Organizational human relations. People in Melanie’s team always work

Organizational theories have a critical
role to play in management. Different theories and concepts can be used to
explore and understand the process of decision making and approach to
management used by different leaders in an organization. This discussion
examines the role organizational theories and concepts in decision making and
problem-solving in a chosen case scenario

The Modern Structural Organizational Theory is the most appropriate for
exploring and describing Geraldine’s leadership styles. According to the
theory, organizational efficiency is the essence of organizational operation
rationality (?nday, 2016). Therefore, the goal
of an organization is to increase wealth production with regards to goods and
services. All through the case scenario, Geraldine is depicted as a leader with
a strong focus on increased productivity of the company. Despite the fact that
employees could have ideas, Geraldine always had the final say. The fact that Geraldine
is controlled in defining goals, setting tasks, objectives, targets and
coordination show she likes productivity. All these qualities are aligned with
the Modern Structural Organizational Theory.

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Theory that best fits the leadership style of Melanie is the Human Resource
Theory. According to the theory, proper employee management is critical in
promoting better work. As such, organizations that focus on the theory advocate
for better human relations. People in Melanie’s team always work along together
demonstrating a sharp focus on employee relations. In most of the cases,
Melanie likes to collaborate with other employees rather than take the lead.
When making critical decisions, Melanie is often quick to listen to the ideas
and opinions of other employees. She also believes in getting employees from
other departments of the organization. In most occasions, Melanie has always
insisted on the value of creating good relationships with people. These
qualities are well aligned with the principles of the Human Resource theory
which has a sharp focus on developing and maintaining good relationships
between employees and the organizations as well as with customers (?zgü, 2016).

The classical organization theory
school best fits the management and leadership styles of Valerie. Evolving
during the first portions of the 20th century, the theory was based
on four principles including the use of scientific method to perform tasks,
development, training, and selection of employees for each task, close
supervision and management control. A closer look at Valerie’s leadership
styles reveals she is very controlling. She likes to give orders and be in
control. The case with Joe reveals the fact that Valerie believes in
specialization among employees. Each employee should perform a task they are
good at. The classical organization theory was later views are rigid and
authoritative with a core focus on organizational structure and economic
rewards (Ferdous, 2016).

The theorists that best describe Geraldine’s leadership styles are Tom Burns
and Stalker. From case scenario, it is clear that Geraldine is very controlled
especially when it comes to decision making, setting goals and tasks. She is
also good at dividing work among the different departments. A major
characteristic of Geraldine that can be explained by the contingency theory suggested
by Tom Burns and Stalker is the fact that she makes decisions depending on the
circumstances at hand and the context upon which the decision would operate.
According to contingency theory populated by these two authors, the role of a
manager is to identify a task or make a decision based on the circumstances at
the time (Van
de Ven, Ganco, & Hinings, 2013). In the case study,
Geraldine is often cited telling young employees to always look for the
simplest solutions to problems based on the circumstance. Such believes
supported by the ideas of Tom Burns and Stalker.

Fritz Roethlisberger is the theorist whose ideas best describe Melanie’s
leadership qualities. The theorist’s comprehensive findings of the Hawthorne
Studies which concluded that employee productivity would increase if they
believed the company management was concerned about their welfare and leaders
paid special attention to these employees (Wickström & Bendix, 2000).
Informal work groups were also shown to have positive impacts on employee
productivity. The perceptions are aligned to Melanie’s believes. In case, there
is evidence that she can successfully manage functional teams. Melanie also
insists on there being a good relationship between the organization and
employees as well as customers. Melanie’s ideas are similar to what is
justified in the Human Resource theory.

Valerie: Henri Fayol is the theorist whose ideas best
fit the leadership styles of Valerie. According to Fayol, management was a
skill that could be taught particularly if the underlying principles are
understood. Some of Fayol’s 14 Principles of management (Rodrigues, 2001), can be seen in Valerie’s leadership styles particular the issue with

Division of labor: as more people in an organization specialize,
efficiency can be increased. When asked about the final responsibility for
decision-making, Valerie believes everyone should have their specialty

Authority: To get things done in a company, managers must
give orders. As such, managers must have personal authority. Valerie believes
that she is the one to give orders and the other employees must just follow
these orders

Discipline: it is the role of managers to instill discipline
in the organization. In the case, Valerie says, “My order and discipline are
important in a team.” This shows that extent to which she likes to have
power and control

     The R&D department main focuses on
developing new products that will meet the changing customer needs. Therefore, the
leader of such a department has to be someone who is creative and has an eye
for the adoption of new technological advancements. In the case scenario, it is
clear that Melanie holds such qualities. For many years working in the firm,
she has been advocating for technological changes to update the company and
meet today’s changing world. Valerie, on the other hand, lacks such creativity.
She has not new ideas of her own and fully depends on other employees for
ideas. Besides, her department has exhibited a higher rate f employee turnover.
Technology is critical to today’s business success (Smaczny, 2001).
A core component in 21st-century thinking is the ability to merge
human capital and organizational changes in a manner that will lead to
progressive development. It has been shown in the case scenario that Melanie
has a sharp focus on maintaining employee relationships with the company
coupled with advocating for the adoption of technological changes to adapt to
the shifting business environment. In today’s world, Melanie would be fit the
position of leading the R team. Not only will she develop better
relationships between employees and the company but she will promote adoption
of new technologies that will use employee creativity to ensure the success of
the company. 


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