Management and Leadership in Global Business: A Report on EngageTech

Desklib provides past papers and solved assignments for students. This report analyzes management and leadership at EngageTech.

1MANAGEMENT AND LEADERSHIP
Assessment 1
Business Report on approaches to management and leadership in global context
Company: EngageTech
Student’s ID:
University Name:
Author’s Note:

2MANAGEMENT AND LEADERSHIP
Table of Contents
Introduction......................................................................................................................................3
Main Body.......................................................................................................................................3
1. Functional areas of the chosen business and hierarchy of the management............................3
2. Is communication key to management and leadership, provide examples to
interdepartmental communication...............................................................................................4
3. Current drivers of globalisation, explanation of how drivers of globalisation affect the
chosen business............................................................................................................................5
4. Contrast two styles of leadership or management. In your opinion, what is suitable for
modern global organisation, and why?........................................................................................7
Conclusion...................................................................................................................................8
References........................................................................................................................................9

3MANAGEMENT AND LEADERSHIP
Introduction
In this report, the purpose is to describe the functional areas of EngageTech and order of
management of this UK based company. EngageTech is a business development agency. We will
try to find whether communication is a key to management and leadership for the company. The
drivers of globalisation and way these affect EngageTech will be discussed in this report. After
this, the role would be to compare the two styles of leadership or management and the styles
suitable for the organisation will be discussed. At the end, a short conclusion will be provided to
this report summarising up all the points.
Main Body
1. Functional areas of the chosen business and hierarchy of the management
EngageTech is a business development agency, which provides solutions to increase the sale
pipelines of customers (Best Companies, 2003). Organisational structure is the sum of all the
ways in which the organisation divides its workforce for distinct tasks and achieve those tasks.
EnagaeTech similarly follows an eight-factor workplace of engagement (Bharadwaj et al. 2013).
These eight factors of workplace engagement make their employees to feel connected and play
an important part to fulfil the purpose of the agency. The four key principles to make the world a
better workplace are Care, Humility, Responsibility and Discipline. Care for the work you do,
take the work you do seriously, take 100% responsibility and see the best in yourself and others
too are these four principles.
The tasks are divided in vertical specialisation i.e. the hierarchy within the organisation. The
three level of management include Top Managers, Middle Managers and First-Line Managers. It
is found that the first-Line managers’ report to the middle managers, supervises employees,
coordinates activities and is involved in day-to-day operations. EngageTech uses an external
management to help them with training. The manager of the agency regularly expresses his
gratitude when the employees work better (Kotter, 2013). Due to a smaller number of
employees, the span of control.

4MANAGEMENT AND LEADERSHIP
The company has an accreditation programme, which is the standard for workplace engagement.
Accreditation tells the investors, employees, and staffs the importance of workplace engagement
and values to people (Sorescu et al. 2011). A 3-star accreditation is given to the companies with
a BCI score of 738 or above. A 2-star accreditation is given to the companies that achieve a BCI
score of at least 696.5 and is the second highest standard of workplace engagement. 1-star
accreditation is awarded to the organisations with a BCI score of 659.5, which shows that the
organisation is taking workplace engagement seriously. The Ones to watch accreditation is
awarded to the organisations where the engagement shows signs for future benefits.
The basic type of organisational culture and structure include: 1) The Entrepreneurial or web
structure, 2) Bureaucratic or Functional structure, 3) The matrix or net structure and 4)
Independent or Galaxy structure. The entrepreneurial or web structure follows a power culture in
which the manager is the centralised structure. The structure gives value to the individual, few
rules and little bureaucracy. The disadvantages are that the system is over dependent on one
person. Examples of power culture are journalism, start-ups (Solomon, 2015). The bureaucratic
or functional structure follows a role culture. Some examples of this culture are local sectors,
government departments. The matrix or net structure follows task culture in which typical
structure are involved in extensive research. This works well in good times. Some examples are
financial services, construction, hospitals, consultancy companies (Subramanian and
Ramanathan, 2012). The independent or galaxy structure follows the person culture. These are
excellent for professionals but not good for the managers as dismissal where money is outside
their authority. Some examples of this culture are doctors, partnership of lawyers, system
analysts.
2. Is communication key to management and leadership, provide examples to
interdepartmental communication.
The exchange of information through written or spoken words, actions and symbols to get to a
common understanding is known as business communication. There should be an effective
communication between leaders and their followers for success and growth of the organisation.
Effective communication provides a common understanding. The different types of internal
channels of communication involve email, meeting, handbook, job descriptions etc. and that of
external channels include products, brands, logos, advertisements, slogans, social media etc.

5MANAGEMENT AND LEADERSHIP
More than 50% of communication is done through emails. Internal communication involves
communication between executive to employee and then to customer e.g. new policies,
procedure (Kotter, 2013). The communication between customer to employee and then to
executive e.g. customer complaints and department-to-department e.g. exchanging ideas makes a
great step towards management and leadership.
Leadership determines the framework, which in turn shapes the types and channels of
communication. Effective communication involves practical, factual, concise, clear and
persuasive conversation between two authorities. The written communication skills must be
highly developed using these factors for an effective communication (Govindan et al. 2014). It is
a difficult job to communicate as a professional, as he must be the best, be dependable to keep
their promises and commitment, be ethical, be positive, be respectful and be a team player to
contribute to a larger cause and make others around feel better.
Communication is central to leadership and management as it the exchange of information
between two authorities. Interdepartmental communication is the process in which different
departments of the same organisation sends and receives messages among each other’s. For
example, if the department that receives feedback from the customers of the products does not
communicate well with the manufacturing unit may cause a confusion that the product is liked
by the people and the unit would be producing more products (Cuijpers et al. 2011). In this case,
the lack of communication may cause the company to bear loss in their sales and the production
cost would increase. To sort out this type of problem there must be an effective interdepartmental
communication about the feedbacks so that they could remove the feedback from same person
and could generate a valid response towards the company.
3. Current drivers of globalisation, explanation of how drivers of globalisation affect the
chosen business
The worldwide interconnection of increased trade and cultural exchange is known as
globalisation. The production of goods and services has been increased due to globalisation.
Many multi-national companies have created their subsidiaries in different countries due to the
effect of globalisation (The Ken Blanchard Companies, 2016). In past 50 years, there has been a
rapid growth in the process of globalisation. This growth has resulted in increase in international

6MANAGEMENT AND LEADERSHIP
trade, companies such as Starbucks and McDonalds are able to make their identity in less
developed countries, companies now can operate in more than one country, freer movement of
capital, goods and services. Globalisation has created a vast impact worldwide by the increase in
trade in many developing and less developed countries.
There are many ways to conduct business internationally. Such as:
 Importing and exporting: Importing is receiving of goods and services from one country
in our country while exporting is the selling of goods and services. If a country exports
more and imports less its trade is surplus, otherwise it runs a trade deficit.
Example: US trade deficit in 2018
 Offshoring: To take advantages of lower costs of another nation
Example: SeatGeek
 Licensing: In this process, rights are given to the company to make and sell products
(Cuijpers et al. 2011).
Example: Disney Consumer Products
 Foreign Direct Investment (FDI): The businesses from one country invest in another
country’s firms.
 Wholly owned subsidiaries: This process is bit costly but retains control (Cutler and Alan,
2014).
Example: Volkswagen group includes other subsidiaries such as Audi, Bentley, and
Bugatti.
 Joint ventures: The risks and resources of the company are shared.
Example: Docklands-Light Railway
The global operations involving globalisation are international business, Multinational
Corporation, global company and transnational company. International companies have no
investment outside their home countries, as these are mainly the importers and exporters.
Multinational Companies are located in many different companies but the functioning of each
location is as per its own way acts as separate entity (Cutler and Alan, 2014). Global companies
are also located in different nations but they follow same culture with one set of processes and
function all over. Transnational companies do business in many countries and do not consider a

7MANAGEMENT AND LEADERSHIP
country as its home. In this way, they are able to maintain a greater degree of responsiveness to
the local markets.
Factors driving globalisation in an industry are environmental factors, which improves the
communication, falling transportation costs, the government policies. Competitive factors such
as global moves of competitor, competitive interdependence among countries. Market factors
such as global customers, shortening of product lifestyle, internationalising the distribution
channel (Vinkenburg et al. 2011). Economic factors such as rising product development costs,
steep learning curve. Globalisation affects EngageTech as it encourages the customers and
producers to get most from the company and provides advantage on labour and opening of
capital markets, which helps to borrow money to overcome the challenges.
4. Contrast two styles of leadership or management. In your opinion, what is suitable for
modern global organisation, and why?
Leadership produces movements while management focuses on the order and consistency. These
two terms are closely related but have difference in their primary functions as one creates order
and other creates change (Mak et al. 2012). Leaders such as Elon Musk and Donald Trump turn
out to be celebrities and gain much popularity among youth. The manager influence colleagues,
superiors, subordinates and the people outside the organisation while the leader focuses on their
followers and their work.
The three leadership models include trait theories, behavioural theories and contingency theory.
Trait theory identifies the personal characteristics, behavioural theory distinguishes the
behaviour of managers on two dimensions and contingency identifies the behaviour in different
situation that are distinguished as employees, boss and task (Vinkenburg et al. 2011). The two
type of leader and the leadership styles involve transformational and transactional leaders. There
are many barriers between the leadership of male and female.
Transactional leadership style involves rewards and punishments for motivating the followers
whereas transformational leadership style involves the enthusiasm and charisma to follow and
inspire their leaders (Vinkenburg et al. 2011). In transactional leadership style, the leader pays
importance to his relationship with the followers but more values are given to ideas and moral
values in transformational leadership style. Reactive nature is followed by the leaders of

8MANAGEMENT AND LEADERSHIP
transactional leadership whereas proactive nature is followed in transformational leadership
style. Transactional leadership works for the development of existing environment while
transformational leadership believes to change the organizational culture. Transactional
leadership has a settled environment but transformational leadership has a turbulent environment.
The style followed by transformational leaders is charismatic while it of transactional leaders is
bureaucratic. There is more than one leader in transformational leadership style and only one
leader can be seen in transactional style (The Mind Lab, 2015). Transactional leadership style
focuses on planning and execution whereas innovation is the main branch focused by
transformational leaders. Leaders put their self-interest in first place to motivate the followers
whereas followers are stimulated by setting group interest as priority.
Leadership style makes a company move from good to great. Leadership ability contributes
towards the team members, competent leaders, managers and executives (Hoffmann and Kumar,
2013). A leader has to overcome all the expectations of his followers and act as per the
leadership style. The vision of leaders must be clear to improve the performance of the company.
Great leaders have the capability to resolve fears and personal humility. They blame themselves
for the underperformance while normal persons blame bad luck and external factors as the cause
of the failure (Vinkenburg et al. 2011). One of the characteristics of great leaders is that they
accept failure and if the company or the organisation succeeds, they give credit to others. In my
opinion, this type of leadership can be seen in transactional leaders so transactional leadership
style is suitable towards the modern global organisation.
Conclusion
After going through all the data and discussion described in the above report, we came to know
the operating areas of EngageTech and how does the agency manage its work. Effective
communication is very necessary to take a step towards success to the organisation as discussed
above. Globalisation is making rapid changes to the world and enhancing the power of
companies and developing countries. Different leaders have their styles but transactional
leadership style is suited for settled environment and helps to develop the existing environment.
In this report we came to know the business conducting styles and other leadership styles which
approaches the management and leadership in global context.

9MANAGEMENT AND LEADERSHIP
References
Best Companies. (2003). EngageTech Company Profile | Best Companies. [online] Available at:
https://www.b.co.uk/company-profile/?engagetech-102811 [Accessed 21 Feb. 2019].
Bharadwaj, A., El Sawy, O.A., Pavlou, P.A. and Venkatraman, N., 2013. Digital business
strategy: toward a next generation of insights. MIS quarterly, pp.471-482.
https://www.misq.org/misq/downloads/issue/id/150/
Cuijpers, M., Guenter, H. and Hussinger, K., 2011. Costs and benefits of inter-departmental
innovation collaboration. Research Policy, 40(4), pp.565-575.
https://www.econstor.eu/bitstream/10419/44456/1/648824179.pdf
Cutler, Alan (2014) – Leadership psychology: How the Best Leaders Inspire Their People.
London: Kogan Page Ltd, 2014. Available from:
https://search.proquest.com/docview/1812445036?accountid=191445 [Accessed 23/10/2018]
Govindan, K., Kaliyan, M., Kannan, D. and Haq, A.N., 2014. Barriers analysis for green supply
chain management implementation in Indian industries using analytic hierarchy
process. International Journal of Production Economics, 147, pp.555-568.
https://www.researchgate.net/profile/K_Mathiyazhagan/publication/263285825_Barriers_analysi
s_for_Green_Supply_Chain_Management_implementation_in_Indian_Industries_Using_Analyti
c_Hierarchy_Process/links/5bd1885445851537f5998b24/Barriers-analysis-for-Green-Supply-
Chain-Management-implementation-in-Indian-Industries-Using-Analytic-Hierarchy-Process.pdf
Hoffmann, J. and Kumar, S., 2013. Globalisation–the maritime nexus. In The handbook of
maritime economics and business(pp. 65-94). Informa Law from Routledge.
https://www.researchgate.net/profile/Shashi_Kumar34/publication/254258143_G_L_O_B_A_L_
I_S_AT_I_O_N_-_T_H_E_M_A_R_I_T_I_M_E_N_E_X_U_S/links/
0deec51fc267e40aaf000000.pdf
Kotter, J. (2013) The Key Differences Between Leading and Managing. YouTube [online].
Available from: https://www.youtube.com/watch?v=SEfgCqnMl5E [Accessed 23/10/2018]

10MANAGEMENT AND LEADERSHIP
Mak, A.H., Lumbers, M. and Eves, A., 2012. Globalisation and food consumption in
tourism. Annals of tourism research, 39(1), pp.171-196.
http://epubs.surrey.ac.uk/202037/3/EVES_Globalisation_Food_Consumption_2012.pdf
Piercy, N., 2013. Evaluating experiential learning in the business context: Contributions to
group-based and cross-functional working. Innovations in Education and Teaching
International, 50(2), pp.202-213.
https://www.researchgate.net/profile/Niall_Piercy/publication/263463467_Evaluating_experienti
al_learning_in_the_business_context_Contributions_to_group-based_and_cross-
functional_working/links/562f82b508ae0077ccc9b6d9/Evaluating-experiential-learning-in-the-
business-context-Contributions-to-group-based-and-cross-functional-working.pdf
Solomon, L. (2015) The Top Complaints from Employees About Their Leaders. Harvard
Business Review [online]. Available from https://hbr.org/2015/06/the-top-complaints-from-
employees-about-their-leaders [Accessed 01/01/2019]
Sorescu, A., Frambach, R.T., Singh, J., Rangaswamy, A. and Bridges, C., 2011. Innovations in
retail business models. Journal of retailing, 87, pp.S3-S16.
https://www.researchgate.net/profile/Alina_Sorescu/publication/228215419_Innovations_in_Ret
ail_Business_Models/links/59da3ba2aca272e6096be505/Innovations-in-Retail-Business-
Models.pdf
Subramanian, N. and Ramanathan, R., 2012. A review of applications of Analytic Hierarchy
Process in operations management. International Journal of Production Economics, 138(2),
pp.215-241.
http://www.academia.edu/download/33269199/A_Review_of_the_Application_of_AHP_in_Ope
rations_MAnagement.pdf
The Ken Blanchard Companies (2016) The Power of Situational Leadership. YouTube [online].
Available from: https://www.youtube.com/watch?
v=3nVH_LHAjoI&list=PLbp29jYFn_QAY96cymqWS2pKVF_CnFsc8 [Accessed 23/10/2018]
The Mind Lab (2015) Transactional vs. Transformational Leadership Theory. YouTube

11MANAGEMENT AND LEADERSHIP
Vinkenburg, C.J., Van Engen, M.L., Eagly, A.H. and Johannesen-Schmidt, M.C., 2011. An
exploration of stereotypical beliefs about leadership styles: Is transformational leadership a route
to women's promotion?. The Leadership Quarterly, 22(1), pp.10-21.
http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.828.5270&rep=rep1&type=pdf