Management and Leadership Styles PDF

INTRODUCTION TO MODERN
WORKPLACE 2
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TABLE OF CONTENTS
BACKGROUND OF KELLOGG’s..............................................................................................................4
Why are GOALS AND OBJECTIVES IMPORTANT AND HOW THEY ARE ESTABLISHED............4
LEADERSHIP AND MANAGEMENT BEHAVIORS................................................................................5
GROUP AND TEAM BEHAVIORS............................................................................................................5
MOTIVATION AND PERCEPTION...........................................................................................................5
CONCLUSION..............................................................................................................................................6
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TABLE OF FIGURES
Figure 1. Kellogg's Logo.............................................................................................................................4
Figure 2. Global operating profit of Kellogg’s for 2017..............................................................................4
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BACKGROUND OF KELLOGG’s
Figure 1. Kellogg's Logo
(Source: Kellogg’s, 2018)
Kellogg’s is a US based multinational firm and has it’s headquarter in Battle Creek,
Michigan. It is a part of food processing industry and involved in producing cereals, cookies etc.
that ranges from snacks to frozen foods (Baron, Brouwer and Garbayo, 2014). Kellogg’s started
its operations as a cereal company from 1906 and since then the firm is involved in making
quality foods so as to make the world a healthy one. It thus focuses on two main areas being taste
and goodness (Uncles and Singh, 2016). Its working is based on vision to enrich as well as
delight the world by producing a set of high quality food items.
Figure 2. Global operating profit of Kellogg’s for 2017
(Source: Statista, 2018)
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During the year 2017, global operating profit of Kellogg’s was 1.95 billion U.S. dollars
(Statista, 2018). This was made possible by hard work put by the set of 33000 employees that
work in company (Kellogg’s, 2018). Management further takes care of employees by providing
them with a value based culture; instilling a learning attitude and making work more rewarding
as well as satisfying. Emphasis is also given on concept of diversity and inclusion followed by
increasing opportunities for employees through a set of well-defined training programs. The
focus of present report is on analyzing team behavior present in finance department of company.
The need here is to assess leadership/managerial/group and team behaviors followed by
discussing concept of motivation and perception.
WHY ARE GOALS AND OBJECTIVES IMPORTANT AND HOW THEY
ARE ESTABLISHED
Michigan government has defined goals, as a set of general guidelines about what a
person wishes to attain in the community. On the other hand, objectives are a set of strategies or
implementation steps that aid in attainment of goals (Define Goals and Objectives, 2018).
It is very essential to assess goals and objectives of business in order to keep employees focused
in their work and help them attain increased productivity. Other than this, goals and objectives
also aid in translating the mission and vision into reality. They also allow a person to get focused
and give best in terms of work responsibilities (Cunha, Forehand and Angle, 2014).
Goals and objectives can be established by keeping in mind what is required to be attained by the
company in a given time frame. Along with this, they must also be SMART in nature wherein
need is to fulfill criteria such as being specific, measurable, attainable realistic as well as within
the time frame.
LEADERSHIP AND MANAGEMENT BEHAVIORS
Various kinds of leadership and management behaviors are seen in the supervisor at
finance division of Kellogg’s Company. Adherence to a particular set of management behaviors
depends on the situation which arrives while working. For example, if the work load is too much
then autocratic leadership style is utilized where closed supervision and strict deadlines are given
to staff members. In case there is an entry of new employees in Kellogg’s then democratic style
is utilized so as to make them get comfortable with work environment (Hudsona and et.al.,
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2015). Laissez-faire style of leadership is also used on that senior staff member who does not
require much supervision even during times of increased work load.
Managerial team within all departments of Kellogg’s has some basic traits such as
developing innovation and creativity spirit among the employees. This is done by seeking
perspectives when a problem arrives in the department; suggesting new ways to complete work
responsibilities among others. Management officials also believe that Kellogg’s is a place where
innovation resides and where there is no stop to learning for employees within the company
(Cunha, Forehand and Angle, 2014).
GROUP AND TEAM BEHAVIORS
There is an existence of formal as well as informal groups in the company. Formal ones
are formed so as to accomplish the given task in hand such as preparing profit and loss
statements; balance sheets among others. On the other hand, informal ones are formed between
those team members who share common thinking (Jensen and Ronit, 2015). In order to
accomplish the set goals and objectives of company, there is a use of group development model.
These are inclusive of stages such as forming, storming, norming, performing and adjourning.
Other than this, there is also an existence of conflicting situation within groups and teams which
is handled by use of strategies such as accommodating, collaborating, competing as well as
compromising (Carreno and Dolle, 2017). The company further focuses on the aspects of cross
functional teams wherein people possessing different kinds of skill sets are brought together as
one.
MOTIVATION AND PERCEPTION
Motivation is a very important aspect for employees of any company as it is concerned
with why people do things in a better manner and what exactly drives them in that way.
Kellogg’s has made use of different motivational techniques within the workplace because of
which it has been named as top 100 best companies to work for. The staff members are always
encouraged to speak positively about each other and they are required to have focus on their
strengths. They also listen to each other and accept views that are shared by employees with
respect to workplace setting (Uncles and Singh, 2016). Kellogg’s further makes use of scientific
management concept and motivates the employees through cash alternatives which aids in
increasing productivity and profitability. There is also a presence of Cornflex flexible benefits
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programme that allows the employees to choose from a list of benefits. These include childcare
vouchers, cash alternates, and discounted life assurance schemes among others. As per Maslow
needs hierarchy, the company has also focused on fulfilling safety needs of employees by
providing a safe and healthy work culture in order to prevent accidents (Cunha, Forehand and
Angle, 2014).
CONCLUSION
From the above report it can be concluded that management in Kellogg’s company has
adopted several strategies to manage employees. These are inclusive of motivational strategies
such as Cornflex flexible benefits program; safe and healthy work culture etc. Other than this,
management and leadership styles are also utilized by company such as autocratic, democratic
and Laissez-faire style as per demand of situation. Focus is also given on developing innovation
and creativity spirit in the staff members.
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REFERENCES
Books and journals:
Baron, S.D., Brouwer, C. and Garbayo, A., 2014. A Model for Delivering Branding Value
Through High-Impact Digital Advertising: How High-Impact Digital Media Created A
Stronger Connection to Kellogg's Special K®. Journal of Advertising Research, 54(3),
pp.286-291.
Carreno, I. and Dolle, T., 2017. The Relationship between Public Health and IP Rights: Chile
Prosecutes Kellogg’s, Nestlé and Masterfoods for Using Cartoons Aimed at Attracting
Children. European Journal of Risk Regulation, 8(1), pp.170-177.
Cunha Jr, M., Forehand, M.R. and Angle, J.W., 2014. Riding coattails: When co-branding helps
versus hurts less-known brands. Journal of Consumer Research, 41(5), pp.1284-1300.
Hudsona, S., Huang, L., Roth, M.S. and Madden, T.J., 2015. Intern. J. of Research in Marketing.
Jensen, J.D. and Ronit, K., 2015. The EU pledge for responsible marketing of food and
beverages to children: implementation in food companies. European journal of clinical
nutrition, 69(8), p.896.
Uncles, M. and Singh, J., 2016. Measuring the market performance of brands: applications in
brand management. In The Routledge Companion to Contemporary Brand
Management (pp. 45-63). Routledge.
Online:
Define Goals and Objectives. 2018. [Online]. Available through:
<https://www.michigan.gov/documents/8-pub207_60743_7.pdf> [Accessed on 9th
August 2018].
Kellogg, 2018. [Online]. Available through: <https://www.forbes.com/companies/kellogg/. >
[Accessed on 9th August 2018].
Statista. 2018. [Online]. Available through:
<https://www.statista.com/statistics/270204/operating-profit-of-the-kellogg-company-
worldwide/ > [Accessed on 14th August 2018].
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