HRM4002 Effective Model of Leadership

Process of applying corporate approach needs effort of team headed by leadership squad of an organization. Every individual occupied in change organization has unique errands, and it is vital for the whole corporation to recognize roles of direction in implementing strategies to create delegating duties more useful during transitional changes (Hall, Finch, Kolehmainen, and James 2016, p. 7).

Leaders play essential roles to management of operations of different organization as they provide inspiration, creative vision, and motivation that keep operations of an organization alive. Leaders have principal role that relates to the success, performance, and organization’s performance among workers (Kingdon, Downe, and Betran 2018, p. 17). Leadership in Anglian Water is not immune to the pressure of expectations of people. Some of the roles played by leadership to support effective transitional change in Anglian Water include improving ideas to adopt the change

management mentality, manage the change, and being the change that they want to see (Carr and Potter 2013, p. 68). In Anglian Water, leadership supports effective transactional change by allocating different tasks to be done by individuals that work under their commands and finally offer rewards or different forms of punishment based on the outcomes of performance.

Managing the change

Leaders manage different changes during transition as any moment that a leader falls short of expectations can make their teams to become disillusioned, unmotivated, or confused. Such instances make the business operations of Anglian Water to suffer. Therefore, leaders have the role of managing the change before such changes manage their operations. According to survey by Ng, Ke, and Raymond (2014, p. 209), leaders in Anglian Water have embraced different changes when leading through effective transitional change (Armstrong 2012, p. 11). These changes include clarifying the vision and communicate it effectively, staying connected with organization’s workers, and being accountable and transparent in operations.

Adopting the transitional change management mentality

Leaders have the role of allocating time and vital resources from the perspective of revenue against initiatives of transitional change.  Leaders need to make significant changes within the organization before engaging other workers in improving their operations effectively. Anglian Water worked with different sales executive that had already made various significant changes within the operations to engage other workers (Marr 2016, p. 221). Furthermore, leadership has the role of being the change they wish to see during the operations (Goodson 2016, p. 406). Roles of leadership in transitional change management need communication care, together with commitment.

Involvement

Implementation of strategies by Anglian Water strategy or plan needs contribution from all branches that will be influenced. Leadership of organization has role of identifying that those divisions and develops team of execution that comprise of legislatives from each influenced association (Kurteshi 2018, p. 79). Executive desires to develop arrangement that recognizes several influential of group, functions of different group director together with accountability scheme that ensures that execution of team attains its schedule for attaining advance plan or strategy in right place (Kuzhabekova, Soltanbekova, and Almukhambetova 2018, p. 361). Leadership has the role of helping employees of Anglian Water to know how corporation get profit from advanced execution during transitional changes

How structure together with organizational culture may support effective transitional change

Structure

Structure of organizational aligns as well as relates different parts of the organization, so it can be capable of achieving maximum performance during time of transitional change. Organizational structure supports effective transitional changes by defining the roles of people that initiate ideas of change and pointing out the need for such changes (Employee Benefits 2018, p. 2). It also identifies the need for change to avoid negative consequences. Appropriate leadership structure of organization help in employing the right individuals who are accountable for emergent and deploying scheme and monitor outcomes during transitional change (Armstrong 2010, p. 13). These strategies are vital for achievement in the high-accomplishing organization.

Culture

Organizational culture acts like the iceberg as it comprises of shared beliefs and assumptions that are often shaped over generations and at time it can change how to support transitional changes. In Anglian Water, organization culture reframes different existing narratives to support the transitional changes effectively. It creates the narrative that illustrates the value of change in operations of the company (Katzenbach and Inayat-Khan 2010, p. 23). The culture supports the change by ensuring that the transitional process of change focus on planning and implementing changes in such a way that aims at minimizing resistance of workers and cost to the organization operations while simultaneously maximizing the effectiveness of the effort of change.

 Culture supports the transitional changes by improving the behaviors and beliefs of people around the society on how workers and management of various companies cooperate and handle various external business transactions (Cunningham, Ward, De Brún, and Mcauliffe 2018, p. 17). It includes various traits and values that contribute to the unique social setting for implementing different changes. Culture affects perception and behavior of people by encouraging these individuals to have collective attitudes while dealing with changes in operations (Bergeron, Ostroff, Schroeder, and Block 2014, p. 103).

Dimensions of culture of organization are essential in supporting operations during transitional changes as they allow different teams from varied sections to share purpose and objective of an organization (Cvitanovic, Löf, Norström, and Reed 2018, p. 14). Therefore, it is essential to note that culture plays essential role in supporting effective transitional changes as it lay out the desired future states of the organization.

Question 2

Motivation and effective teams, and presentation

Teams are the way that almost all organizations including Anglian Water get important duties done. In the process of combining the energy, skills, and understanding of management, then the company and its team can accomplish anything that they set in their minds (Sebire et al., 2018, p. 3). In Anglian Water Group, people are the major and essential resource of every operation. Ways in which Anglian Water may build effective teams through motivation

There are different ways that Anglian Water Group can use to focus on building effective teams through motivation. According to Hye Oh, Sangmin Lee and Se Hyung (2018, p. 852), approaches used by the company can help in maintaining members of the team motivated and ensure that they give their best on the job they are assigned to perform at any given time.

Paying workers what they are worth

When Anglian Water’s manager set the salaries of employees, they need to ensure that their pay is consistent with what other organizations in their area of operations and geographical region are paying workers. The better payment will reduce cases of turnover leading to high productivity rate among employees (Silva and Merino 2017, p. 207). Therefore, corporation should not lose great workers because management is underpaying them during their operations. As reported by Mullins (2013, p. 23), better payment will ensure that every worker feels appreciated.

Providing employees with a pleasant place of operations and opportunities for self-development

Every individual wants to work in the operational environment that is clean as well as stimulating. Such setting can motivate building of effective team by making workers feel good instead of bad (Davis 2018, p. 43). However, Anglian Water Group does not have to spend many resources to make the working environment more pleasant place (Katzenbach and Inayat-Khan 2010, p. 19). Managers need to offer their team of workers with the much-needed training to help them to advance in their careers and to become knowledgeable concerning the latest technological usage and news of organization.

Fostering collaboration within the team of workers and encouraging happiness

The process of encouraging members of the team to fully get involved in operations of organization by inviting their suggestion and input on how different operations can be done better. Managers of Group Water Group need to form the nature of asking operational questions to team members and listen to their answers and whenever possible implement some of their solutions (Silva and Merino 2017, p. 209). Furthermore, Anglian Group can build effective teams through motivation by encouraging happiness among workers.

Conclusion

From the investigation done on this research paper, it is clear that people within an organization play an essential role in achieving set goals and objectives set organization. The organizational structure, culture, and leadership play essential role in supporting transitional changes within operations of company. Effective structure of organization helps in supporting effective transitional changes necessary to improve business operations and service delivery by the company. Furthermore, team development attributes such as understanding the lasting strategy of operations and circular economy thinking contribute to success of Anglian Water Group. 

List of References

Armstrong, M. ( 2010). Essential Human Resource Management Practice: A Guide to People Management. London: Kogan Page

Armstrong, M. (2012). Handbook of Human Resource Management Practice 12th edition. London: Kogan Page

Bergeron, D, Ostroff, C, Schroeder, T, and Block, C (2014) ‘The Dual Effects of Organizational Citizenship Behavior: Relationships to Research Productivity and Career Outcomes in Academe’, Human Performance, 27(2), pp. 99–128. doi: 10.1080/08959285.2014.882925.

Carr, G. and Potter, R. B. (2013) ‘Towards effective water reuse: drivers, challenges and strategies shaping the organisational management of reclaimed water in Jordan’, Geographical Journal, 179(1), pp. 61–73. doi: 10.1111/j.1475-4959.2012.00478.x.

Cunningham, U, Ward, ME, De Brún, A and Mcauliffe, E (2018) ‘Team interventions in acute hospital contexts: a systematic search of the literature using realist synthesis’, BMC Health Services Research, 18(1), p. N.PAG. doi: 10.1186/s12913-018-3331-3.

Cvitanovic, C, Löf, MF, Norström, AV, and Reed, MS (2018) ‘Building university-based boundary organisations that facilitate impacts on environmental policy and practice’, PLoS ONE, 13(9), pp. 1–19. doi: 10.1371/journal.pone.0203752.

Davis, D. N. (2018) ‘Linking perception and action through motivation and affect’, Journal of Experimental & Theoretical Artificial Intelligence, 20(1), pp. 37–60. doi: 10.1080/09528130701472424.

Employee Benefits, (2018). Anglian Water Benefits Strategy. Employee Benefits, 29 January 2018.

Goodson, C. (2016) ‘Reviews’, Medieval Archaeology, 60(2), pp. 392–431. doi: 10.1080/00766097.2016.1231376.

Hall, A, Finch, T, Kolehmainen, N, and James, D (2016) ‘Implementing a video-based intervention to empower staff members in an autism care organization: a qualitative study’, BMC Health Services Research, 16, pp. 1–14. doi: 10.1186/s12913-016-1820-9.

Hye Oh, Sangmin Lee and Se Hyung Oh (2018) ‘Expatriate Managers’ Cross-Cultural Motivation and Host Country National Employees’ Attitudes’, Social Behavior & Personality: an international journal, 46(5), pp. 841–860. doi: 10.2224/sbp.6515.

Jie Tang, Min-Shi Liu And Wen-Bin Liu (2017) ‘How Workplace Fun Influences Employees’ Performance: The Role of Person-Organization Value Congruence’, Social Behavior & Personality: an international journal, 45(11), pp. 1787–1801. doi: 10.2224/sbp.6240.

Johnson, G. Whittington, R. and Scholes, K., 2011. Exploring Strategy: Texts and Cases. UK: Financial Times: Prentice Hall

Katzenbach, J.R. and Inayat-Khan, Z. (2010). Leading Outside the Lines: How to Mobilize the (in) formal Organization, Energize Your Team, and Get Better Results. San Francisco: Jossey-Bas

Kingdon, C., Downe, S. and Betran, A. P. (2018) ‘Non-clinical interventions to reduce unnecessary caesarean section targeted at organisations, facilities and systems: Systematic review of qualitative studies’, PLoS ONE, 13(9), pp. 1–28. doi: 10.1371/journal.pone.0203274.

Kurteshi, R. (2018) ‘Discovering and Reviewing the Internal and External Drivers of Innovation and Localized Cultivation of an Innovation Culture in the Public Sector: The Case of Kosovo’, European Journal of Economic Studies, 7(2), pp. 77–88. doi: 10.13187/es.2018.7.77.

Kuzhabekova, A., Soltanbekova, A. and Almukhambetova, A. (2018) ‘Educational Flagships as Brokers in International Policy Transfer: Learning from the Experience of Kazakhstan’, European Education, 50(4), pp. 353–370. doi: 10.1080/10564934.2017.1365306.

Marr, M. D. (2016) ‘Urban Welfare Regimes, Organizational Cultures, and Client-Staff Tie Activation: A Comparison of Transitional Housing Programs in Los Angeles and Tokyo’, Journal of Urban Affairs, 38(2), pp. 214–235. doi: 10.1111/juaf.12193.

Mullins, L. (2013). Management and organisational behaviour, 10th edition. UK: Financial Times: Prentice Hall [Available on MyiLibrary]

Ng, S. M., Ke, G. N. and Raymond, W. (2014) ‘The mediating role of work locus of control on the relationship among emotional intelligence, organisational citizenship behaviours, and mental health among nurses’, Australian Journal of Psychology, 66(4), pp. 207–215. doi: 10.1111/ajpy.12049.

Sebire, SJ, Toumpakari, Z, Turner, KM, Cooper, AR, Page, AS, Malpass, A and Andrews, RC (2018) ‘“I’ve made this my lifestyle now”: a prospective qualitative study of motivation for lifestyle change among people with newly diagnosed type two diabetes mellitus’, BMC Public Health, 18, pp. 1–10. doi: 10.1186/s12889-018-5114-5.

Silva, A. L. and Merino, G. S. A. D. (2017) ‘Potentialities of remote teams in the innovation process in an organization through the design management’, Strategic Design Research Journal, 10(3), pp. 204–214. doi: 10.4013/sdrj.2017.103.02.