Leadership

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To day leadership consider an interest topic in talent management. Now we define the definition of the leadership “there is agreement on the fact that leadership involving an influence process between leaders and followers to ensure organizational goal , the success of the organization is depend upon on leader ability. If leader will be successful than his follower follow the rules and decision of the leader, because they know about the ability of the selective leader.

Also know that of the work of the leader will be reliable or research will be reliable . other hand when they proved unsuccessful, research moved on to the examination of behavior that would differentiate leaders from followers. Contingency theory says that most effective leadership style depend upon the situation the followers and leaders if they found that research is not correct then they draw a correct picture of research at all aggressiveness point where they are agree on one best leadership style.

For a good leadership is necessary that all the followers must be agree on leader decision on other hand leader decision must be in tell toil and competent to meet the research problem. Before discuss the cross culture application of servant leadership on over view of the basic p According to the Green leaf management is “servant leader is a person who is the servant of leader who led it, driven to serve first rather than the to lead first and all ways meet the other people needs. Traditional leader lead the follower to achieve the organizational goal…

One an other writer says that nature of management as serving not leading. The central figure of the leadership is the servant. Philosophies and trends behind the management model are necessary. Background Culture acts as an external source of influence on employee behaviors on daily personal lives which consequently influences each person’s behavior within the organization, since each person brings another piece of the “outside world” into the workplace. Collectively, the impact of culture on each individual creates a change in the culture of the organization itself.

Trice and Beyer (1993) argued that organizational members cope with uncertainties and ambiguities individually and collectively based on attitudes and strategies that have been influenced by their culture. Managers from different nations vary in their decision-making choices. Understanding culture is important to multinational companies and managers to be prepared to compete with firms from other countries. Culture, as the collective programming of the mind, distinguishes one group or category of people from another (Hofstede, 1993).

The type of values and the importance placed on those values varies from culture to culture and is greatly influenced by its current and historical ecological and sociopolitical contexts Personnel who are competent in cross-cultural management have recently received a lot of attention by the e government and are listed among the most important skill areas in the next ten years. China’s central government has decided to provide more support to the enterprises needed to obtain certain talents and, therefore, many public policies have been set regarding discovering, motivating and developing skills in the area of cross-cultural management.

Literature review According to Tsui and Farh (1997), the term guanxi is used to refer to a special relationship that develops between members within a team. As many researchers (e. g. Fock and Woo, 1998; Law et al. , 2000; Pearce, 2000; Wong and Chan, 1999) have pointed out, guanxi is one of the most striking features of e culture. It is difficult to find an equivalent English word to accurately express the meaning of guanxi. Redding et al. (1993) believe guanxi is “a network of personally defined reciprocal bonds. Guanxi is a special kind of relationship of both obligation and reciprocity.

Only few cross-cultural research has been done on psychological contract using e samples. Kickul et al. (2004) tested the differences between the psychological contracts operating in the USA and in Hong Kong, and confirmed that the Hong Kong e react more negatively to organizational outcome variables to breaches of the extrinsic components of the psychological contract while the American workers react more negatively to breaches of the intrinsiChen et al. 2002) developed a commitment to supervisor scale in e, which included identification with the supervisor, internalization of the supervisor’s values, willingness to dedicate oneself to the supervisor, willingness to exert extra effort on behalf of the supervisor and a desire to follow the supervisor c components. ensure the right person is in the right job at the right time (Jackson & Schuler, 1990, p. 235); …a deliberate and systematic effort by an organization to ensure leadership continuity in key positions and encourage individual advancement (Rothwell, 1994, p. );

And, …managing the supply, demand, and flow of talent through the human capital engine (Pascal, 2004, p. ix), which are used respectively to define human resources planning, succession planning, and talent management. While each of these terms focuses on managing employees their apparent similarity obscures the problem that the first definition refers to an outcome, the second to a process, and the third to a specific decision.

Thus, the terms in the TM debate – which centers on the effective management of employee talent – are not clear and confuse outcomes with processes with decision alternatives. Beyond the confusion in definitions, we believe this is a problem for, not so long ago, planning and managing the acquisition, selection, and careers of employees was the province of Human Resources. Cross culture application of management Here some characteristic are given bellow that will be applied to determine the best culture fit with management theory Power distance the degree of the inequality among people which the population of a country consider normal from relatively equal to extremely equal the servant leader ship required significant participation and interaction with employee, and employee must feel free to contribute their thought, opinion and recommendation while leader must use it more effective work place, leader must be more competent from the employee because they provide the guidelines.

There by empowering employee to take some control and responsibility in the work place.. n high power distance employee of the any organization provide accurate feed back, to their managers, manager provide useful source of data to improve the performance.. Individualism “degree of to which people in a country prefer to act as individual rather than as member of group. Management model need that leader and employee work to gather more closely as a team. In leadership employee feel responsible for the performance of work from one another. Long term versus short term orientation “on the long term side one find the value oriented toward future like thrift and persistence.

On the shoat term side one find value rather oriented toward past and present like respect for tradition and fulfill social obligation. Servant leader know the need of employees long term and short term the employee must also see the long term benefit can be glanced from leader, leader try to improve the better skill for employee success in the future both personally and professionally… Learn the form and conventions of communication in different cultures; Participate in social activities with people from different cultures; Be able to learn from others and take risks; Develop cultural sensitivities; Recognize cultural complexity; Consider themselves as culture messenger; Be patient and understanding; Have realistic expectations; and have the courage to experience culture shock.

Organizational leadership emphasize on task orientation, obedience to order and top-down management control the acknowledgement. Today we have the need of strong relationship with the employee at orientation places, to develop the fast team work. Today we can communicate to the employee through e-mail voice mail or text message but best the way is that leader should communicate the better information through face to face.

Management plays the significant role in developing the organizational team work and developing the employee’s skills. There way out come will be increase and also will be increase encouragement of the employees. Cultural characteristic will facilitate its application. Management theory made in American and firstly implement in American researcher. Leader should provide more information to employees at oriented places. Key talent group Typically represent 2-5 percent of the employee population . individual in this group may often be target for head hunters.

Core talent depends upon those persons who perform the business process, and thought that short term (6—12 months) what is important for the present time not focus on future . they are commonly production staff who deliver the product. So ,skilled persons are most important for increase the productivity . these constitute a majority of the employees within the workforce. Peripheral talent Focus on the contractors and the third party providers who provide services that are essential but not necessary core to the organization. Replacement of these individual could be a matter of week.

Theoretical framework Recruitment and retaining of right kind of employee real challenge of HRM. The organization fist the need to keep on educating its employee is most the ever- increasing technical demand after recruitments. Different culture is big challenge in HRM. We measure the talent management by assess of the organization competence farm work. In a company where the entire manager keep a long term solution of employee problems. A talented full person performs gird a good make with faith fully conducts of organization The organizations have need to a leader ship manager to control activities?

In big organization working style of different areas employee effect on organization? In big organization working style of different areas employee effect on organization? TM needs to develop a point of view regarding how talent decision are made. Preaches the dimension most closely to talent is limitability? They perceived that share net could help them solve the problems of TM out many quickly conveniently. Even though there was a strong knowledge of management to make organization wall manage. Even though there was a strong knowledge of management to make organization wall manage. Different thinking logic was the big cultural problem.

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