Organizational Management and Leadership Analysis: Stewart-Charles

This report provides an in-depth analysis of the organizational management of Stewart-Charles, a multinational car manufacturing company based in Singapore. The report begins with an executive summary, followed by an introduction that outlines the company's background, vision, mission, and strategies. It then delves into an explanation of two key leadership theories, the Great Man theory and the Trait theory, evaluating their application within the organization and their impact on departmental structures. Furthermore, the report assesses the performance management system, including motivation and reward aspects, such as Maslow's hierarchy of needs and Alderfer's ERG theory. Finally, it examines the communication processes employed within Stewart-Charles. The report concludes by summarizing the key findings and providing a list of references and appendices, including relevant figures and diagrams.

Management of Organization

Executive summary
The following report will discuss the organizational management of an organization in Singapore
that operates its business operation in a global scale. It will evaluate the leadership style that
resides in the organizational structure of the chosen company. Moreover, various businesses
units and departments of the chosen company will be discussed in the report. In addition to that,
the performance management system that resides within the organizational structure of the
company will be discussed along with the communication strategies that are deployed in order to
deliver certain connectivity among the departments of the organization.
Page 2 of 23

Table of Contents
1.0 Introduction...........................................................................................................................................4
2.0 Explanation of two leadership theories.................................................................................................5
3.0 Evaluation of motivation and reward aspects regarding the performance management system.......11
4.0 Communication process of the organization.......................................................................................15
5.0 Conclusion...........................................................................................................................................17
References.................................................................................................................................................18
Appendices................................................................................................................................................19
Figure 1..................................................................................................................................................19
Figure 2..................................................................................................................................................19
Figure 3..................................................................................................................................................20
Figure 4:.................................................................................................................................................20
Figure 5:.................................................................................................................................................21
Figure 6:.................................................................................................................................................21
Page 3 of 23

1.0 Introduction
Management of an organization is comprised of various activities (Planning, organizing and
execute) that aim to fulfill the objective of the company through effectively handling all the
business processes and available resources. Moreover, the management of an organization can be
considered as a disciple of the organization that creates certain connectivity among the
departments of an organization and help to re-establish all the necessary aspirations. Moreover, it
is considered as a concept that effectively covers the whole management structure of the
organization. To provide a broad perspective over the management organization, the car
manufacturing industry of Singapore is selected in this report. Moreover, the organizational
management system of Stewart-Charles, Singapore is discussed in this report. Stewart-Charles is
a multinational car manufacturing organization that was incorporated in the year 2011.
Moreover, the company does manufacturing operations along with providing power supplies in
aviation a system. Stewart-Charles is considered one of the largest organizations in the car
manufacturing industry of Singapore. Furthermore, the vision of Stewart-Charles is to maintain
an intimate mode of understanding between the thinking of its consumers and to fulfill their
demands thorough implementing various innovations in the future. Additionally, this
organization has a highly appealing mission to provide effortless, spacious and autonomous
mobility to each of its consumers. Furthermore, the business strategies adopted by Stewart-
Charles is to refine their business systems through which they can effectively operate their
business unites not just in Singapore but across the globe. Moreover, it is observed the business
strategy adopted bib this company is some sort of virtual cycle that enables them to gather
technological ability to identify the opportunities for growth.
Page 4 of 23

2.0 Explanation of two leadership theories
The theories of leadership refer to multiple thoughts that are brought forward to explain certain
characteristics of an individual who has become a leader. Moreover, the leadership theory
explains the ability of an individual who guides the organization towards achieving its goals and
future objectives. In the current context, two leadership theories that are adopted by Stewart-
Charles Singapore are discussed below. The hierarchy managers of the organization use these
theories in their departments in order to undermine the ability of the organization so that it can
deliver an effective performance.
Great man theory of leadership:
The theory of a great man was evolved in the 19th century. This theory helps to identify the
scientific certainty that represents the combination of human leadership characteristics. The
theory delivers certain perception that says a man holds the required characteristics of being a
leader. In addition to that, the great man theory mainly assumes that the behavioral factors of a
leader are pretty much intrinsic in nature. Therefore, Stewart-Charles only selects male
candidates for certain areas where it will be difficult for a female leader to effectively lead the
team. Additionally, this theory identifies great leaders that can show the team a specific
breakthrough from a certain situation. In addition to that, the theory of Great man leadership was
mainly popularized by Sir Thomas Carlyle who was a teacher and writer. Therefore, it is
observed that the theory of the Great man is inspired by the achievement of influential heroes.
This leadership theory was invented by Herbert Spencer, who was a philosopher and disputed the
great man theory while affirming the achievements of heroes and their impacts on the social and
cultural areas. As the Stewart-Charles is related to car manufacturing, therefore, a
departmentalization of especially skilled employees is needed. Designing team, engineering
team, car interior designing team is needed to be divided according to their specialization skills.
Therefore, a leader is needed to be implemented in these departments so that the specialized
skills of the workers can properly be executed (Nawaz, Z.A.K.D.A. and Khan_ PhD, 2016).
.
Page 5 of 23

Figure 1: Great man theory of leadership
(Source : Xie et al. 2017)
It is observed that the Great man theory is appropriate for controlling the organizational
management of Stewart-Charles, Singapore. This theory helps the organization to identify the
leaders who have inborn leadership qualities and have the necessary attributes to set leadership
qualities apart from others. This theory is proven appropriate for this manufacturing company it
helps them to identify the leadership qualities of hierarchy authorities who can effectively lead
the company to accomplish its business goals while eliminating all the negative aspects.
Additionally, this theory has provided certain support to the organization in identifying the
characteristics of the leaders and understanding their précised role in controlling a particular
department. Additionally, prompted by the great man theory of leadership and the increasing
interest of understanding the aspects of a successful leadership the differentiation of the
characteristics of different leaders provides a certain attribute that helps to understand the
leadership approaches.
Page 6 of 23

Trait theory of leadership
The Trait theory of leadership circles round the propel who have inborn qualities or have
transformed themselves as such that they can effectively play a major role in guiding his/her
team. Moreover, it contains certain qualities such as a mere sense of responsibility, intelligence,
and creativity. In addition to that, it includes certain values that can effectively help an
organization to identify a good and efficient leader. Furthermore, it is noticed that the traits
theory of leadership mainly focuses on analyzing the physical, social and mental characteristics
of the leader in order to achieve a certain understanding regarding the characteristics of the
combination of successful leaders. Therefore, applying this leadership theory in the
organizational management of Stewart-Charle's mere connectivity among the leaders of different
departments has been developed. On the other hand, there are several shortfalls of these theories
can be identified as observing from a psychological approach, it can be noticed that all the
leaders hold different perceptions and apply different techniques to rich the objective. Therefore,
a certain mode of dispute can be seen between the leaders of different departments.
.
Figure 2: Great man
theory of leadership
(Source : Poulou
and Norwich,
2018)
Page 7 of 23

The Traits-theory of leadership is appropriate for the organization as it delivers a scope trough
which the leaders of all departments can effectively create connectivity among them. This theory
helps Stewart-Charles to identify the specific personalities from the departments in order to
distinguish different leadership characteristics. It helps the organization to identify such leaders
who can largely initiate towards a specific objective rather than being developed through
learning or observing. Stewart-Charles has identified various interests, personalities, and abilities
of the leaders and those personalities in their managerial departments who are completely
different from those less effective and inefficient leaders. Moreover, it is observed that the
leading theory of Traits is one of the most naturally pleasing theories and it is appropriate for
validating the leadership traits of an individual (Nichols, 2016).
Opinion
It is observed that the effective leaders of an organization are those personalitie4s who are being
gifted with some of the excellence that provides a divine inspiration to the team members while
having a soulful characteristic. It can be opined that, through applying Great man theory of
leadership, Stewart-Charles mangos to implement various aristocratic rules in order to identify
the positions of the social status of their departmental leaders. As can be seen, the people who
have a lesser social influence cannot efficiently process the opportunities that allow a leader to
precise effective leadership skills. In the recent scenario, Stewart-Charles have identified
prominent leadership characteristics from their managerial areas and have implemented their
inheriting characteristics in order to increase productivity and enhance the skills of the workers.
Page 8 of 23

Figure 3: Great man theory of leadership
(Source : Harrison, 2018)
On the other hand, it has been opined that the traits theory is responsible for identifying the
abilities, personalities, and interests of different leadership figures in an organization. Moreover,
it is observed that Stewart-Charles has considered the preconditions of leadership as an essential
element that can allow identifying people with leadership potentials. In addition to that, through
applying six leadership traits, such as; drive, honesty, intelligence, integrity, knowledge relevant
to the job and desire to lead a team, Stewart-Charles can effectively transform non-leader
personalities into efficient leaders. In addition to that, it helps to bind the subjective judgments in
determining the effective leadership skills in order to list the possible traits to identify
transactional leadership aspects within the organization.
Page 9 of 23

Figure 4: Traits theory of leadership
(Source : Early, 2017)
Page 10 of 23

3.0 Evaluation of motivation and reward aspects regarding the performance management
system
The system of reward mainly exists for supplying a certain mode of motivation to the employees
in order to ensure that the employees are delving their one hundred percent to achieve the
strategic goals of the organization. In addition to that, reward management is not concerned with
providing and paying additional benefits to the workers, it just helps to boost up the performance
of staff. Moreover, there are non-financial rewards (Training, responsibilities, and recognition)
that are equally concerned with financial rewards. In these particular segments, the rewards and
motivation aspects of Stewart-Charles will be discussed in order to deliver a certain perception
regarding the organizational management structure of this company (Nguyen et al. 2017).
Maslow’s hierarchy of needs reflects that needs that are categorized into five basic categories
such as self-actualization, self-esteem, belongings, safety, and psychological needs. Through
providing these five basic needs to the employees the organization can effectively motivate their
employees to initiate more of them.
Figure 5: Maslow’s hierarchy of need
(Source : Singh and Behera, 2016)
Page 11 of 23

Moreover, there is Alderfer’s theory of existence, relatedness, and needs of growth that is
comprised of three classes of needs (needs of existence, relatedness, and growth) that deliver a
certain mode of motivation to the employees. In order to successfully motivate the employee to
the organization needs to fulfill the basic needs of the employee. Moreover, the organization
needs to maintain a certain relationship among all the employees working in different
departments. In addition to that, employees expected to achieve a certain growth if they manage
to stand by the expectations of the organization.
Figure 6: Alderfer’s theory of existence, relatedness and needs of growth
(Source: Velmurugan and Sankar, 2017)
Page 12 of 23

The effectiveness and of the reward and motivating aspects that can effectively encourage the
performances of the employs are discussed in this segment.
Involvement of the employees: Stewart-Charles involves all of their employees that are working
in different departments in the development and training programs. It effectively encourages
communication between the different departments. Moreover, as mentioned in the theory of
Alderfer building certain connectivity between the departments ensures both employees of upper
and lower management are included in the reward system. Furthermore, the involvement of the
employees of each department can get motivated by enjoying the same structured reward
process.
Ensuring that rewards are worth the efforts of the employees: Stewart-Charles has included all
the employees in their reward programs. However, it is quite critical to ensure that the employs
see the value of rewards as worth to their efforts. In addition to that, as refried in Maslow’s
hierarchy of needs, managers identify the employees and reward them according to their work.
Therefore, employees who observe that the rewards are worth their efforts, they get motivated.
Understanding the process of earning the reward: The mangers of Stewart-Charles have taken
the responsibilities to make the employees understand as to how they can effectively gain the
rewards. As a certain and comprehensive understanding is delivered to the employees regarding
the reward structure. They will deliver more of their skills in order to be capable of achieving the
reward. Stewart-Charles uses such rewards technique through which the employees get
motivated and it helps the organization to extract the best skills out of them.
Reasonable and transparent standards of performance: Stewart-Charles ensures a reasonable
and transparency reward structure can be delivered to the employees, as employees can find the
rearward structure is quite attainable for them. The departmental managers of the organization
always monitor the perspectives of each of their employees as if they believe that the rewards
criteria are within their reach. Moreover, Stewart-Charles provides a dashboard to its employees
so that they get regular updates regarding their performances. Additionally, it allows the
employees to understand the accuracy of them so that they can effectively assess their self-
performances and gather a realistic expectation for achieving the rewards.
Page 13 of 23

Determinants of base rewards: Stewart-Charles have distributed their reward programs through
considering the expectation of the employees which are mainly delivering a fair and effective
mode of understanding. Moreover, it proved a certain perception of that delivers a concrete
understanding regarding the expectation of the hierarchy authorities. It will effectively motivate
the employees so that they can deliver the desired performance results.
Fair and achievable reward system: Stewart-Charles ensures a fair and achievable rewards
system. It is observed that, if the employees find the rewards are fair and quite achievable for
them they will get motivated and will try harder tin achieve them. In addition to that, Stewart-
Charles consistently distributes the rewards according to the pre-determined policies.
Performances linked to the performances: In order to ensure that the reward structure
effectively influences the performances of the employees, Stewart-Charles has linked the reward
structure with the performances of employees so that the company can get the desired results
from them. The organization has considered cash and non-cash rewards, recognitions, and praise
as major reward elements that can ensure to deliver a sense of motivation to the employees.
Additionally, as the employees can understand the connectivity in-between the performances and
reward functions, the organization can efficiently motivate their staff to deliver more optimal
performances in the future.
Page 14 of 23

4.0 Communication process of the organization
The communication process is very important as it refers to the transmission of information or
messages from the sender to the receiver through a well-maintained channel. In addition to that,
conducting effective communication while overcoming all the significant barriers that create
obstacles in initiating an effective transmission of data.
First-person message transmission:
Stewart-Charles tends to deliver strong messages among the employees as the company manages
to drive the communication process by using first-person perspectives. The organizational
management team has managed to maintain such a communication structure that allows all the
employees to deliver their perspectives without feeling any sort of hesitations. Moreover, the
first-person transmission of message often does not prove appropriate as sometimes it fails to
provide the appropriate directions to the employees. Therefore, Stewart-Charles focuses on
allowing the managers of different departments to transfer a clear and strong message to the
employees of their departments.
An effective channel of communication:
It is observed that different mangers mostly prefer to have electronic access rather than face-to-
face interaction to initiate an effective and enhanced communication process. In addition to that,
electronic communication helps to minimize the consumption of time that requires initiating
face-to-face communication. The departmental managers of Stewart-Charles manage to identify
which communication process is appropriate for ensuring the effective transmission of data.
The understanding between the receiver and sender:
It is important to select an appropriate channel for data transmission. Stewart-Charles tends to
maintain a significant understanding in-between the receiver and the sender of the information.
This organization has provided all the necessary scope to its mangers to choose a subordinate
and superior communication channel. Moreover, the mangers of the organization consider the
filtration process of the transmitted data. The choice of word and physical expression plays a
crucial role in this context as different verbal and non-verbal clues affect the filtering process of
communication.
The flow of communication:
Page 15 of 23

The downward flow of communication mainly flows from the higher-level authorities of an
organization towards the low-level departments. In the context of the communication process of
Stewart-Charles, it can be observed that the managerial department mainly considers the
superiors and subordinates of the management that controls the command chain. In addition to
that, the managers of the organization transmit various work-related information to the
employees through electronic communication channels such as; email, telephonic calls, and other
electronic Mediums. Employees of the organization specifically assess the transmitted
information while efficiently performing their jobs and to meet with all the expectations of the
managers. In addition to that, Stewart-Charles uses downward communication to determine the
following aspects of organizational communication;
 Giving the required feedbacks regarding the performances of the employees.
 To give specific examples and instructions regarding the jobs.
 Providing an effective understanding of the staff, regarding the job and communicating
with them in order to understand their jobs in the company.
 Downward communication helps lower employees to understand the vision and
objectives of the organization.
 In addition to that, it highlights the area of attraction to the employees.
The flow of upward communication refers to the flow of communication from the lower
authorities to upper hierarchies. In addition to that upward flow of communication helps to
understand the feedbacks that can help the higher authorities to understand how the organization
is functioning. Moreover, upward communication helps the superior and subordinates of the
organization to analyze the views and perceptions of the employees. Stewart-Charles manages to
ensure a more committed and loyal workforce within the organization. The company allows
every employee to speak freely and to deliver their perceptions on any sort of event. Stewart-
Charles allows the employees to understand the issues and feelings of their employees and their
satisfaction and dissatisfaction regarding the job. The organization has provided full authority to
its higher managers to take necessary actions after assessing the information transmitted through
upward communication.
Page 16 of 23

Page 17 of 23

5.0 Conclusion
Finally, it can be concluded that Stewart-Charles uses a great man theory of leadership and trait
theory of leadership in order to initiate an effective leadership strategy within the organization.
The leadership theories implemented in the leadership structure of the organization have been
used by the hierarchies (Chief executive officer, managing director, departmental and division
head and other senior authorities) of the company. Furthermore, the report also discusses the
performance management system of Stewart-Charles. Moreover, in order to explain the
motivation and reward structures of the organization, it is noticed that the organization uses
Maslow’s hierarchies of needs and Alderfer’s theory of existence, relatedness, and needs of the
growth model. Furthermore, Stewart-Charles have managed to implement such effective
communicative process that helps the departmental managers to implement such communication
process among all the departments that provide an efficient communicative channel.
Page 18 of 23

References
Early, G., 2017. A short history of leadership theories. Retrieved from.
Harrison, C., 2018. Leadership research and theory. In Leadership Theory and Research (pp. 15-
32). Palgrave Macmillan, Cham.
Nawaz, Z.A.K.D.A. and Khan_ PhD, I., 2016. Leadership theories and styles: A literature
review. Leadership, 16, pp.1-7.
Nguyen, T.T., Mia, L., Winata, L. and Chong, V.K., 2017. Effect of transformational-leadership
style and management control system on managerial performance. Journal of Business
Research, 70, pp.202-213.
Nichols, A.L., 2016. What do people desire in their leaders? The effect of leadership experience
on desired leadership traits. Leadership & Organization Development Journal, 37(5), pp.658-
671.
Poulou, M.S. and Norwich, B., 2018. Adolescent students’ psychological needs: Development of
an existence, relatedness, and growth needs scale. International Journal of School & Educational
Psychology, pp.1-9.
Singh, T. and Behera, M.P., 2016. Application of the Maslow's hierarchy of need theory: Impacts
and implications on employee's career stages. Training & Development Journal, 7(2), pp.43-52.
Velmurugan, T.A. and Sankar, J.G., 2017. A Comparative Study on Motivation Theory with
Maslow’s Hierarchy theory and Two-factor theory in Organization. Indo-Iranian J Sci Res, 1(1),
pp.204-8.
Xie, G., Jiang, J., Liu, Y., Li, R. and Li, K., 2017. Minimizing energy consumption of real-time
parallel applications using downward and upward approaches on heterogeneous systems. IEEE
Transactions on Industrial Informatics, 13(3), pp.1068-1078.
Page 19 of 23

Appendices
Figure 1
Great man theory of leadership
Figure 2
Page 20 of 23

Great man
theory of
leadership
Figure 3
Great man theory of leadership
Page 21 of 23

Figure 4:
Great man theory of leadership
Figure 5:
Maslow’s hierarchy of need
Page 22 of 23