Final - MGT 414 Dr. Cowan December 15, 2011 Final Exam...

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MGT 414 Dr. Cowan December 15, 2011 Final Exam Paper Introduction: Over the course of the last 16 weeks, the key idea that resonates with me is effective leadership and how leaders who make a difference help create high-performance organizations. Perhaps the two most important roles for a leader to fulfill, in order to make a difference, are the charismatic and the architectural roles. These two leadership terms come from Kets de Vries and to me embody the critical aspects the character of a leader must possess. A leader must be an architect in terms of having the ability to, if necessary, redesign corporate culture in an effort to inspire people regardless of their position in the organization. This architectural aspect of leadership translates into the basic idea that leaders want employees to foster a sense of ownership. In architectural terms, it is important for organizations to be more horizontal to encourage lateral rather vertical communication. The idea of lateral communication brings up the monochronic and polychronic time frameworks discussed in class. Most organizations, especially in the United States, tend toward monochronic time where a hierarchy is incorporated. Although a hierarchy usually makes communication more effective, upper management tends to be isolated from other employees. Without monochronic time, our technological-industrial society could not have developed the way it did. Monochronic time in an organization is efficient. However, there has to be a combination of both monochronic and polychronic time orientations in organizations; otherwise, organizations that tend to be monochronic become blind to the humanity of its members and become oblivious to the corporate structure.
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In an effort to encourage lateral communication, an influence from polychronic time management is necessary where management consists of overseeing a number of small units all functioning at the same level. An example Kets de Vries offers comes from General Electric (GE) CEO, Jack Welch, “Welch has been called the ‘master of delayering’ obsessed by finding ways to cut layers out of his organization. Where once there were nine organizational layers between himself and the shop floor, there would now be around five. The company is as flat as any organization can be,” (215). By architecturally redesigning an organization to make it as simple as possible, the potential for confusion in decision making is minimized. Utilizing the right organizational structure is a competitive advantage. This is only one example that leaders can follow to make a difference in regards to designing an organization. It should be noted, however, that other ideas are necessary to implement in regards to setting up the proper control and rewards systems in an organization. The other essential part of what leadership is all about is the charismatic role.
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This note was uploaded on 03/21/2012 for the course MGT 414 taught by Professor Cowan during the Spring '12 term at Miami University.

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Final - MGT 414 Dr. Cowan December 15, 2011 Final Exam...

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