization. It can also be termed as beyond handling daily processes and drafts plans for attractive the organization, sectors or work team to the next level of presentation and success. The implementation of this style will be going to help the SINTIF in completing the research effectively. This leadership style will help in motivating and collaborating the employees at various levels for a better change(Arnold, 2013). Transactional leadership (Johnston, 2019). Transactional leadership styles are very anxious with upholding the regular flow of processes – the best term of this style, as “keeping the ship afloat.” Transactional leaders use correct control and a collection of rewards to inspire workforces to give at their best. This theory will help in emphasis on the role of management, organization, and group act. These leaders are anxious about the status quo and day-to-day growth toward goals. The word “transactional” states to the detail that this kind of pioneer fundamentally inspires assistants by replacing rewards for their work(Wahyuni, 2014). All the four theories will be going to have some negative as well positive affects while implementing on the SINTEF organization. However, there is some type of similarity and dissimilarity between the theories, which can be seen, further:
SINTEF: LEADING LEAN PROJECT8 Comparison: BasisAuthoritarianParticipativeTransformationalTransactional Concep t Leaders lay emphasis on his decision rather than on employees Leaders lay emphasis on employee’s decision employees are free to decide. Leader lays focus on the values, principles, morals, and needs of the groups. Leader lays focus on his relationship with followers NatureManagementParticipatory style ProactiveReactive Works forChanging the organization with own decision Developing the organization by the involvement of various employees Varying the existing administrative environmental. Developed the existing administrative environmental. StyleBureaucraticCharismaticCharismaticBureaucratic Contrast: All the leadership style varies from one another in terms of the advantage and disadvantage. Each style has its own positive effects when it will be going to apply in the organization. Sometimes the bossy style leads to effective management although will be
SINTEF: LEADING LEAN PROJECT9 going have a negative impact on the employees but the result depends upon the situation of the organization as and when applies in the organization. SINTEF leadership Style- Transactional Leadership style Best leadership style for SINTEF organization is Transactional leadership as Transactional leadership/Management is a portion of a style of leadership which emphasis on management, organization, and presentation; it is an internal portion of the Full Range Leadership Model. Transactional style helps the various departments to coordinate with each other and enhance the efficiency of their work(Risambessy, 2012). Transactional leadership is a style of leadership in which managers encourage passivity by supporters through prizes and punishments. Through a prizes and punishments structure, transactional leaders are capable to keep groups motivated for a fixed period of time. They are some of thecharacteristicsthat are as follows: Emphasis on the short-term objective; Favor organized rules and processes; Flourish on subsequent rules and complete things properly; Revel ineffectiveness; Incline to be stubborn; and, Contrasting to variation. There are various pros and cons of transactional leadership:
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SINTEF: LEADING LEAN PROJECT10 Transactional leadership effectively work well in the business where the arrangement is so vital. Transactional leadership is not at all accurate for the organization where initiatives are already stimulated. The pro can be described as follows: Reward that employee who is dynamic by selfishness to fulfill the advice; It helps in providing the unambiguous organization arrangement for large business; systems needful repetitive responsibilities and substantially reproducible situations; It helps the organization to attain the short term aims fastly; Prizes for the work and disadvantages are clearly clear for the workers; and, Coordinate various department. And, the cons of this style can be described as: Rewards the workforce on a real-world stage only, such as currency; Creativeness is partial since the objectives and purposes are now fixed; and, Does not reward individual creativity. Transactional leadership helps the organization in many ways. This leadership style has many benefits: There are a proper place and importance for the transactional leadership around the global. The major uses of this leadership style is in the multinational companies and various other companies where the employees of the organization speak various types of knowledge.
SINTEF: LEADING LEAN PROJECT11 Once the organization is settled and wants to learn, it becomes easy for the workforce to complete the task positively of the organization. This can be easily achieved since transactional leadership is easy to understand and do not need wide training. This is very easy to appreciate and easy to implement through much of the organization. The first responders, regulating organization, and military organization applies this style in their organization so that the organization parts are consistent. This theory will be going to help the organization to deal in the time of crisis, where everyone will be knowing about what is required to be performed and which tasks are to be done under pressure. This theory can be applied in the organizational structure of SINTEF, as it is analysis that all the management of the company is much appropriate but there is a lack of coordination between the department of the organization. As experienced very, it results in a problem of managing the various departments. Superior management of SINTEF makes a decision that tends to effects the subordinates. Superior management does not coordinate with the other departments and seems to be clumsy many times. The IT service of the company seems to be messy at many times and the time tracking solution and project management are quite clunky(Gustomo, 2012). It is advisable to the superior management to apply the transformational theory and democratic theory which will overall be going to help the company in its growth. This will also help in keeping the employees well satisfied. Upper management or the organization should make discussion with lower management and employees than take the decision, e.g. Web CMS system, Intranet software, etc., which must be discussed with actual customers. Some important decisions have been made by "upper management" of the SINTEF as a collective, with no one taking the blames for really bad outcomes and diffusing responsibility. So to eliminate such type of union in the organization it is very important to apply this leadership style in the structure of SINTEF. Overall, just to increase the top management involvement in the employees it is very much necessary to apply this style in the management of the organization. So that the employees do not feel disgraced and will work happily(Y Scouts, 2019).
SINTEF: LEADING LEAN PROJECT12 Characteristics of the member in the team There are some of the characteristics of members that can help in achieving the goal of the team. Teamwork means cooperation and mutual support(Baggetta, 2013). Understanding of goal- The members of the team should understand the goal and should know the hot deal with the help other members and encourage them - problems. The member should not follow the orders blindly. They do not keep the credit for team successes- However, if the team is in problem, they do not keep their mouth closed about the difficulties they see in the link to avoid making influences. They retain their obligations- A real team member connects their own prospects and clarifies other member beliefs of them. Always truthful- They convey good news and bad news when it is applicable to do so. They do not suppress bad news or neglect it only to evade telling somebody. Notdependent- They do not assume that their leader has the answer to the problem. They do not talk about the leader on their back. If the member does not respect the organization then they should move to the other organization. They do not waste energy and bring teammates by complaining. They set their boundaries- If they have urgent work then they will be comfortable in saying that, ‘this will happen today rather than today’. Patience- One should always have the patience for working in the Team. A person should get hyper over the petty issues and the person should never be included in conflict without any reason. A person should be having a flexible mind in the workplace. One should always be ready to help the person in their hard situation. For the person, their team should be their first priority and everyone should be on the back seat. Personal interest should not come in between the members(Shin, 2012).
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SINTEF: LEADING LEAN PROJECT13 Tools and Techniques Cause-and-effect analysis (YouTube, 2019). It is also known as Ishikawa or fishbone chart. This helps in identifying various possible problems for an effect and sorts ideas into useful groups. For instance, In Community Consolidated School District 15, quality tackles are put to effort in nearly every characteristic of the district’s processes, even in elementary school rooms. Students are making goals and tracking academic growth toward their goals with the help of data folders. Some teachers are discovery value in using superiority tools to address behavioral issues such as playground bullying(ASQ, 2019). This can be applied in material and nanotechnology department of SINTEF(SINTEF, 2019).
SINTEF: LEADING LEAN PROJECT14 Check sheet A designed, planned procedure for gathering and analyzing informations; a general tool that can be modified for a varied variety of determinations. For the past 12 years, Hunting Ridge School near Chicago, IL, has offered a superiority mace for designated scholars in marks 3 through six. Fellows of this club learn simple continuous improvement approaches and then manner training sessions in their classrooms on three excellence tools for their peers. Group candidates build management and issues-solving services while their fellows learn to relate quality various to routine circumstances(ASQ, 2019). It can be used in oil and gas process technology department of SINTEF(SINTEF, 2019).
SINTEF: LEADING LEAN PROJECT15 Pareto analysis It shows on a bar graph that element is more significance. When examining data about the occurrence of problems or reasons in an activity. When there are various obstacles or reasons and organization want to concentrate on the most important. When analyzing broad effects by looking at their important constituents(ASQ, 2019). This tool can be used in biotechnology and nanomedicine department of SINTEF (SINTEF, 2019). RACI Matrix (Haworth, 2018).
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SINTEF: LEADING LEAN PROJECT16 ARACI matrixis the humblest, most effective ways for defining and recording project roles and accountabilities. Knowing exactly who is accountable, who is answerable, who needs to be referred, and who must be kept up-to-date at every step will meaningfully improve the probabilities of project success(ASQ, 2019). This tool can be followed in the sustainable energy technology department of the company(SINTEF, 2019). Risk Management Technique (Bright Hub Project Management , 2019). Hazard administration techniques are used to recognize, assess and plan responses to individual risks and overall risk. There is various different methods available to help in risk management and it is important to make sure that the correct techniques are chosen and used (ASQ, 2019). For example, an automaker lessens the hazard of reminding a certain model by performance research and exhaustive analysis of the possible costs of such a memory. If the capital necessary to pay buyers for damages incurred through a defective vehicle is less than the overall cost of the recall, the automaker may select to not issue a recollection.
SINTEF: LEADING LEAN PROJECT17 This can be applied in the industrial process technology department of the SINTEF (SINTEF, 2019). Critical Path method The critical path is the arrangement of doings with the lengthiest period. A postponement in any of these actions will outcome in a postponement for the whole project. The Critical Path Method is a significant device for handling your project's schedule. As can be seen, it is not very hard to determine it is key basics(ASQ, 2019). (ProjectManagement Skills, 2019). This method can be applied in material and nanotechnology department in SINTEF (SINTEF, 2019).
SINTEF: LEADING LEAN PROJECT18 Control Chart (Roth, 2009). The control chart is a learning of how a procedure variations in a period. Data are planned in series. A control chart constantly has a dominant line for the regular, an upper line for the upper regulator limit and a subordinate line for the lesser control limit. These lines are evaluated from past data. A resolution of internal auditing is to govern the extent to which organization policies and procedures are being monitored. Since many of the procedures are repetitive nature, interior auditors can use control diagrams to monitor numerous accounting procedures throughout the year. Processes that can be watched via control charts include payroll accounting, invoice expenses, and revenue collection(Roth, 2009). It can be used in accounting department and sustainable energy technology department. Conclusion From the above report analysis, it can be summarized that there is various leadership style which would be implemented by the SINTEF organization in their management or organizational structure. There are various pros and cons of different leadership styles. One
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SINTEF: LEADING LEAN PROJECT19 of the most important leadership styles, which should be adopted by the SINTEF, is democratic and transformational. As the organization, superior management does not interact much with subordinate and various departments do not coordinate efficiently. The qualities for the effective time member are to require to be adopted by the person while dealing in the team as it results in fulfilling the aim of the team. Various types of techniques can be used by the SINTEF in order to enhance their growth an achieving success.
SINTEF: LEADING LEAN PROJECT20 Bibliography Arnold, K. A. (2013). Transformational leadership and psychological well-being: Effects on followers and leaders. .The Wiley-Blackwell handbook of the psychology of leadership, change, and organizational development, 175-194. ASQ. (2019).LEARN ABOUT QUALITY.Retrieved from asq.org: https://asq.org/quality- resources/seven-basic-quality-tools Baggetta, M. H. (2013). Leading associations: How individual character.American Sociological Review, 544-573. Bell, E. W. (2014).The Routledge companion to visual organization.Routledge. Beyer, B. (2012). Blending Constructs and Concepts: Development of Emerging Theories of Organizational Leadership and Their Relationship to Leadership Practices for Social Justice.International Journal of Educational Leadership Preparation. Bhatti, N. M. (2012). The impact of autocratic and democratic leadership style on job satisfaction.International Business Research. Bright Hub Project Management . (2019).Basics of Risk Management: Tips, Tools, and Techniques.Retrieved from www.brighthubpm.com: https://www.brighthubpm.com/risk-management/71742-the-basics-of-risk- management/ Carlile, P. N. (2013).How matter matters: Objects, artifacts, and materiality in organization studies.OUP Oxford.
SINTEF: LEADING LEAN PROJECT21 Cherry, K. (2018, october 23).What Is Democratic Leadership.Retrieved from verywellmind: https://www.verywellmind.com/what-is-democratic-leadership- 2795315 Cherry, K. (2019, May 20).Autocratic Leadership.Retrieved from Very Well Mind : https://www.verywellmind.com/what-is-autocratic-leadership-2795314 Chiarini, A. (2012). Lean organization: from the tools of the Toyota production system to lean office.Springer Science & Business Media. Gustomo, A. (2012). Analysis The Effect of Emotional Intelligence on Performance Through Leadership Style and Organizational Culture as A Moderator.Journal of Technology Management. Haworth, S. (2018, May 1).Create A Responsibility Assignment Matrix (RACI Chart) That Works.Retrieved from thedigitalprojectmanager.com: https://thedigitalprojectmanager.com/raci-chart-made-simple/ Johnston, K. (2019).Transactional Leadership Style & Conflict Approach.Retrieved from smallbusiness.chron.com: https://smallbusiness.chron.com/transactional-leadership- style-conflict-approach-34057.html PennState. (2013, November 11).Transformational Leadership: The Real Steps to Achieve It. Retrieved from sites.psu.edu: https://sites.psu.edu/leadership/2013/11/11/transformational-leadership-the-real-steps- to-achieve-it/ ProjectManagement Skills. (2019).The Critical Path Method.Retrieved from www.project- management-skills.com: https://www.project-management-skills.com/critical-path- method.html
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SINTEF: LEADING LEAN PROJECT22 Risambessy, A. S. (2012). The influence of transformational leadership style, motivation, burnout towards job satisfaction and employee performance. .Journal of Basic and Applied Scientific Research, 8833-8842. Roth, H. P. (2009, April).Applications of control charts.Retrieved from cpajourna: http://archives.cpajournal.com/old/08423034.htm Shin, S. K. (2012). Cognitive team diversity and individual team member creativity: A cross- level interaction.Academy of Management Journal, 197-212. SINTEF. (2019).APPLIED RESEARCH,TECHNOLOGY AND INNOVATION. Retrieved from www.sintef.no: https://www.sintef.no/en/this-is-sintef/ SINTEF. (2019).Departments.Retrieved from sintef: https://www.sintef.no/en/industry/about-us/departments/ Wahyuni, D. U. (2014). Influence of organizational commitment, transactional leadership, and servant leadership to the work motivation, work satisfaction and work performance of teachers at private senior high schools in Surabaya.Educational Research International, 82-96. Y Scouts. (2019).10 Transactional Leadership Characteristics.Retrieved from yscouts.com: https://yscouts.com/10-transactional-leadership-characteristics/ YouTube. (2019).Cause and Effect Analysis.Retrieved from youtube: https://www.youtube.com/watch?v=pezYndsY7TM