Organisation Leadership | Education

Question 1

Management includes planning, organisation, collaboration, control, and leadership as its essential components. Many companies have adopted the bureaucratic rational organisation design, which focuses on efficiency to achieve the ultimate target (Badrun et al., 2022). Individuals like Frederick Taylor and Henry Ford have both contributed much to the success of the Rational Organisation, and it has now come to be known as Taylorism and Fordism. Both Taylor and Ford have been criticized for the design, with Taylor being considered the enemy of the working man (Skopak and Hadzaihmetovic, 2022). This is because the system degraded the employees by undervaluing their thoughts and skills and assigning those tasks to the managers as they were easy and repetitive. Employees became more like machines than humans since they required less training and could be easily replaced.

Most of the successful entities like Super Brand states several aspects of rational organizational design. It has been identified that scientific management approach are evident in the organisation’s emphasis on productivity and efficiency. The company likely uses systematic techniques to roles, using time to optimise workflows. However, this make sure that resources are consumed in an efficient manner. Hierarchical entity refers to aspect that can be noticeable at Super Brand, in which well-defined levels of duty and authority, with clear chain of command is developed. It streamlines the process of decision making and enable well-communication.

The scope of control refers to the efficient managing of work at Super brand. Thus, this represents the range of assistants a manager directly manages. If an entity emphasis on a narrow span of control, then it proposes a close supervision and detailed oversight, assuring better control over procedures. Whereas, a wide span of control infers a flat structure with managers managing large teams, encourage fast decision-making and more autonomy. On the other hands, bureaucratic organizational aspects can also be emphasised at Super Brand and it engages standardized rules, process and formulised design to assure reliability and consistency.

The key benefit of obtaining rational design of organisation at Superbrand integrate standardized process, clear lines of authority and increased efficiency. Such aspects can contribute quick decision making and stable environment of work. Whereas, the disadvantages can also occur, such as uncertainty of rigid design hindering adaptability to alterations in the market. The focus of scientific management may cause worker dissatisfaction when it ignores individual creativity or needs. Therefore to reduce the problems related to these approaches, there is a need to foster open channel of communication, motivating employee feedback and encourage innovative culture. Superbrand can take advantage from involving aspects of flexible structure, enabling adaptation and agility to market dynamics. Worker training emphasising on decision making and problem solving skills could improve adaptability in the rigid agenda.

A rational organisation has the ability to reduce expenses and has given management greater control over employees (Fatmala and Sofiah, 2023). It is possible to ensure that employees are working properly to achieve the set targets, and new methods to enhance productivity can be identified and implemented by the use of bureaucratic methods. According to a review of various real-life organisations, it has been proven that rational organisational designs are increasingly efficient in reducing expenses and enhancing productivity and control for a company, having a positive impact overall.

Ray Kroc’s comments about the arrangement, which Ritzer et al. (2022) use to show the efficiency of the organisational design McDonald’s has adopted, are as follows: “I was fascinated by the simplicity and effectiveness of the systems”. Each step in producing the limited menu was stripped down to its essence and accomplished with a minimum effort. McDonald’s management and improved processes have increased its efficiency (Nguyen et al., 2022). The company can regularly work by assigning specified tasks to certain departments for completion at set times due to the limited menu choices it offers. This improves control because it would then be easy for high-ranked staff to monitor the completion of assigned duties by specific departments (König and Wittenburg, 2019). This ensures that the food is being prepared quickly and effectively so that customers can enjoy McDonald’s fast food. Additionally, McDonald’s reduces costs by providing a limited menu. As Ritzer et al. (2022) suggest, “the limited number of menu items also allows for highly efficient ordering of food and supplies” (Mendoza Soli et al., 2023). This means that the company does not waste money to purchase items that will be wasted due to a decrease in consumer interest and does not expand its simplified method by hiring more staff or buying products or equipment.

Challenges can arise when a business implements a rational organisational design. These are discussed by Shukil et al. (2022), there is “great difficulty in adapting to changing circumstances”; Nurlina (2022) says that while “efficiency is generally a good thing,” companies’ “drive for increased efficiency” leads to the “dehumanization of workers” (Kraus et al., 2022). This is associated with the organisation’s bureaucracy. Because of the organisational structure, staff members find it “harder” to spend time face-to-face with children and families.” Because they have a lot of paperwork and little time to focus on the issues that they are supposed to handle, this dehumanizes the employees. This is further supported by Huhn and Mandray (2022), who say that “assembly-line work is simply alienating” and that “mechanistic approaches can have dehumanizing effects upon employees, especially those at the lower levels of the organisational hierarchy.” Mechanistic work, which results from rational organisation, also causes employees to “adopt mindless, unquestioning attitudes” (Shukil et al., 2022). As a result, some employees refuse to take on new responsibilities or change jobs because they already know exactly what has to be done because of management and delegation rationalisation. When examining this impact as time passes, it is possible that a company may find it challenging to change the bureaucracy it has previously established, which will make changes to the goals of the firm challenging to achieve as well. The statement made by Zhang et al. (2022), “those working in the organisation take precedence over the goals the organisation was designed to achieve,” shows another disadvantage of rational designs.

Question 2

The Job Characteristics Model established by Hackman and Oldham provides a framework for examining how job design affects worker motivation, job satisfaction, and productivity (Ahn and Beisseire, 2022). Using this strategy to compare the characteristics of the jobs performed by the night shift staff and the grocery staff shows clear differences that can have an effect on job satisfaction. First of all, the job of the grocery team may require greater task identification and task relevance. They probably perform a lot of tasks, such as helping clients and restocking shelves, giving the store an apparent feeling of completion and authority (Obuba, 2022). Also, the team, when it receives quick feedback from customer interactions and makes choices regarding product display, is likely to feel more independent and receive feedback. The grocery team may experience greater job satisfaction as a result of having a stronger sense of purpose, greater freedom, and the ability to observe the direct effects of their work (Darmanto and Supriyadi, 2022). These components link with the main elements of the Job Characteristics Model, which are skill variety, task identity, task significance, autonomy, and feedback.

On the other hand, night shift employees may experience different job challenges. Their duties may include repetitive tasks such as cleaning, stocking, and organizing the store without requiring direct customer interaction (Khairy et al., 2023). As a result of this arrangement, there is reduced task identity because individual jobs may not have an effect on the store’s direct functioning or customer experience. Moreover, employees with night duties may have a lack of motivation and satisfaction because they have less freedom and communication as customers are absent.

The manager should think about changing the task according to the Job Characteristics Model to improve attitudes towards work among the night shift staff. Initially, by changing up the duties, they could implement work rotation or enrichment (Ritzer et al., 2022). A possible solution to this issue could be to provide night shift staff with cross-training so they can perform various tasks like inventory management, merchandising, or online order handling during less busy hours (Obuba, 2022). By doing so, they would be able to perform their tasks with a greater sense of satisfaction and multiple skills, which would make their work more interesting.

Furthermore, providing night shift employees with greater independence in their duties or including them in decision-making processes may have a big impact on their job satisfaction (Mutmainnah et al., 2022). Encouraging them to suggest and make modifications to stocking procedures or modify the store’s layout while they work may improve their feeling of independence and ownership. The model’s feedback aspect can be handled by holding regular feedback sessions or performance assessments, which can provide employees with a sense of success and growth even in the absence of direct client feedback (Madumi, 2022).Additionally, improving the work environment for these people can involve providing training sessions or chances for skill development during night hours. This could include training sessions on customer service strategies, new technology for inventory management, or other related skills that can improve their abilities and give them a sense of responsibility and growth.

It’s also important to establish a more friendly and encouraging work environment. By thanking the night shift workers for their contributions and efforts, the management could establish an environment of appreciation and acknowledgment (Sila et al., 2023). This could be achieved by small gestures of appreciation for outstanding work, team meetings, employee of the month programs, or other tiny acts of kindness. In any organisation, leadership plays a significant role in shaping employees’ productivity and achieving goals. In this case, the SUperbrand, a UK-based retail organisation’s leadership, has been discussed. Due to intense competition and a challenging economic environment, the company needs to improve its strategies in the checkout and grocery departments (Ahn and Bessiere, 2020). Moreover, to develop an exclusive and lower-cost value brand, leadership strategies are important to consider.

Question 3

The leadership plays a significant role in managing employees and achieving the targets. So, in the grocery department, to manage staff efficiently, leadership uses its skills to meet the needs and achieve the goals. There are certain skills that leadership needs to practice. These include collaboration and communication skills (Yi and Zulaikha, 2022). Through these, leaders communicate with employees, share their views, and get suggestions to bring change. Furthermore, fostering respect for diversity and respecting everyone’s ideas play a role in improving the productivity of employees. This approach makes employees feel included, and they show their performance (Skare et al., 2022). Perhaps they show complete involvement in work, and they perform diligently. In the grocery department, there is a need for mutual collaboration of the team so work can be conducted in a timely manner without compromising the quality of work. Democratic leadership is important to achieve the goals and keep the whole team satisfied.

The checkout department plays a role in checking the operations and functionalities of the department. So, it is important that leadership must use the style that manages employees in an effective way (Robel, 2022). For this department, transactional leadership suits well as this ensures the well-aligned operations and decisions are taken by managers by themselves with less involvement of employees. In this type of leadership, the employees are less empowered and less confident. There exists contrasting leadership among the two departments based on their needs.

The brand’s grocery department requires a participative leadership style that represents the team working together. This type of leadership had complete involvement of the team, so decisions could be made quickly, and feedback from employees could be considered. Participative leaders have good communication skills and the ability to share power. In this way, employees feel included, and they show better performance. With coordination, they work in groups, and they can also complete work in a timely manner.

The checkout department follows the directive leadership that creates the impact on the teamwork in a different manner. Directive leadership is the process in which leaders have complete power that is centralized and undivided (Kraus et al., 2022). These leaders give commands and directives because they do not take suggestions from others and make sole decisions. In this way, employees have no power, and they are likely to lack confidence because they solely have to accept the management’s decisions. This also causes a lack of engagement, weaker performance, and reduced productivity of employees (Shukil et al., 2022).

The adoption of a more active management style could help to improve the teamwork in the checkout department. Employee participation and cooperation can be enhanced by engaging them in decision making processes, asking for their suggestions to improve processes and allowing them to share their thoughts openly (Takacs et al., 2022). To improve connections among employees, managers should additionally promote team building activities, provide cross-training and greatly focus on the importance of collaboration.

The foundation of a diverse management strategy that is a key element to maximizes the success of the department is striking a balance between task-related efficiency and collaboration between the team (Aftab et al., 2023). To achieve organisational goals and create a positive work environment that increases employee happiness and engagement, efficiency in operations and an atmosphere of encouragement have to work together in combination.

When task-related efficiency is emphasized, it means that the department will operate effectively, meet the set deadlines and maintain high productivity levels (Shukil et al., 2022). Managers who value task efficiency create a work environment where employees can understand their tasks easily, tasks are easy to complete and the productivity is enhanced (Cahyono et al., 2023). However, focusing only on efficiency may at times result in a limiting strategy that ignores the human element that is essential for long-term success. Creating an atmosphere where staff members feel appreciated, supported, and inspired to work together, be creative, and share ideas is a part of this strategy (Huhn and Mandray, 2022).

Striking an appropriate balance is necessary to combine both aspects of leadership. In addition to making sure that work is done quickly, leaders must also recognize the importance of positive teamwork and staff satisfaction (Khairy et al., 2022). Leaders may improve team performance by recognizing the human element in the workplace and establishing opportunities for collaboration. They can promote open communication, acknowledge and celebrate successes, offer chances for skill development, and create an environment that values continuous growth.

Question 4

Part time and full-time night shift workers may have a number of disagreements about a variety of topics, mainly a combination of organisational, personal and operational issues. Unequal treatment to employees related to duties, opportunities and levels of engagement may cause problems leading to a decline in productivity and team performance (Vampa, 2023). Compared to full-time employees, part time workers may feel neglected or excluded. They could feel to be unfairly treated if they see differences in benefits like bonuses, healthcare and vacation period. Part time workers may feel jealous of full-time workers because they get extra benefits giving an impression of favoritism.

Problems can increase if part time and full-time employees do not communicate well with one another (Yang et al., 2022). Because they spent more time together, full-time employees may have formed deeper connections, making part-time workers feel left out or excluded. Differences in methods of communication and lack of open communication may make it difficult for the two groups to establish understanding and collaboration between them.

Different shifts sometimes behave according to specific cultures and schedules. Part time employees may find it difficult to adjust themselves in the connection and well established routine of full time workers (Li et al., 2022). As a result of this, grouping may form between the team, which limits communication and gives rise to an “us versus them” mentality. Because of their irregular work schedule, part time employees may be considered to be less dedicated as compared to full-time workers. This viewpoint can damage cooperation and trust winch can create disputes regarding the distribution of work particularly during busy times or extreme pressure of work (Lei et al., 2022). These perceptions may provoke feelings of negligence and overburden among part time workers.

Conflicts can also arise due to the distribution of tasks, responsibilities and resources. If full time employees believe that part time workers are not putting in much effort or are not contributing equally to their work, they may feel overburdened (Nurlina, 2022). Moreover, part timers may feel that as compared to full time employees, they are being assigned menial or less important works. The policies established by management may unintentionally lead to conflicts. For example, unclear policies on shift assignments, workload distribution, or benefits for both full-time and part-time workers can lead to confusion and misunderstandings.

To resolve these problems, a combination of methods is needed. Regardless of shift, regular team-building activities help strengthen bonds and eliminate differences between part-time and full-time employees (Sila et al., 2023). Feelings of inequality can be reduced by implementing open policies that guarantee equity in opportunities, tasks, and rewards. Equality and understanding can be improved by promoting chances of open communication such as frequent staff meetings that include both part time and full time workers (Yi and Zulaikha, 2023).

A welcoming work environment is only established when both management and employees are dedicated to recognizing and solving disputes. Conflicts between part-time and full-time night shift workers can be reduced by creating an atmosphere of mutual respect, understanding, and equal opportunity, which will result in a team that is stronger and more efficient (Zhang et al., 2022). An important part in resolving issues between part time and full time employees is played by the Night shift manager. There is a need for a strategic and considerate approach to identify the issues and to reduce the gap, build understanding and create a welcoming work atmosphere.

Both full-time and part-time employees should be invited to frequent meetings or discussions, which should be organized by the manager (Obuba, 2022). These social gatherings might function as platforms for expressing complaints, exchanging viewpoints, and generating solutions. Establishing a policy of openness that allows staff members to openly discuss issues is essential to build a diverse and trusted work environment. It is important to describe duties, responsibilities, and expectations in detail for both full-time and part-time workers (Fox et al., 2022). The manager is responsible for making sure that all employees are treated equally and fairly in the application of policies of shift assignment, opportunities, benefits, and task distribution. This clarity is beneficial to eliminate confusions and feelings of unfair treatment.

One way to reduce the gap between the two groups is to provide cross-training sessions where part time employees learn the skills useful for full time employment. Part time employees acquire more skills as a result, and it also promotes equality in the distribution of tasks and minimizes the possibility of disputes about duties (Haricharan, 2023). When it comes to their performance and behaviors, the Night shift manager shout set an example of openness and equality. Regardless of work schedule, treating every employee fairly establishes a standard for the team. Publicly acknowledging and appreciating the achievements of both full-time and part-time employees helps to emphasize the importance of each person’s work.

Question 5

It is common to hear that a store’s use of modern technology may solve all of its problems, including waste disposal practices. But simply implementing technology does not ensure an uninterrupted decrease in waste. The inability of technology to reduce waste in a store is caused by many factors. Firstly, the introduction of technology necessitates a thorough understanding of existing procedures and a dedication to the store’s operations. The operational requirements of the store and the capabilities of the technology are sometimes in opposition. If the technology fails to be customized or modified to meet the particular requirements of the shop, such as inventory control, demand predictions, or shelf-life monitoring, it may not effectively handle the fundamental issues that contribute to waste. If technology lacks user-friendly interfaces or connects poorly with present systems, employees may resist adopting it, leading to improper use or under-utilization which can increase waste production.

Furthermore, the human element is important for the efficiency of technology in reducing waste. Employees must receive proper training to take maximum advantage of technology. Without proper training or understanding of the characteristics of technology, its benefits remain unrealized (Dubey et al., 2023). In addition, employees may be resistant to accept technological advancements because they are not familiar to them, are worried about losing their jobs, or have doubts about its effectiveness. This opposition may make it more difficult for the technology to be easily included in daily tasks, which would then minimize efforts to reduce waste.

Moreover, although technology can improve data gathering and analysis, it is crucial to understand and apply it. Even if a store gathers a large amount of information on customer behavior, inventory levels, and purchase trends, it is useless if it isn’t properly analyzed or converted into information that can be put to use (Aftab et al., 2023). Accurate estimation of demand, inventory rotation, and stock management decisions all depend on accurate data analysis. Misinterpreting or not understanding the data might result in overstocking, perishable commodities expiring, or a miscalculation of demand, all of which increase waste.

The necessity of continuous observation, assessment, and adjustment is another element that is often ignored (Manda and Abidin, 2022). Implementing technology involves ongoing improvement and adaptation to changing customer preferences and market trends. It is not a one-time fix and if technology isn’t updated or upgraded to meet changing demands, it might not be able to optimize inventory management or cut eliminate waste.

In addition, there may be difficulties due to the technology’s complexity and expense. A store’s capacity to take full advantage of technology may be limited by high initial investments, ongoing maintenance costs, or the requirement for specialized technical support (Kawiana et al., 2023). If there are regular updates or changes that the technology requires, these continued expenses can be greater than the expected benefits, which would make people reluctant to adopt the technology completely. At last, even the latest technology may become ineffective in reducing waste due to external factors that are out of the store’s control, such as irregular market fluctuations, variations in demand, or unexpected changes in consumer needs (Darmanto and Supriyadi, 2023). Despite technological advances, some external factors can damage supply chains or make inventory outdated which lead to an increase in waste.

The grocery manager’s ideas to reduce waste production provide useful information to companies that are working to implement effective changes to their operations. First of all, the manager’s strategy places a strong emphasis on the necessity of having a thorough understanding of the problem before making any changes (Kniffin et al., 2022). Considering that waste is a complex issue that includes consumer behaviour, inventory control, and operational procedures, the manager adopted a comprehensive strategy (Kawiana et al., 2023). This can help organisations to understand the importance of thorough analyses before introducing changes to projects. Developing specific and effective solutions requires an understanding of the complexities and root causes of an issue.

Secondly, openness and collaboration were key components of the manager’s approach. The management encouraged suggestions from staff members at all levels instead of implementing changes simultaneously (Mendoza et al., 2023). This gave rise to a sense of collaboration and ownership among the staff members. Companies can benefit by involving employees in the change process by utilizing their ideas and viewpoints. Organisations can provide creative solutions and guarantee better implementation through group support by creating an atmosphere of collaboration.

Furthermore, the manager’s strategy emphasizes how important it is to use technology properly (Krause et al., 2022). Although technology has the ability to promote change, its efficiency depends on how well it aligns with the specific requirements and procedures of each organisation. Instead of just using technology for the sake of it, the manager customized its use to handle certain problems like data analysis and inventory management (Robel, 2022).

The store manager’s emphasis on adaptation and continuous improvement is especially noticeable. The manager didn’t settle for a one-time solution because he understood that change is a continuous process and he was ready to change strategies according to feedback, changes in the market, and changing consumer preferences (Fox et al., 2022).

Finally, it is significant that the manager places a strong emphasis on making decisions based on facts. The manager made wise decisions by using data to analyze inventory designs, customer behavior, and operational inefficiencies (Madumi, 2022). The grocery manager’s strategy essentially highlights the importance of openness, data-driven decision-making, continuous improvement, intentional technology use, and holistic knowledge when implementing change inside an organisation (Sila et al., 2022). These principles function as pillars for organisations trying to successfully understand and complete innovate projects.

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Important Notes:

This assessment involves 5 questions which talk about the organisational leadership in companies to achieve the ultimate target. It also examines how job design affects worker motivation, job satisfaction, and productivity.

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