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该公司如何在未来避免这种情况的发生？——What can the Company do to avoid this type of situation in the future? In today's workplace, culture plays an essential role. From an employee standpoint it reduces ambiguity, by emphasizing what is important and how things should be done. Once established, culture rarely fades. Culture becomes a liability when it threatens to hinder change or limits organizational effectiveness (Robbins, Judge, Millett & Waters-Marsh, 2008:582).
The goal of the selection process is to identify and hire the person with the knowledge, skills and abilities to perform a job efficiently (Robbins, Judge, Millett & Waters-Marsh, 2008:585). Management who seek to bring a variety of experiences into an organization may, consciously or sub-consciously, place considerable pressure on the new hires to adapt to the existing culture (Robbins, Judge, Millett & Waters-Marsh, 2008:583), effectively eliminating the unique strengths that they bring to the organization. Human resource practices, such as hiring people better than one self, act to keep a culture alive. Those who fit with the culture are rewarded, those who don't are penalized.
In response to changing market conditions - business expansion, lack of talent pool available due to competition - new organizational cultures evolve. Some veteran employees may not notice the shift, continuing to operate under an outdated set of parameters and expectations. Changes to strategic vision, culture and policy should be clearly communicated through memo, townhall, roundtables and face-to-face meetings to ensure employees are made aware of the change. Ongoing feedback is required to ensure employee commitment and reward systems realigned (if necessary) to reflect and support the change. In the case of Vidsoft, in addition to rewarding teamwork and individual performance for high customer satisfaction scores, an employee referral award system could be introduced for employees who refer suitable candidates. In organization structure, it is essential that the roles and responsibilities of group members are clearly defined. Due process can be applied to evaluations to increase the perception of fairness; a system characterized by three features (Robbins, Judge, Millett & Waters-Marsh, 2008:617): Individuals are provided with ample notice of what is expected. All evidence is aired to permit the affected individuals to respond. The final decision is made free of bias based on the evidence. Managing diversity in the workplace can help reduce employee conflicts (Robbins, Judge, Millett & Waters-Marsh, 2008:632). The focus of many diversity programs is training. Companies who value diversity genuinely value individual differences. A continuous and consistent investment in human resources is essential to ensuring increased levels of performance and decreased incidence of dysfunctional behaviour. What are the principal distinctions between transactional and transformational leadership? The principal distinction between transactional and transformational leadership is that the transformational leader motivates others to do more than they are originally expected to do (Bass, 1985:31). Transactional leaders identify what actions followers need to take to achieve desired outcomes (Bass, 1985:27). They clarify task requirements and maintain stability through a process of economic and social exchanges (Hay, 2007:2). Both leaders and followers work towards specific goals relying on reward and punishment to promote performance. Should the quality of work or level of compliance fail to meet pre-determined standards punishment or corrective action is enforced. Equally, to raise levels of performance and compliance followers may be given a degree of control over the reward (Hay, 2007:2). How these rewards are delivered and how consistent they are, arbitrate the degree of their influence (Bass, 1985: 28).
In transactional leadership the focus is on short-term tasks. This has implications for knowledge-based and creative work (Bryant, 2003:37) as job descriptions in these areas can be difficult to evaluate. The relationship between leader and follower is temporary. Once a transaction is complete the relationship may need renegotiating (Hay, 2007:2). Workers can do little else to improve job satisfaction. Whilst not the most appealing strategy in terms of developing relationships and long-term motivation, transactional leadership used effectively gets things done.
The components of transactional leadership are set out in Table 1.
可有的奖励——Contingent rewards Exchange of rewards for effort and compliance. Goal achievement rewarded and accomplishments recognized. Goals reached equates to individuals and groups achieving expected levels of performance. Management by exception (active) Leader specifies acceptable levels of performance and productivity. If deviation from the accepted levels is witnessed corrective action is taken. Management by exception (passive) Problems arise before the leader acts. Passive-avoidance/Laissez-faire No agreements specified. No expectations set. Goals and standards avoided. Table 1 (Adapted from Hay, 2007:2) Transformational leadership is defined as a process in which leaders and followers raise one another to higher levels of morality and motivation (Hay, 2007: 3). Appealing to the higher ideals and values of followers; it is rooted in theories of commitment and trust rather than power and coercion. Transformational leadership starts with the development of a vision - this may come from the leader or the group - the leader then engages in selling that vision to others (Hay, 2007:3). The leader then attempts to inspire followers to expedite the vision. In some circumstances followers are able to set aside their personal interests and replace them with this renewed purpose. Bass suggests that transformational leaders are able to encourage higher levels of commitment, motivation and performance by focusing on the needs and development of individuals (Robbins, Judge, Millett & Waters-Marsh, 2008:432). According to Burns (1978), focusing on needs makes leaders accountable to their followers. The characteristics that define transformational leaders are set out in Table 2. Charisma Provides a vision and a sense mission, instilling pride, faith, respect and trust in their followers. Inspiration Communicates high expectations and expresses purpose. Intellectual Stimulation Promotes innovation, rationality and problem solving. Individualized Consideration Gives personal attention, coaches and advises. Table 2 (Adapted from Bass, 1990:22) Transformational leadership should continue to be utilized at Vidsoft to facilitate creativity, innovation and organizational knowledge. Transactional leadership is required at the organizational level to establish structures and policies. How does transformational leadership create a higher level of moral aspiration for followers and leaders alike? The process of transformational leadership is founded on empathy, understanding, insight, and consideration. It creates higher levels of moral aspiration for followers and leaders by drawing deeply from personally held value systems. Assuming the role of consultant, coach and teacher, the transformational leader inspires involvement and participation in a mission, solidifying the message with simple words, images and reminders (Bass, 1985:27). This starts at a level of effort equivalent to a follower's current level of confidence and desire for designated outcomes (Bass, 1985:31). The leader then motivates the follower by increasing their confidence and elevating the value of outcomes by expanding the level or breadth of their interests and needs (Bass, 1985:31). Despite their greater knowledge and experience, leaders remain friendly and treat followers as equals, providing a model of integrity and fairness and setting clear and high standards of performance (Bass, 1985:33). Given autonomy over their work, followers are encouraged with advice, help, support, recognition and openness. Leaders freely share their knowledge and expertise and remain informal and accessible. Total commitment to, and belief in, the organization emerges as a consequence of belief and heightened self-confidence (Bass, 1985:33). |
