The Managerial Or Hierarchical Constraint Business Essay Example

suspicion. The emperor plays a vital role in embodying gentlemanly virtues. Loyalty should emanate from lower ranks, whereas corruption frequently originates from leadership. This is exemplified by the Chinese proverb that a fish starts to decompose from its head. Consequently, leaders of any group should present themselves as paragons of self-control and virtue.

After the meeting, their attitude is crucial. It is highly likely that you will depend on a Chinese intermediary to arrange appointments and meetings. Although most Chinese company officials can communicate in English, it is advisable to bring your own translator. Additionally, the structure of Chinese business is deeply rooted in Chinese society and business organizations adhere strictly to a hierarchical system where individuals are subordinate to the organization. Moreover, during meetings, people will enter the room in order of hierarchical status as the Chinese are highly conscious of social rank.

In Chinese companies, senior members predominantly lead discussions and oversee proceedings. Additionally, successful Chinese companies typically adopt a hierarchical organizational structure, with top leaders guiding the direction of the company. These leaders then oversee managers, who in turn supervise employees. This creates a triangular, top-down communication flow from the highest decision-makers to the employees. Consequently, only the top executives make decisions for a given project.

Chinese civilization and construction are impressive, but now let's turn our attention to Penang, Malaysia for a short discussion. Malaysia is a multicultural society with different cultural groups such as native Malays, Chinese, and Indians. The importance of family within the social structure promotes unity, loyalty, and deep respect for elders.

Both Malaysians, Chinese, and Indians in public and private settings all have a shared goal of preserving their social

standing and avoiding humiliation. This idea of "face" encompasses qualities like reputation, integrity, and the admiration from others. Face is seen as something that can be granted, lost, taken away, or acquired through one's actions. Therefore, it is customary to begin interactions with formal greetings that show proper deference.

If in a team, it is important to introduce the most significant individual first. Many Malays and Indians feel uncomfortable shaking hands with someone of the opposite gender. Most Malaysian businesses have a hierarchical structure, and the three main religions of Islam, Confucianism, and Hinduism all emphasize the importance of respect and duty. This need to show respect leads to a desire for a clearly defined hierarchy where reporting lines are clear and superiors make decisions and instruct their subordinates accordingly.

Decision

In summary, organizational structure and culture are crucial because they generate energy and momentum.

The energy will pervade the organization and create a new drive for success. It also develops organizational norms, guidelines, or outlooks that dictate appropriate types of behavior by employees in specific situations and control the behavior of organizational members towards one another. Organizational culture is perhaps the most critical factor determining an organization's capacity, effectiveness, and longevity. It also contributes significantly to the organization's brand image and brand promise. Organizational structure provides guidance to the employees by outlining the official protocol in the company. Through this, they are able to understand the reporting relationships that govern the work flow in the company.

The use of a flexible and complete agencies of growing allows for smooth operations and improved communication in the company. Additionally, an organisational construction enhances operational efficiency by providing clarity to employees at

all levels. This clarity enables the staff to know who to seek guidance, supervision, and submit work to.

Introduction

Leadership entails influencing individuals or groups to achieve a goal in a particular situation.

"Leadership is the ability of a director to inspire and motivate subordinates to work with confidence and enthusiasm." "Leadership is the act of guiding individuals towards ambitious goals, improving their performance, and developing their character beyond their usual limits." In essence, leadership entails the exertion of influence by a leader over the perception, motivation, communication, personality, and ultimately the behavior of others (preferably followers). Thus, leadership involves studying a leader's impact on the thoughts, emotions, opinions, beliefs,row attitudes,and actions of followers.

The significance of effective leadership for the survival of an organization is comparable to the importance of blood for the human body. A skilled leader has the ability to motivate employees, resulting in improved performance levels. Motivation plays a vital role in goal setting and achievement as it inspires employees and fosters cooperation among them.

Body

This company's management and leadership principles are founded on the Fiedler Contingency Theory.

One of the initial theoretical models for leadership was created by Fred Fiedler. The Fiedler contingency model suggested that successful group performance would rely on the alignment of the leader's style with the amount of control given to the leader by the situation. This model includes three contingency variables: leader-member relations or group atmosphere, task structure, and leader's position power.

When combined, the three eventuality variables form the Fiedler's basic contingency model, which consists of eight different situations. A leader-member relation refers to the leader's personal relationships with group members or the group atmosphere. This relationship acts

as a measurement of the leader's acceptance by the team. If a leader is accepted and can inspire loyalty in employees, conflicts are minimal and employees work well together. On the other hand, if the leader is not accepted by employees, caution must be taken to prevent employees who will challenge or undermine the leader or the task. The second variable is task structure.

The text discusses the concept of routine and non-routine tasks performed by employees. A routine task has clearly defined goals and a few steps or procedures with a single correct solution, performed on a daily basis. On the other hand, non-routine tasks have goals that are likely to be undefined or changing, with multiple ways to achieve them. Another concept mentioned is position power, which refers to the leader's authority to reward, coerce, and exercise legitimate power associated with their position.

This power is primarily in terms of the authority to hire, compensate, and terminate employees.

Decision

Intelligent individuals who possess higher intellect and strong problem-solving abilities tend to handle stress more effectively than others, leading them naturally into leadership positions.

A level

According to the theory, individuals with more experience are better equipped to manage stress compared to others, making them suitable for leadership roles. The leadership style adopted by a leader at work depends on the nature of the tasks being performed.

For instance, leadership style must align with the type of work being done. Task-oriented work calls for task-oriented leadership, whereas social-oriented work demands relationship-based leadership.

Contingency Leadership

A particular leadership style can enhance effectiveness

and accuracy in leading while fostering stronger relationships between leaders and workers.

The theory also enables leaders to understand their specific responsibilities without any confusion. Leaders are not discriminated against based on gender, cultural background, social background, or work experience. Ideally, leaders would advance based solely on their abilities. However, there are some individuals who oppose the principles of the Fiedler Contingency Theory.

Many argue that being inflexible in its approach is a major problem with leadership. It fails to consider all kinds of problems that exist. Deciding who should be the leader primarily based on their ability to handle stress can lead to a problematic situation.

Introduction

The most crucial aspect of motivation is the alignment of goals, purpose, and values among staff, teams, and the organization.

The stronger the alliance and personal association with organizational purposes, the more effective the platform for motivation. Difficulties in aligning with organizational purposes lead to less successful motivational thoughts and activities. Motivation is a multifaceted domain, varying for each individual. Reception and potency of motivation change daily and based on different situations. When the alliance and values are correct, motivational methods are more successful.

Motivational methods are ineffective when there is a lack of alignment between individuals and organizations. Effective motivation stems from something relatable and believable to people, especially in changing times where greater desires arise.

Body

The initial theory I will address regarding motivation is Maslow's hierarchy of needs.

According to Maslow, human motivation is driven by a pyramid-shaped hierarchy of needs consisting of five levels. These levels are categorized as physiological needs, safety needs, love and belongingness, esteem needs, and self-actualization needs (Kermally, Sultan 2005). Physiological needs encompass the essentials such as air,

food, water, shelter, and warmth. Fulfilling these needs is necessary for every individual.

If individuals' needs are not met, they would lack motivation to progress in the hierarchy. These needs are crucial for individuals' overall well-being. Once physiological needs are satisfied, safety needs become more significant, encompassing protection from physical harm and the longing for social belonging in a group, family, organization, or relationship.

These demands concentrate on the social aspects of both the work and non-work settings. Organizations fulfill these demands in the workplace by offering coffee breaks, arranging various types of outings, social gatherings, and more. The following is regard demands.

These demands revolve around the desire for a positive self-perception. One wants to succeed in their own pursuits and desires to feel confident, skilled, and deserving. If these needs are not met in a professional environment, an individual's confidence decreases, leading to feelings of inferiority. The ultimate goal is self-actualization. "Even if all these requirements are fulfilled, it is very likely that unless one engages in work that matches their abilities, they will eventually experience new dissatisfaction and unease."

The pursuit of music, painting, and poetry is driven by the desire for self-actualization, which leads to ultimate happiness. This concept, known as self-actualization, signifies the longing to fulfill one's potential. Notable figures like Abraham Lincoln, Mahatma Gandhi, and Albert Einstein serve as examples of individuals who actively sought self-fulfillment and self-actualization. These ideas are closely linked to Maslow's hierarchy of needs. The subsequent section will explore motivation-hygiene theories.

According to Herzberg, motivation is influenced by two types of factors. Motivational factors enhance performance and motivation when present. These factors are referred to as motivative factors. On the

other hand, hygiene factors contribute to work satisfaction. They include a clean and safe environment, working conditions, supervision, and monetary rewards. If working conditions are poor, the situation is unsafe, or supervision is inadequate, dissatisfaction and poor performance can result. The hygiene factors pertain to the work environment.

According to Maslow's theory of the Hierarchy of Needs, an appropriate on the job environment satisfies workers' physiological, security, and belonging needs. It fulfills basic needs, provides equal security, and fosters a sense of belonging and camaraderie. These aspects are crucial motivators which include a sense of achievement, promotion, engagement in the job, acknowledgment, and responsibility. These factors serve as the genuine incentives.

According to Herzberg, it is important to address hygiene factors before incentives can be effective. Management should motivate individuals by considering incentives. Hygiene factors must be addressed initially to ensure motivation is not decreased, but after that, the focus should shift to motivating factors. Herzberg argues that many managers mistakenly try to motivate solely through hygiene factors, which is both incorrect and ineffective.

Another theory, known as Vroom's Expectancy theory, states that an employee's motivation is influenced by three factors: their desire for a reward (Valence), their belief that their effort will lead to expected performance (Expectancy), and their belief that their performance will result in a reward (Instrumentality). In other words, Valence refers to the significance an individual attaches to the expected outcome, which is the anticipated satisfaction an employee expects to receive after achieving goals. Expectancy refers to the belief that putting in more effort will lead to improved performance. Expectancy is influenced by factors such as possessing the necessary skills for the job, having

access to the right resources and information, and receiving sufficient support to complete tasks.

The religion of InstrumentalityA is based on the idea that performing good actions will yield valid results. Instrumentality is influenced by various factors, including belief in the individuals who determine the distribution of results, the simplicity of the decision-making process, and the clarity of the relationship between performance and outcomes. These three types of motivational theories can be applied in the semiconducting material company to effectively motivate its employees. In my opinion, implementing Maslow's motivational theories would be beneficial in this context.

The value of Maslow's theory lies in its practical application to interactions with others. Understanding motives can improve relationships, enhance collaboration with colleagues, enhance parenting skills, and drive positive change in groups. This is why I believe this theory will be effective. Moreover, the realization of changing one's perspective can have a profound impact on an employee's self-esteem. Therefore, identifying their weaknesses is crucial. We can easily categorize and address these weaknesses by using Maslow's theory.

To illustrate, when we are aware that employee A has a higher demand for safety, we can prioritize meeting that specific need in order to gain their increased support and aid in increasing productivity. Additionally, this theory has multiple subdivisions, all of which have extensive points and factors when compared to other theories. This allows the organization to deeply consider an employee's needs. In summary, it helps directors understand their employees' behavior and enables them to provide appropriate financial and non-financial motivation. Ultimately, this improves overall efficiency, productivity, and profitability for the organization.

Decision

Good leadership requires the motivation and achievements of good people. Inspirational

techniques are necessary for this. Motivational methods can include inspirational quotes and poems, team building games and activities. These can be used as ice-breakers or exercises for conferences, workshops, meetings, and events. They can also help with staff motivation. Motivation is what drives goal-oriented behaviors. It is what causes us to take action, whether it's grabbing a snack when we're hungry or enrolling in college to earn a degree.

The text discusses the various factors that contribute to motivation, including biological, societal, emotional, and cognitive influences. Researchers have developed different theories to explain motivation, each of which has a limited scope. However, by examining the main concepts behind each theory, one can gain a better understanding of motivation as a whole.

Introduction

Handy (1993) provides a definition of a group as any collection of people who perceive themselves to be a group. Similarly, after reviewing 80 definitions of a group, Shaw (1981) defines it as two or more individuals who interact with each other in a way that influences and is influenced by each other. Groups can be categorized as formal or informal. Formal groups are units established by management within an organizational structure. They have specific purposes and roles, possess authority, and are provided with financial and physical resources.

The main role of a formal group is to promote the goals and objectives of the organization as outlined in policies and mission statements. A functional analysis, described by Cartwright and Zander (1968), defines a group as one where members are committed to a set of values that shape the overall activities, have the necessary resources for the task at hand, establish appropriate roles and have sufficient morale, and

possess enough leadership to coordinate the use of resources to achieve specific objectives. Informal groups, on the other hand, tend to focus on employee interests that may differ from those of the official organization. They establish their own norms, prioritize loyalty to fellow group members, determine their own goals based on what they believe is right for them, base their behavior on interpersonal relationships, are less stable, primarily meet social needs, and often have magnetic leaders. (Chris Hall 2004)

Body

The formation of groups is necessary as humans are inherently social beings. Many individuals prefer to live and work in groups.

Additionally, there are other factors that contribute to the creation and growth of groups. These factors can also be classified as aspects of group behavior. The first factor is security, as groups offer protection to their members against other individuals in society, as well as against threats from other groups. This includes the insecurity caused by various environmental, climatic, economic, and social factors. Another factor is empowerment, achieved through the sharing of resources within the group.

Groups offer opportunities for members to exchange their achievements, knowledge, talents, values, etc. This process allows individuals to acquire more knowledge and expertise, resulting in the members gaining expert power. Consequently, the group empowers its members.

Becoming a leader is something that goes hand in hand with being a part of a group. Individuals with leadership skills and a strong desire to lead tend to be the ones who stand out as leaders within these groups. They are usually the ones who initially take charge of such groups. For example, political leaders from outside organizations would gather and transform these groups

into unions between the 1940s and 1960s.

Groups have the advantage of synergism, where the combined effort of the group leads to greater results than the individual contributions of its members. Many organizational goals can only be achieved by the collective effort of employees. Additionally, being part of a group gives people a sense of belonging and satisfaction, fulfilling their need for association.

The final aspect to consider is self-esteem. Group rank gives members a sense of worth and value as part of a group rather than individually. A squad is a group of people who rely on each other to achieve a shared goal. Some definitions of a squad also emphasize the importance of working well together. Effective teamwork is crucial in creating a productive work environment. Communication is the key factor for successful teamwork.

Communication is a crucial aspect of effective teamwork. It allows squad members to convey directions, share information, provide ideas, simplify complex concepts, and promote productivity. However, when multiple individuals are involved, communication can be challenging but remains one of the most important tools to master. In addition to communication, having a positive attitude towards a task is essential. Believing that a project is destined to fail will likely lead to lack of effort and not working towards any goal. Furthermore, one's opinion of their teammates can also impact success. Holding negative opinions about coworkers can create a hostile environment, leading to discord, conflict, and unwillingness to collaborate.

Last factor that promotes effective teamwork is trust. Trust is crucial because many valuable schemes and methods that enable task completion are impossible or unavailable without it. Sharing information among team members is limited without trust.

Some may prefer to shoulder more of the burden than they can handle rather than delegate responsibilities appropriately without trust. Taking calculated risks is also hindered without trust.

Decision

Overall, group behavior and teamwork are highly important for every company, especially for the company in Bayan Lepas FIZ. This is because significant changes within the company may result in negative perceptions. Working together in a group allows them to enhance the strengths and weaknesses of each team member.

Strong teamwork in the workplace has several benefits. One advantage is that it allows squad leaders and members to assign tasks to the most qualified individuals. This type of collaboration makes it easier for directors and executives to determine which staff members can best accomplish job tasks. In addition, a good relationship between employees and upper management fosters loyalty and long-term commitment to the company. Furthermore, work teams often gather to discuss and find solutions to company issues.

When a team functions effectively, it creates a comfortable environment for staff members to contribute ideas. It also encourages the sharing of diverse suggestions, benefiting the company. Conversely, workplaces face daily challenges which a strong team environment can serve as a support system for. This allows members to assist each other in improving their performance and advancing their professional development. Additionally, the team members develop deep trust and reliance on one another.

These bonds are important for the team in difficult challenges or when dealing with the loss of a team member while maintaining productivity.

Bibliography

1. Alvesson, Mats. Understanding Organizational Culture. London, GBR: Sage Publications Ltd. (UK), 2002, p9, assessed 20 Feb 2013,

href="hypertext transfer protocol: //site.ebrary.com/lib/olympia/Doc? id=10076742 ; A ; ppg=9">hypertext transfer protocol: //site.ebrary.com/lib/olympia/Doc? id=10076742 ; A ; ppg=9

The following texts contain information on Chinese Business Etiquette and Organizational Behavior:
- Chinese Business Etiquette: The Practical Pocket Guide by Berkeley CA, USA: Stone Bridge Press, 2008 (p. 18) [source: hypertext transfer protocol: //site.ebrary.com/lib/olympia/Doc? id=10514405 ; A ; ppg=19].
- Organizational Behavior by Karthick, K.K., Mumbai, IND: Global Media, 2010 (p. 126) [source: hypertext transfer protocol: //site.ebrary.com/lib/olympia/Doc? id=10415259 ; A ; ppg=126].
- Organizational Behavior by Nair, Suja R., Mumbai, IND: Global Media, 2010.

P 335, hypertext transfer protocol: //site.ebrary.com/lib/olympia/Doc? id=10415957 ; A ; ppg=335

Tools: Best of the Annuals ( 2nd Edition ) , Hoboken, NJ, USA: Pfeiffer, 2008. P 1, hypertext transfer protocol: //site.ebrary.com/lib/olympia/Doc? id=10296126 ; A ; ppg=17