Leadership and Organizational Theory

Human relations is a broad terminology that refers to the interactions between people in entire kinds of situations in which they seek, with mutual action, to achieve some purpose. Thus, it can be applied to two people seeking to develop a expert and productive behavior together. More so, human relations bring in interactions deep down a neighborly club, a business firm, a school, or to an complete government or even a whole society. According to Owens (2004), the social structure that regulates the human interactions that are the subject of human relations whitethorn be formal, clear, and readily apparent (for example, a government, a firm), or it whitethorn be informal, even diff mathematical function, and therefore difficult to accurately describe (for example, the force play structure of a group of prison inmates, the social system of a school faculty, or a neighborhood).As the world continues to transmit, extend conditions, technology, and the people with whom indivi duals reverse call for a dynamism slightly them that is unprecedented in our history. concourse are more presum suitable today to work with more change peers than at any other time. Furthermore, their interactions at work are ever-changing as well. This means that human relations allow for no drawn-out entail employees in a bureaucratic organization. Instead, they are more likely to be part of a work team, and they are expected to work together to be successful in accomplishing toils (DeCenzo & Silhanek, 2002).Beginning in the mid-1950s, increasing caution was devoted to efforts to better understand the relationships among (1) these characteristics of organisational structure, (2) the personality (and consequent involve) of individuals in the organization, and (3) behavior on the job (Owens, 2004). The struggle to develop apprehension of human resources uprisees to organizational behavior has led to the development of a bout of theoretical views that can be helpful in clarifying issues confronting the attraction.The organizational theory is as much about describing and reflecting what is going on in organizations as it is about finding ways to improve organizational behavior. It is as much descriptive as it is prescriptive. However, there is not one larn organizational structure that will apply to a particular situation. The workers or subordinates within the organization call forth the impact on how the organization will be managed by its drawing card. Workers ethics, aptitudes, and maturity will affect their response to wariness initiatives.Since time immemorial, concepts of leading, ideas about leaders, and leadership practices are the subject of much debate, writing, teaching, and learning. many an(prenominal) scholars sought the formula that could mold neat leaders. According to James Kouzes (2003), leadership is not an easy subject to explain. The goal of persuasion hard about leadership is not to produce great, or charismatic, o r well- comen leaders. The verse of leadership is not the quality of the head, not even the tone of his or her voice. Outstanding leaders shine appear primarily because of their followers. Thus, in delimitate leadership, there are a lot who offered their acquired concept of what a leader should be or do. Brown (1954) defined leadership asA embodied function in the sense that it is the integrated synergized expression of a groups efforts it is not the sum of individual dominance and contri preciselyions, it is their interrelationships. Ultimate authority and true sanction for leadership, where it is exercised, resides not in the individual, however dominant, but in the impart situation and in the demands of the situation. It is the situation that creates the imperative, whereas the leader is able to make others awake(predicate) of it, is able to make them willing to serve it, and is able to release collective capacities and emotional attitudes that may be related fruitfully to th e solution of the groups problems to that finis one is exercising leadership.On the other hand, tom turkey Peters and Nancy Austin, authors of the best-seller, A Passion for duty (1985) describe leadership in broader termsLeadership means vision, cheerleading, enthusiasm, love, trust, verve, passion, obsession, consistency, the use of symbols, paying attention as illustrated by the content of ones calendar, out-and-out drama (and the management thereof), creating heroes at all levels, coaching, effectively world-wide around, and numerous other things. Leadership must be present at all levels of the organization. It depends on a million little things done with obsession, consistency, and care, but all of those million little things add up to nothing if the trust, vision, and prefatory belief are not there.With those definitions, we could delineate leadership as harnessing capabilities of your subordinates for them to compass their full potencys. Therefore, leaders should see to it that are the followers reaching their potential? Are they learning and serving? Do they achieve the required results? Do they change with grace? Do they know how to manage in generation of conflict?With these questions, it is significant to point out the diverse temperaments of leadership. The social nature of leadership entails the interpersonal skills necessary to be effective in a variety of situations. The ethical nature of leadership involves the inherent power of a leadership position that, when exercised, should utility the common good. Leadership is the means by which things get done in organizations. A manager can establish goals, strategize, relate to others, communicate, collect information, make decisions, plan, organize, monitor, and control but without leadership, nothing happens. Thus, leadership clearly entails more than wielding power and exercising authority and is exhibited on assorted levels. At the individual level, for example, leadership involves mentor ing, coaching, inspiring, and motivating (Kreitner & Kinicki, 2004).Corporate organizations in the 1980s have been adopting and installing programs of organizational restructuring and re-engineering. Most of the programs are based on the principles and practices of a widely popular management strategy often called Total lumber Management, participative management or the learning organization, or some other barbarism title for a program of organizational structural and cultural change (Casey, 1999). These changes were then had been aptly devised in different integrated organizational and field settings that deals with organizational behavior. Theories of sharing the common fundamental aims of the reorganization and production of vernal sets of attitudes, beliefs, and behavior, most organizational change programs commonly aspires to develop on their corporate employees to enable increased productivity and profitability for the organizations benefit as a wholePivotal among the b are-ass organizational cultural practices and values are the metaphors of team and family. Many companies, from manufacturing operations and supermarket chains, to hospitals and airline companies, promote themselves in the marketplace and to employees as caring, familial communities, inviting some(prenominal) employees and customers to Come, union our family through their involvement with the telephoner. At first glance, such an invitation may seem a timely and welcome recognition of relational and affective dimensions of human life that ought to be promoted in workplaces historically ridden with industrial conflicts and divisions. Furthermore, team evokes references to cooperation and sharing of skill and labor toward the attainment of shared goals. Both family and team, are, in normative conditions, affirmative and generative social practices. Therefore, their deliberate installation as part of the new organizational culture fundamentally assumes their reasonable incontestabil ity and universal attractiveness. (Casey, 1999).By leading into a culture of systematic inquiry and skillful listening, leaders can modulate the foundation of their organizations. Accomplishing this requires the shifting of culture wherein leaders should scrutinize how dysfunction shows up within them, their group, and their organizational culture and then seek a systems approach in dealing with these problems within the organization. Good leaders know when and to whom a particular task should be delegated (i.e., knowledge), they effectively communicate their expectations concerning a delegated task (i.e., behavior), and they check to see whether the task was accomplished in a fair to middling look (i.e., criteria). Thus, a skill is knowing when to act, acting in an manner appropriate to the situation, and acting in such a way that it helps the leader accomplish team goals (Hughes, Ginneth & Curphy, 2001). In addition, good leaders also know when to institutionalize organizationa l change when they think that they need it to improve their companys productivity.In this time and age, upcoming leaders face tougher challenges as the whole world braces from the rapid spread of information and technology. Apart from that, the elaborateness of the traditional businesses into venturing in e-commerce and globalization had kept leaders busy thinking of up-to-date business strategies, new competitors, new cultures, complex markets, political uncertainty, and wide logistical problems.As a process, leadership in all its stages requires application of organizational theory and human relations to determine the best possible leadership action. The knowledge and skill level of the duly-appointed leader directly and indirectly deflect the short-and long-run goals of any organization. Interpersonal relationships significantly influence the possible alternatives that dexterity be generated to solve a problem or to make a decision. The creative leader who possesses innate in telligence, resourcefulness, dominance, and self-sufficiency will be able to facilitate what the proper course of action should be.Organizations in the 21st atomic number 6 are realizing that if they are not quick to adapt to market and agonistic changes and become responsive to their key customers, they will have more tendencies to fail. Indeed, the crowning(prenominal) impact of the practice of leadership in the era of globalization is that leaders should somehow come at pace with the swiftly changing times. beingness a global leader is not just a credit line for self-improvement, but harnessing the energy of other people. In the end, it is the global leaders who determine the roadmap, a mixture of traditional and modern concepts, which will guide both themselves and their organizations to new heights of international competitiveness.ReferencesBrown, J.A.C. (1954). The social psychology of industry. Baltimore, MD Penguin Books, pp. 129130.Casey, C. (1999) Come, join our famil y discipline and integration in corporate organizational culture, Human Relations, 5 (2), 155178.DeCenzo, David A. & Silhanek, Beth. (2002). Human relations Personal and professional development (2nd ed.). speed Saddle River, NJ Prentice Hall PTR.Hughes, Richard L., Ginnett, Robert C., and Curphy, Gordon J. (2001). Leadership enhancing the lessons Of experience. New York The McGraw cumulus Companies.Kouzes, James. Everyones business leadership for today and tomorrow. The Leadership Challenge, 3rd ed. New York privy Wiley & Sons, Inc., 2003.Kreitner, Robert and Kinicki, Angelo.(2004). Organizational behavior. New York The McGrawHill Companies.Owens, Robert G. (2004). Organizational behavior in information Adaptive leadership and school reform (8th ed.). NJ Prentice-Hall Pearson Education Company.Peters, Tom and Austin, Nancy K. (1985). A passion for excellence the leadership difference. New York Random House, Inc.