Competent and fair leadership
Competent and fair leadership: The want of good leadership can issue from physiological and security needs. Good leadership helps to assure that the organization and its jobs will continue to exist. In addition, the ego demands that one-respect person from whom orders and directions are to be received. It is very frustrating to be subjected personally to a command from an individual who is deemed unworthy and incompetent.
Reasonable orders and directions: The order is the official communication of organization requirements. In general, it should be related to the requirements of the situation, capable of being executed, complete but not unnecessarily detailed, clear and concise, and given in a manner that stimulates acceptance. Unreasonable orders incapable of accomplishment serve only to increase insecurity and frustration. Unreasonable orders that work contrary to the best interests of the organization may lead to a form of malicious obedience; the employee takes great delight in following them to the letter in hopes of harming the superior who merits little respect.
A socially relevant organization: The trend toward greater social expectations of private organizations has impact upon such an organization’s employee’s expectations. This want issues from human needs of self-esteem, and levies a highly challenging responsibility upon
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Solution through using theories:
As Locke (1976) put forward a theory of motivation based on goal setting. The individuals in the company can be motivated by setting goal as Goal Theory suggest that it is the goal that an individual is aiming for which motivates, rather than just the satisfaction of attaining it. Locke’s view is that what a person values or desires determines the goals he sets for himself, but that what actually drives him (motivates him) are the goals themselves.
Locke’s own researches indicated that individual performance was better when people had been set specific goals of a challenging or difficult nature, and when they received feedback on their performance. This approach clearly has implications for the practice of management-by-objectives of target setting. Which relies for its success on the mutual agreement of specific goals between a manager and his subordinate.
A modern and a more permanent approach to motivation are through job enrichment. This involves putting meaning into jobs. In other words, it is putting Herzberg’s two-factor theory into effect by building motivators into the job. These motivators include achievement, growth, responsibility, advancement and recognition. This approach can also work for ACTAVIS since the company is renovating its units. According to the approach the company should plan to change the job contents of the employees in order to motivate them for the new unit settled by ACTAVIS in Bulgaria.