Q.1: What will you suggest for these three persons? What leadership style they should adopt for the
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smooth transition. Please explain in your own wards with valid reasons and points. (Marks: 15)
Adopting a specific leadership style requires vigorous and in-depth initial analysis of the
subordinates under command. It is very important to choose style incongruence with the
atmosphere and nature of the subordinates.
Mr.Fahad’s example suggests that he can adopt participative and supportive style. Most of the
subordinates now are his friends, so he can achieve goals more effectively and efficiently if he uses
participative and supportive styles. He should avoid directive and autocrative approach, which has
In case of Mr. Imran, the employees are not open to communicate their new boss, rather they
hesitate. Here it is very important for Mr.Imran to implement participative/Democratic style of
leadership with achievement-oriented style. He must take all on board while making any decision
so that they can feel themselves part of the organization.
Mr.Ibrahim quotation suggests that his subordinates are hard-to-handle and are involved in back
biting. He needs to adopt autocrative style to deal with them. He is required to deal them
autocratively to keep them on track.
Q.2: Explain the advantages and disadvantages associated with promoting internally to a leadership
Benefits of promoting from within
In the business world, promoting from within can provide benefits in several areas:
Recruiting - Being known as an employer who offers opportunities for career advancement is attractive to prospective hires. Interviewees are impressed when they meet employees who've steadily moved up the ranks.
Retention - When new employees see that opportunities exist for them and that there's a track record of hiring from within, they tend to stay longer with your company. Cost savings - The cost of recruiting, interviewing, and onboarding new employees can outweigh the cost of training current employees for certain new skills. It can take internal candidates much less time to become effective in a new position because they are already familiar with the company culture and its goals.
Flexibility - Newly promoted staff can assist with training their replacements. They are available for questions and can occasionally fill in at their old position if needed in emergencies.
Culture fit - Existing employees fit in with the company culture (or else I assume you would not be promoting them). Conversely, despite the most probing interview questions, you're never positive about whether a new hire will be a good culture fit or not.
1) The job may require skills not found in your company.
2) If you promote only from within, you limit the sources from which to draw candidates and you may be restricted to promoting a person significantly less qualified than someone from outside your company.
3) People who have worked in other companies bring with them new and different ideas and know-how that can benefit your team.
4) Outsiders look at your activities with a fresh view, not tainted by over-familiarity. 5) One of the major problems in interdepartmental transfers is the reluctance of department heads to release efficient and productive workers to other departments. One of the first actions of a company planning a policy of internal recruitment should be to notify all department heads and team leaders that it will overrule any attempts to keep people who could be more valuable to the organization from transferring to another position. It should also be mentioned that people who are passed over for better positions in other departments are unlikely to remain with the company, and probably will seek another job elsewhere - so both the department and the company will lose a valuable employee
Last edited by viki; 06-29-2010 at 02:35 AM.
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