Leadership has always been in existence throughout the human history. The existence has been supported by a number of theories, some of which have proven to be of vital importance in managing followers. During change management and transition process, employees or stakeholders who form part of the organization, must be familiarized with the process because it helps in building trust among all the partisans. Some of the theories that facilitate motivation during the change management process include Jeremy Bentham’s theory of the Carrot and the Stick and the Need Hierarchy Theory. Pointing out from Bentham’s Theory. Achieving an organizational goal requires a variety of motivational techniques including incentives to alternate employees behavior change by employing force or choice. However, a sudden reduction in bonuses as a result of negligence can also mean a strong de-motivator to employees’ morale. Besides, the Carrot and Stick theory contradicts motivation situation, bearing in mind that it is externally moderated. On the other hand, Need Hierarchy Theory was designed by Maslow to motivate people through possessiveness motivation of certain needs. Moreover, leadership theories have been created to harmonize the guide for those who are seeking to understand that leadership can be implemented effectively while dealing with followers.

Introduction

Leadership and management are believed to share some similarities, but the two words are indifferent in the real sense. However, different job roles combine both leadership and management in an equal preposition (Gold, 2010). While leadership entails the process through which a person influences a team to achieve an organizational objective in a cohesive and coherent way, management concerns the process of planning and directing activities towards meeting the organizational objectives. During Change Management and Transition Process, employees or stakeholders who form part of the organization must be familiarized with the process because it helps in building trust with all the partisans. However, Change Management Processes are characterized by several theories that help to motivate a number of schools of thoughts before arriving at a specific decision. According to Christopher (2012), some of the theories that facilitate motivation during the change management process include Jeremy Bentham’s theory of the Carrot and the Stick Approach, Need Hierarchy Theory and Theory X and Theory Y” of Douglas McGregory among others.

Bentham’s Theory of the Carrot and the Stick Approach

Strengths

Weiss (2009) clarifies that every organization uses a variety of motivational tools and techniques to enhance employees. In an attempt to put more effort towards achieving the organizational objectives, the management often employs Bentham’s theory. As such, motivational techniques vary from tangible benefits like salaries to intangible benefits such as work promotions. Moreover, the Carrot and Stick approach embraces a variety of motivational techniques, including incentives to alternate employees behavior change by employing force or through choice. The carrot and stick approach is somewhat one of the most common motivational approaches that are used by managers to enhance employees’ performance through incentives and financial remunerations. The carrot and stick metaphor relates to use of rewards to promote a desired behavior among employees who are entitled to an organized workforce. The concept was derived from an old story that; to make a donkey more productive, rewards have to be employed. Therefore, the owner may decide to improve the animal’s performance by either raising the carrot in front of him or using a stick to apply force from behind to make him perform.

While using Bentham’s theory of carrot and stick approach is meant to motivate employees towards extraordinary performance, managers often embrace good perks and bonuses hence very effective while dealing with a big number of people. Moreover, the theory is also regressive for leaders who are concerned with the organizational development. The theory does not only examine a situation within an actual domain, but it also looks at necessary responses, both from the leaders and the followers’ point of view. Furthermore, Bentham’s theory is highly motivational because it takes two main emotional approaches that are the desire to learn or develop a fear, then improve effort towards achieving the organizational goals (Flora, 2004).

Limitations of Bentham’s Theory

Despite several contributions achieved through Bentham’s theory, the implementation of such a theory has also contributed several demerits to the organization. For instance, most organizations have used the stick to represent fear or loss of job among organizational employees. A sudden reduction in bonuses as a result of negligence can also mean a strong de-motivator to employees’ morale (West & Dawson, 2005). In addition, Bentham’s Theory also contributes to distrustful or retaliatory behavior within a team such as low-quality production and the emergence between departmental managers where one would feel best deserved against the other. Moreover, the theory is characterized by extinct rewards where some employees feel that the reward is diminishing most especially when a similar reward has been used to motivate an employee more than once. Ultimately, some organizations are too complex to adapt the use of carrot and stick approach while it also destroys the spirit of synergy where employees feel de-motivated to work as a team.

With a developed perception that motivation is driven by the state of mind, the carrot and stick approach theory contradicts the situation bearing in mind that it is externally moderated. Besides, other theories of motivation tend to distance themselves from Bentham’s theory, pointing out that the effectiveness of the theory cannot be measured. Besides, it is linked to only two human emotions, which are desires and fears while, in the real sense, a person is capable of numerous emotions including love or a sense of purpose. As such, motivation, which attributes to the theory, should have been linked to higher forms of emotions. However, it cannot just be influenced by interpersonal skills of a leader for personal gains (West & Dawson, 2005).

Need Hierarchy Theory

Strengths

Need Hierarchy Theory was designed by Maslow in 1968. The theory is meant to motivate people through possessive motivation to achieve certain needs. The theory is represented in a Hierarchical Pyramid with five different levels where the lower levels are considered to be psychological needs while the uppermost level entails the growth needs. According to Woodside & Martin (2008), human needs are in a form of hierarchy from the lowest to the highest where every needs must be satisfied depending on the case that requires motivation. Maslow Hierarchy of needs is as shown.

Psychological Needs – Psychological needs constitute important needs that are meant to sustain human life. Such needs include shelter, sleep and medicine amongst others, were instituted by Maslow as motivating the factor in life to motivate the workforce (Srivastava, 2005).

Security needs – Includes security environment, employment opportunities and property that satisfy employ needs.

Belongings Needs – Entails friendship and intimacy that enhances the relationship that are meant to motivate the workforce by improving employee relationship in the place of work.

Esteemed Needs – Concerns achievements, independence and status that dominate respect for others.

Limitations of the Need Hierarchy Theory

Despite several contributions that have been contributed by Maslow In The Hierarchy Theory, its implementation process has received standpoint aspects of de-motivation. For instance, not all employees are governed by similar needs. Moreover, employees within an organization are driven by contrasting needs at the same point in time. As such the theory cannot be supported empirically. On the other hand, Maslow Theory does not support the case of starving artists because their basic needs may not be fully satisfied (Aswathappa, 2005).

Maslow Theory is deficient of extrinsically driven motivation. In essence, the self – actualization stage is irrelevant, especially in support of individual while offering extrinsic rewards. Besides, the theory makes it difficult for managers to identify the need for every employee thus making very complex in controlling in places of work. Through Maslow theory, some employees find it hard to accept their colleagues who have been motivated while trying to come up with innovative ideas to attract the favors from customers. Ultimately, Maslow’s theory may not have much recognition in the current world since every person has his needs that require satisfaction (Aswathappa, 2005).

Part B

Carrot and stick approach best explains my motivational approach in life because the use of incentives promotes interpersonal morale towards achieving the organizational objectives. Firstly, the theory has helped me to improve my negotiation skills in business. For instance, the theory has enabled me to understand how to be continually engaged with clients on a daily basis and improve my interpersonal business skills and more particularity on how to grow a personal business. Unlike most of the motivational theories, the Carrot and Stick Approach enhances sympathy through coaxing method. As such, it has promoted the move on how I should deal with people when implementing new business laws. For instance, it made me surprise my team members one day while making decisions by observing the scenario before making an actual solution.

The Carrot and Stick Approach is more of a rub, but to me it is still the best motivational approach because it looks more like a negotiation strategy than just being hard and difficult for employees. Therefore, it helps in solving business cases, especially environmental and social monitoring team has been implemented in a team. The theory has also helped me to understand expected risks that are associated with teams and how to tackle expected problems arising from some teams.

Task 2

Comparison Between two Leadership Theories

Leadership theories show a measure of evolving series of thoughts from a great man to transformational that mainly focus on the behaviors of successful leaders by simply considering the contextual nature of leadership at hand. In business, there are several leadership theories that guide the relationship and influence between people towards attainment of the organizational goals. There are several categories of leadership theories with respect to an organizational guide. However, more has been created to harmonize the guide for those who are seeking to understand leadership can be implemented effectively while dealing with followers. Despite the existence of several leadership theories, the following have stood out in determining how effectively followers can be influenced towards achieving the organizational mission and objectives.

Trait Theory Vs. Situational Leadership

The trait theory of leadership has been brought by the assumption that some qualities and traits can be inherited from predecessor in order to become a good leader. The theory identifies that fact that a leader must pose peculiar personalities and behavioral characteristics that are shared across leadership. On the other hand, situational leadership links leadership to a specific situation through, which it is being exercised. For instance, some situations require autocratic While another may Need Laissze Faire. Situational theory proposes to the fact that a leader may decide on the best course of action depending on a given situation in time (Lussier & Achua, 2010).

Advantages

Trait theory employs an approach that leaders are exceptional individuals who own valuable traits with a lot of possessiveness as being an essential part of the community. Besides, Trait theory is characterized by personality traits thus makes it a significant body of research. Moreover, it acts as a benchmark for determining suitable leaders. As such, the theory has been identified as suitable for accessing potential leadership strengths and weaknesses. On the other hand, it is very easy to understand situational leadership depending on any work situation. In addition, it is often applied by different companies to uphold both credible and positive reputation among departmental leaders. Besides, it can also be used by leaders in determining their level of success while still giving a guesswork out of a given leadership situation (Lussier & Achua, 2010).

Skills

Both trait and situational theory embrace characters and skills that form part of the leadership theory. In such a case, both trait and situational theory share some similarities, but they still have a wider margin of variation (Lussier & Achua, 2010). In essence, situational leadership is supported by several contingency models that are used by leaders while making decisions depending on the leadership behavior. Situational theory is considered to be of more positive impact for higher level employees while Trait Theory is applicable throughout the entire organization. Through interaction, it is suggested that situational theory may require amendment to some of its intuitive aspects so as to help followers develop enough confidence by improving their abilities.

A positive aspect of trait theory is both proactive and reactive approach to nature by allowing a leader to envisage a solution prior to problem occurrence. Moreover, it equips leaders with some of the best skills on how to act upon a given problem in time. Based up employees’ capabilities and willingness, Trait Theory specifies a set of leadership characteristics from others that makes it be widely used in finding solutions to different problems of the followers. Trait theory may not require any amendment because every leader has got personal characteristic that is applicable in solving a definite problem in time (Lussier & Achua, 2010).

Styles and application

More similar to most leadership theories, situational theory enables leaders to suggest a balance of task and employee relations that creates a variety of approaches while exercising leadership among followers. According to Blanchard, Situational Theory is best applicable in areas that require sales, participation and delegation of task to followers. Most authoritative leaders often apply situational theory in boosting employees’ morale. However, trait theories are based on the premise that leaders are born and not made (Lussier & Achua, 2010). In such a case, Trait Leadership thus takes account of factors that influence the development and success of followers. Characterized by honesty, truthfulness, and deception, trait leadership involves the use of integrity where the actions of a leader are made to coincide with actions while keeping up with the words of leadership.

Strengths And Criticism

Regardless of different challenges that are associated with trait theory, it is very simple to understand and execute. Therefore, it can be easily implemented, especially in hospital-based organizations. Contrary to situational theory, Trait Theory is more spontaneous in nature as agreed by several scholars. Moreover, the theory is usually characterized by hard data and statistical figures that do not form part of the situational theory. However, trait theory does not support the exact development process of individual trait while it is considered as an objective. In addition, it does not give a clear interpretation and a proper prediction of behavior (Lussier & Achua, 2010). Ultimately, the theory is based on individual traits, but it does not clarify on the proper development of traits most especially how a negative trait can be enhanced or promoted to a better level.

On the other hand, situational theory promotes the notion that there is no specific leadership style that can be perceived better. Situational theory promotes leaders to employ strategic measures that are in solving difficult tasks. Situational theory looks difficult to understand and implement because it musts vary depending on the event. The theory allows for simple statistical implementation and is applicable to different organizations. Situational theory supports specific development process and is best applied in the training of the organizational leaders. Contrary to trait theory that concentrates on interpersonal skills, the approach is very simple and applicable across a variety of settings (Lussier & Achua, 2010).

Task 3

Is the Conflict Always Dysfunctional in a Workplace?

In every organization, conflict is viewed with a lot of negativity and often perceived as a bad thing that is meant to deter the organization from achieving the objectives. However, conflict can also be dysfunctional (positive in nature). Contrary to the negative aspects of management, most conflicts are mostly functional in nature that is they are meant to introduce sustainable and healthy relationship among all the stakeholders (Langan-Fox et al. 2007).

Dysfunctional Conflict

Dysfunctional conflicts are described as a set of conflicts that details performance and decline in communication, thus obstructing the organization from achieving the objectives. Dysfunctional conflict is mostly characterized by increased tension, prolonged dissatisfaction and increased employee turnover. To some level, conflict within a workplace, is always desirable in that it must not always be dysfunctional (Langan-Fox et al. 2007). The Presence of conflict in the place of work indicates a sign of commitment towards achieving objective of an organization. In most cases, organizational leaders are always committed towards the realization of the best solution that is meant to do away with challenges affecting the progress in an organization. Dysfunctional conflict is a vital element in an organization because the absence of dysfunctional conflict may lead to stagnation of an organization.

Basing the argument for Maturity And Immaturity Theory, workplace conflict may not only be dysfunctional, but there exist other forms of conflicts but. Every organization holds a career to increase a level of responsibility by maintaining a relationship between organizational employees hence promoting chances of synergy and sustainability. Even though organizational conflicts may not only be dysfunctional in nature, most recommendations have pointed out at disturbing lag while comparing Dysfunctional Conflicts to Functional Conflicts. While there are several credible sources supporting the need for a dysfunctional conflict in an organization, functional conflicts have also been in existence, linking communication variables between management and the followers (Lussier, 2008).

Based on modern theories of organizational conflict, such As Karl Max Theory Of Base And Superstructure, the conflict situation may originate as a result of fear or force. As such, other types of conflicts also form part of a workplace environment. Other types of conflict in a workplace environment emanate as a result of communication gaps, personal differences, and ideological variations. However, every type of conflict, which arises within an organization stimulates a different fact of solution (Lussier, 2008). A response to a conflict situation often varies depending on the situation and the environment through which the conflict is likely to affect. Therefore, the need of assuming any conflict in a workplace environment to be a dysfunctional conflict should be treated as a false observation.

Task 4

Organizational Change Management and Emotional Response

Several scholarly articles have pointed out why change initiatives are mostly unsuccessful. With researchers agreeing that resistance is one of the obstacles to change implementation process. Employees’ reaction to change is mainly driven by several factors, including emotional reaction since change process concern going from the known to the unknown. Most managers often feel affected when employees become resistant to the change management process (Kotter, 2012). The behavior of one organizational leader will influence the perception of the other leader and finally transfer to the rest of the staff. Whenever a change process is initiated, a section of stakeholders will side with the idea while the other will associate it with less objectivity to the organization. However, every planned change must be implemented right from the top of the organization to employees at the bottom of the hierarchy.

Change Management And Employees Emotions

As from the past, employees of an organization must learn to adapt to new strategies while implementing change so as to achieve the goals and must be resilient to unnecessary setbacks. Factors such interest, values and beliefs are the most proponents of change and directly amount to emotions. Emotions often influence the mind of a person, hence it can be used to alter the minds of employees on how to deal with a given task in time. Besides, emotions are very important during a change management process since it determines a social situation and evokes employee’s behaviors on how to deal with a given change process. Studies have confirmed that emotions trigger behavioral outcomes of employees who can be associated either with positive and negative emotions (Murray et al. 2005). For instance, resistance to change may result in negative emotions, thus bringing and emotion that a change may not be possible.

On the other hand, when employees decide to cope up with a change process, they broaden up their perception with a lot of positivity hence developing positive emotions. As such, there is an improved level of commitment with respect to emotional management. On the other hand, irrational ideas are extensively and related to the emotion of employees during change.

How to Apply the OD Model to Ensure More Positive Outcomes

Organizations have drawn a lot of concerns to promote and improve their competitive advantage. However, the only way to advance the scale of competitiveness is by incorporating change process through organizational development model. As a result, most organizations often seek for implementation of better structures and management styles that are meant to improve effective change management process. Through the organizational development model, the organization can employ the following procedures with the help of the Organization Development model towards the realization of more positive outcomes.

Dialog With the Management

To ensure a positive outcome and promote positive emotions while implementing a new organizational change, there should be a proper establishment of the functional relationship. During such a process, the change management team should propose the new change to the top brass in a way that is within the organizational culture. Through the dialog process, change management team should develop an agreement with the management on how to institute a change process. Therefore, the dialog process would influence positive emotions in the first stage (McLean, 2006).

Cultural Audit

Positive emotions developed in the first stage should allow for an assessment of the proposed change. Such a process is handled by senior management in an attempt to ascertain if the change management process is possible. The whole of this process is termed as cultural audit that, would then access the perception of the existing culture, thus contributing positively to the process (McLean, 2006).

Inception Report

In order to realize a positive outcome from a change management process, an organization should embrace inception report to determine if all the details, which are supportive of the change management process, are valid for interpretation. Through the inception process, the management set up principles and a set of policies to be followed while implementing the change process. The process will consolidate management staff to work as a team to enhance a smooth transition process. The inception is also vital in enhancing positive emotions that are also of the positive effect on a new workforce (McLean, 2006).

Action Plan

With respect to the audit that has been previously carried with the management staff, an action plan should be developed on how to execute a cultural change. Through the plan, goals and objectives of the process are discussed to allow for easier implementation with very minimal resistance. Moreover, it will also enhance positive emotions among stakeholders (McLean, 2006).

Training – Management should be trained to ensure that everybody is familiarized with the proposed change. Besides, it will also promote interpretation to the lower staff members.

Implementation Of The Change

After every all the essential process has been processed, management should implement change on a gradual basis alongside the current organizational culture. Gradual implementation would help to minimize the chances of resistance. Besides, it would also enable staff members to feel as part and parcel of the change process (McLean, 2006).

Conclusion

In the current world, organizations are faced with several challenges just like in the past. For instance, there are increased demands in terms of market and opportunities, but all concerns must be under leadership and management. The paper has discussed change management process, including a number of theories and how such theories can be used to boost employee morale at the places of work. Through the use of Bentham’s Theory, the paper has highlighted how an organization employs a variety of tools to achieve the objectives. Pointing at different strengths and weakness, it has clarified how human needs can be distributed through a hierarchy that starts from the least point to the highest point. Moreover, the paper has discussed variations that exist between trait and situational theory, exposing their effectiveness of the leadership process. Additionally, the paper has highlighted why a conflict may not always be dysfunctional in the workplace. Ultimately, the paper has discussed an organizational change management process with respect to emotional response.

Reference

Aswathappa, K. (2005). Human resource and personnel management: Text and cases. New Delhi: Tata McGraw-Hill.

Christopher, E. (2012). International management: Explorations across cultures. London: Kogan Page.

Flora, R. (2004). The power of reinforcement. Albany: State University of New York Press.

Gold, J., Thorpe, R., and Mumford, A. (2010). Gower handbook of leadership and management development. Burlington, VT: Gower.

Kotter, J. (2012). Leading change. Boston, Mass: Harvard Business Review Press.

Langan-Fox, J., Cooper, C. L., and Klimoski, R. J. (2007). Research companion to the dysfunctional workplace: Management challenges and symptoms. Cheltenham,

Leading and Managing Organizations

HOW SOCIOLOGY AND LAY IDEAS DIFFER FROM BIO-MEDICINE

The family of Mr. Holland Park was searching for a home care that would serve the needs of their grandfather. They needed a home that would offer impe

Leading and Managing Organizations

Executive Summary

Introduction

Bentham’s Theory of the Carrot and the Stick Approach

Strengths

Limitations of Bentham’s Theory

Need Hierarchy Theory

Strengths

Limitations of the Need Hierarchy Theory

Comparison Between two Leadership Theories

Trait Theory Vs. Situational Leadership

Advantages

Skills

Styles and application

Strengths And Criticism

Is the Conflict Always Dysfunctional in a Workplace?

Dysfunctional Conflict

Organizational Change Management and Emotional Response

Change Management And Employees Emotions

How to Apply the OD Model to Ensure More Positive Outcomes

Inception Report

Action Plan

Implementation Of The Change

Conclusion

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