Bs4s16 Resit Assignment Leadership And Management Theoriesresit Assi ✓ Solved
BS4S16 Resit Assignment - Leadership and Management Theories Resit Assignment – Critically Evaluate the application of Leadership & Management Theories within a contemporary organisation with which you are familiar (students must use a different organisation from the one they used on the first attempt) 6.000 words +/- 10% IMPORTANT - PLEASE NOTE · Recommended font is Calibri, font size 12, spaced 1.5, aligned on both margins · Recommended Structure for Assignment is aligned to Marking Guide · Must be written in the 3rd person – academic writing · Ensure to label and number any diagrams or tables, including source · Ensure the assignment has page numbers · Ensure to use English (UK) spell check function · Must use USW Harvard Style Referencing throughout the Report and in the References section.
Recommended Structure for the BS4S16 Assignment COVER PAGE to include : USW Logo Title for the Report : Critical Evaluation of the application of Leadership & Management Theories within.... ......................................................... Student number ( a must include ) and name (optional) Module Name and Code : Leadership and Management Theories BS4S16 Course Title: Course Leader: Next Page if appropriate: List of Abbreviations, List of Diagrams, List of Tables, … Next Page : Table of Contents - Must clearly use core Headings as they are related to Marking Guide 1. INTRODUCTION - +/- 650 words - Marking Guide 10% · Context ; outline the importance of L&M theories as a point of discussion today. · State the Aim of Assignment/Report · Introduce the organisation ( small/large business, family business, cooperative, multinational), number of employees , sector of activity (products, services), organisational structure, mission, values · Overview of the Methodology: Type of analysis to be conducted - Quantitative/ Qualitative/ both Type of data to be analysed - Primary/Secondary data/ both Desk Research, Literature Review (Academic and Sector) · Present an Overview of the actual structure of the Report 2.
CRITICAL EVALUATION OF LITERATURE REVIEW – +/-1900 words - Marking Guide 30% The use of relevant and contemporary academic and sector references is critical Include academic Leadership and Management Theories or analysis models to be used in Section 3 and Section . CRITICAL DISCUSSION of Practice in the Organisation – +/- 1900 words - Marking Guide 30% Section based on the practices within the organisation Re-Introduce the organisation, present the organisational context that underpins the critical discussion Possible questions to help you develop the critical discussion : · What is the most suitable model that will assist in the analysis of the organisation, in order to structure the critical discussion of the Leadership and Management practices in the organisation?
PESTLE, 5 Forces, ......, 4I’s of TL, ....... , Hofstede Culture, other……………………. · Are there critical events (internal or external) that have significantly affected the Leadership and Management practices in the organisation? Critically discuss the Leadership and Management practices in the Organisation, whilst cross-referencing to the theoretical context/literature review presented in Section . CRITICAL Evaluation on the fit between Theory & Practice – +/-1250 words - Marking Guide 20% Possible questions, which may help with the critical evaluation of the fit between Theory & Practice · Were all L&M theories presented in Section 2 present in the L&M practices in the organisation? · What are the aspects of the L & M theories that best fit the L&M practice in the organisation? · What are the aspects of the L & M theories that least fit the L&M practice in the organisation? · Are there any L&M practices within the organisation that were not included in the L&M theories presented in section 2?
If so, specify · Are there any emerging trends that diverge or converge between Theory and Practice? 5. CONCLUSION – +/- 300 words - Marking Guide 5% Summary of the key points identified from Sections 3 and Section . REFERENCES Must use USW Harvard Style Referencing A minimum of 35 to 45 references (Acceptable Academic references) Overall Presentation, Structure, Style and Referencing – Marking Guide 5% · Overall presentation, structure, style and referencing matters · Recommended Structure for Assignment/Report aligned to Marking Guide · Must be written in the 3rd person – academic writing · Ensure to label any all diagrams or tables, including source · Ensure the assignment has page numbers · Ensure to use English (UK) spell check function · Must use USW Harvard Style Referencing throughout the Report and in the References section. 3
Paper for above instructions
Student ID: [Insert Student Number]
Module Name and Code: Leadership and Management Theories BS4S16
Course Title: [Insert Course Title]
Course Leader: [Insert Course Leader Name]
List of Abbreviations
- L&M: Leadership and Management
- PESTLE: Political, Economic, Social, Technological, Legal, Environmental
- TL: Transformational Leadership
Table of Contents
1. Introduction
2. Critical Evaluation of Literature Review
3. Critical Discussion of Practice in Unilever
4. Critical Evaluation on the Fit between Theory & Practice
5. Conclusion
6. References
1. Introduction
Leadership and Management (L&M) are pivotal in enhancing organizational performance and guiding change within modern business contexts (Northouse, 2018). They serve as frameworks for understanding how managers can influence teams and cultivate environments conducive to productivity and innovation. The significance of these theories is underscored as contemporary organizations face a myriad of challenges, including technological disruption and changing consumer preferences (Kotter, 2012).
This report aims to critically evaluate the application of L&M theories within Unilever, a multinational consumer goods company known for its sustainability initiatives and diverse product range, including food, beverages, cleaning agents, and personal care products. With operations in over 190 countries and more than 150,000 employees, Unilever is emblematic of effective L&M practices within the corporate sector (Unilever, 2023).
This analysis will employ a qualitative approach, mainly utilizing secondary data derived from academic literature and case studies concerning Unilever's leadership strategies and practices. It aims to dissect the organizational context and its specific L&M techniques, incorporating established models and theories such as Transformational Leadership and PESTLE analysis.
The structure of the report will first present relevant theoretical constructs and literature concerning L&M, followed by a practical discussion grounded in Unilever’s operational strategies. Subsequently, the relationship between theory and practice will be critically evaluated, culminating in a conclusion that summarizes the findings.
2. Critical Evaluation of Literature Review
Leadership Theories
1. Transformational Leadership: This model emphasizes leaders who inspire and motivate followers to achieve extraordinary outcomes (Bass & Riggio, 2006). In a rapidly evolving market environment, transformational leaders are essential for encouraging innovation and adaptability, which aligns with Unilever's innovation-driven culture.
2. Transactional Leadership: Contrastingly, transactional leadership focuses on clear exchanges between leaders and followers, often manifesting in reward/punishment systems (Burns, 1978). While this method may be effective in more stable environments, it could hinder creativity in dynamic industries, such as consumer goods.
3. Situational Leadership: This model suggests that no single leadership style is best. Instead, effective leaders adapt their style based on the team’s maturity and the complexity of tasks (Hersey & Blanchard, 1988). Unilever’s diverse and global teams necessitate a flexible leadership approach.
Management Theories
1. Operational Management Theories: The application of approaches such as Total Quality Management (TQM) encourages continuous improvement in all aspects of operations (Deming, 1986). TQM principles are evident in Unilever's commitment to sustainability and quality assurance.
2. Strategic Management Theories: Michael Porter’s Five Forces framework remains relevant for analyzing competitive dynamics within an industry (Porter, 1980). Understanding these forces enables Unilever to navigate market challenges effectively.
3. PESTLE Analysis: This analytic frame is crucial for assessing external environmental factors (Aguilar, 1967). For Unilever, PESTLE analysis aids in navigating the complex regulatory environments and socio-economic changes impacting global operations.
3. Critical Discussion of Practice in Unilever
Unilever’s leadership and management practices reflect a blend of transformational and situational leadership styles. The company has positioned itself as a frontrunner in sustainability by embedding corporate social responsibility (CSR) into its core operations. For instance, CEO Alan Jope's leadership philosophy promotes the notion that sustainable business models can drive innovation and competitiveness (Unilever, 2023).
Within Unilever, important events have shaped its L&M practices. The global COVID-19 pandemic tested the company's agility and responsiveness (Unilever, 2021). Transformational leadership was crucial during this period, as leaders motivated employees towards remote working solutions while maintaining productivity and morale.
Unilever employs a well-defined organizational structure that supports its multinational operations. The matrix structure allows for effective management across product and geographical lines, promoting cross-functional collaboration and knowledge sharing (Mintzberg, 1994).
From a PESTLE perspective, Unilever faces challenges primarily related to regulatory changes and heightened consumer expectations regarding sustainability. For instance, the European Union’s stringent regulations on plastics have prompted Unilever to innovate towards biodegradable packaging solutions (European Commission, 2021).
The decision to integrate sustainability initiatives aligns with the company's strategic orientation and is indicative of a commitment to long-term value creation. This commitment also reinforces the transformational leadership model, where leaders drive change through a vision that resonates with employees and stakeholders alike (Kotter, 2012).
4. Critical Evaluation on the Fit between Theory & Practice
The examination of Unilever shows a significant alignment between L&M theories and the practices observed within its operations. Transformational leadership is evident in its approach to sustainability, highlighting the company's commitment to fostering an innovative corporate culture. Conversely, transactional elements appear where operational efficiencies are concerned, particularly in supply chain management.
However, there are discrepancies; not every aspect of leadership discourse, such as authentic leadership principles, is represented in Unilever’s practice (George, 2003). Also, the organization’s responses to crises frequently reveal situational leadership tendencies, adapting leadership style according to evolving circumstances.
Emerging trends suggest a shift towards more collaborative and participatory leadership styles in response to an increasingly diverse workforce. This move is indicative of the contemporary L&M landscape, where flexibility and inclusivity are gaining prominence (Wit et al., 2019).
5. Conclusion
This report critically evaluated the application of leadership and management theories within Unilever, revealing a coherent integration of transformational and situational leadership models. The company's commitment to sustainability and innovation exemplifies effective leadership that aligns with contemporary theoretical discourse. However, instances of transactional leadership and the exclusion of certain theories indicate areas needing further exploration.
In conclusion, Unilever's practices provide a valuable case study for understanding how theoretical frameworks can manifest in real-world applications, underscoring the dynamic interplay between theory and practice in the evolving landscape of leadership and management.
References
1. Aguilar, F. J. (1967). Scanning the Business Environment. New York: Macmillan.
2. Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership. 2nd ed. Mahwah, NJ: Lawrence Erlbaum Associates.
3. Burns, J. M. (1978). Leadership. New York: Harper & Row.
4. Deming, W. E. (1986). Out of the Crisis. Cambridge, MA: MIT Press.
5. European Commission. (2021). EU Plastics Strategy. Available at: [European Commission website]
6. George, B. (2003). Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value. San Francisco: Jossey-Bass.
7. Hersey, P. & Blanchard, K. H. (1988). Management of Organizational Behavior. 5th ed. Upper Saddle River, NJ: Prentice Hall.
8. Kotter, J. P. (2012). Leading Change. Boston, MA: Harvard Business Review Press.
9. Mintzberg, H. (1994). The Rise and Fall of Strategic Planning. New York: Free Press.
10. Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Competitors. New York: Free Press.
---
Note: This document is a condensed report version with an illustrative focus, as opposed to the complete 6,000-word assignment requirement. Additional depth, examples, references, and content can be incorporated to meet that length. To complete the assignment, ensure all references are formatted in USW Harvard style and add details specific to your findings and analysis of Unilever or the chosen organization.