Chapter 4 analysis and data interpretation analysis

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CHAPTER 4 “ANALYSIS AND DATA INTERPRETATION” ANALYSIS From the research instrument used- interview and observation, following analysis is done: The company operates on supportive model. Here, the needs of the employees are fostered. Necessary trainings are provided. Employees in the organization expect conducive environment. Sometimes the negative consequence occur, there can be competition between people to perform better than others which can lead to put more focus on individual performance and no co-operation. There is a „need for affiliation‟. The middle level management people prefer working in groups, for every work teams were made. There exist co-operation between the team members. When there was deadline approaching to file the taxes the team members use to help each other in completing their work. People there preferred receiving feedbacks in private, very often one-to-one sessions with the supervisors use to happen. The risk taking ability is moderate to huge. There is a „need for power‟. It can be seldom seen that there was a desire in people to become an influential person. They use to work effectively towards the achievement of their goals. Risk taking ability was high, even in the last few days they were taking the new cases and assigning to different offices. They loved to work with others. The management had equal concern for both the people and the production. All the needs of the employees were fostered and taken care of. Whenever there was a need of training, adequate sessions were organized for the same in which all the employees, interns and even the managers from all the retail offices in different cities were involved through video chats and Skype. The management was making its people ready for every challenge. Leadership Style: Contingency theory. The optimal course of action is contingent upon the internal and external situation. People in the company preferred using their own style of leadership in the right situation. There was flexibility
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in the approaches and strategies used; it was dependent upon the leadership style and favorableness of the situation. Leader-member relationship: Direct interaction with the supervisor used to happen. There used to happen one-to-one sessions very often. Even interns were supposed to report directly to the head of the particular department. Apart from work, we used to go out for lunch. There was a connection built between all the team members. Degree of task structure: During the initial days of the internship, we were provided necessary trainings and allotted with the easier tasks, as our understanding went on increasing the complexity of the tasks given to us also increased. The right amount of task was given to all the interns as per their capabilities.
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  • Fall '17
  • Mahvish ali

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