MSc Management Autumn 2016: Leading Business Organisations SAS.Com

This case study delves into the leadership and management strategies employed within SAS.Com, a leading business organization. It examines two distinct leadership models: frameworks approach (structural and human resource) and situational leadership (arousal, supervision, coaching, and delegating). The analysis contrasts these approaches, highlighting their respective strengths and weaknesses in the context of SAS.Com's organizational structure and employee development. The study concludes with a reflection on the comparative effectiveness of these models, emphasizing the importance of a balanced approach that considers both organizational infrastructure and individual capabilities. The document references academic sources to support its analysis and is submitted as part of an MSc Management program.

leading Business
organisations

Topical debate among leadership
conceptual
• In this management of the SAS concern with two
differentiate that leads to understand the study in
more effective way.
• In this presentation is done in this report that assist to
manage the work in more effective way. At last
reflection is done by the management end's that assist
for the work in a effective manner.
• In this management use two models of leadership and
its effective uses in the organisation.

Frameworks approach
• This frame is based on the four different parts
that is fully differentiate with this. In addition to
that management concern with the four frame
that must be concerning SAS in effectively.
• SAS has to use this in a effective manner. In
which operates all four categorises in appropriate
manner. This style included effectiveness as well
as ineffectiveness in which work will be rum in a
equip manner.
• In this management need to conscious of these
all time and be aware of limitations of just
favouring one approach.

Frameworks approach
• Structural Framework In this management of SAS must focus
on the structure as well as better environment. In this study is
not enough but systematic implementation is also play a
circular role.
• If SAS focus on the better adaptation in their working style so
that management has to use experimental. In this management
of the company use this in a practical manner.
• So this will assist to manage the work in a effective manner.

Frameworks approach
• Human Resource Framework If the management of SAS
focus on the best and capable hiring in the workplace at that
time it leads to work with the supporting manner.
• In this management concern with the training and developing
sections so that SAS become capable towards the work and
level of working.

Situational leadership
• This is totally different concept of leadership in which leader
of the entity must focus on the better learning towards the
individual. On its contrary above on is focus on the working
infrastructure.

Contd..
• Arousal (supporting)
• When the leader become more effective at that
movement support will be assist for the work with the
effectively. In addition to that management also focus
on all those employee who want high level of support
that is also called the motivation.
• If SAS provide emotionally support to the individual
so it but obvious working quality become more
effective.
• In addition to that entity also provide essential
information that assist to manage the work in a
effective manner.

Contd..
• Supervision (directing) When the leader of the company
focus on the developing individual knowledge and skills at
that movement management can move forwards to the growth.
In addition to this better supervision is leads to the qualitative
product. So that management has to focus on the better
directing.
• It is also included open and close supervision that is use as a
individual personality. In addition to this management also
concern with the level of adopting in which management
evaluate that how much a individual interested in the learning
and its implementation on the work.

Contd..
• Coaching In this management provide full direction in which
they learn and try after that use it to the practical one. This
practical section are assist to manage the work in afefctive
manner. This will also assist to convene the individual towards
the Decrease direction (so that learner can learn by trial and
error) and increase support (needs emotional support due to
some failure).
• Delegating In this management use all above this and at last
oversee the level of their direction that shows how much a
individual is dedicate with the work. As well as work will be
become more concentration and effective manner.

Reflection
• After this comparative analysis management
overview that work will be done in more effective
way. In which they focus on two differentiate
method that assist to manage the work in a
effective manner. As per the above both terms
are having their own importance. In which
management concern with more with the
frameworks. But only frame work doe snot
working yet that individual is not capable towards
the fulfilment of the responsibilities.

Contd..
• In addition to that leaders having their own perception for
two different things. In which management concern with
the hard-working with the situational and its contrary
framewIn addition to that leaders having their own
perception for two different things. In which management
concern with the hard-working with the situational and its
contrary frameworks focus on the best infrastructure. In
addition to that where situational analysis focus on the
work that must be based on better mentoring so that
individual become more capable towards the selling their
products in a effective manner.

REFEENCES
• Belschak, F. D., Den Hartog, D. N. and Kalshoven, K., 2015. Leading
machiavellians how to translate machiavellians’ selfishness into pro-
organizational behavior. Journal of Management. 41(7). pp.1934-1956.
• Ekberg, K. and et.al., 2016. New business structures creating
organizational opportunities and challenges for work disability
prevention. Journal of Occupational Rehabilitation. 26(4). pp.480-489.
• Hogg, M. A., Van Knippenberg, D. and Rast, D. E., 2012. Intergroup
leadership in organizations: Leading across group and organizational
boundaries. Academy of Management Review. 37(2). pp.232-255.
• Jeston, J. and Nelis, J., 2014. Business process management. Routledge.