This report includes information about Record Seemlier and his organization Seems. It shows link between leadership and management. It also explains different types of leadership theories and management theories. It shows link between these theories. It also includes future leadership skills required in seems. And also shows method to plan the development of leadership skills. Answer: – 1 Richard Seemlier has situational leadership style. He is very close to Democratic leadership style. Philip (2003, p. 3) describe the meaning of democratic leader “democratic leader, encourage the members of his or her group to share the session making process and sees him or herself as a coordinator of group effort, rather than as the decision taker. ” Followings are evidence to prove that Richard Seemlier is democratic leader: Seemlier created an environment of respect within the organization by reducing the hierarchical structures built by previous leaders and through many unique strategies. Employees are involved in corporate decisions (such as diversification and acquisitions).
One of Come’s basic philosophies builds on participation and involvement and encourages all staff to give opinions. Seems staff welcomes change and view change processes s healthy and positive. (Book Review of: Maverick, 2000). 1. Free Flow of Information A agglutinations website on the Richard Seemlier and Seems S. A. States that “Seems made all of its financial data available to all employees. In fact, Seems developed a course to train employees in the interpretation of balance sheets and statements of cash flow.
Profits and losses for each division were common knowledge, and everyone knew the salaries of upper managers (incidentally, their salaries were capped at ten times the average entry level salary). All meetings, including those of the Counselors, were open to all employees who shed to attend. Naturally, all who attended could command equal voting power. This free flow of information served two purposes. It gave associates the information necessary to make informed decisions, and reinforced the democratic nature of the decision-making process. ” 2.
Employee Participation According to Richard seemlier (1994), there is a big room in the company where everyone from the firm has a place for discussion and to exhibit his opinion to solve any problem as well as to put the new plans. In addition, there are six counselors in the company who attempting to advice and guide the employees. Furthermore, instead of the annual budget which most of the firms around the world following it, Seems has six month budget. This in fact will motivate the managers of Seems to work earnestly as well as makes them on continual contact. ‘… Cause an annual budget tempts managers to postpone unpleasant decision to the third and fourth quarters’ 3. Profit Sharing Richard Seemlier adopted a profit sharing plan; in which employee receive some percentage of the net profit of their respective division. A benefit of seems profit sharing was the use of a democratically selected committee to develop and implement the program, as well as disbursement of the profit sharing funds. 4. Self-Assessment, Reflection and Objective Feedback on Leadership Performance Twice a year, within Seems, employees evaluate leaders’ performance and attitudes using a questionnaire and discussion.
This allows employees to provide honest feedback to managers about their leadership style (Hager Consulting Group 1998). Informally, positive and negative comments and suggestions of staff are always welcomed with leaders encouraging effective communication. (Book Review of: Maverick, 2000) 5. Rotation Through Different Developmental Assign meets Factory employees have implemented job rotation, which ensures team members understand and can perform all tasks within their team so that production is not affected under any circumstance (Seemlier 1994). Seemlier encouraged managers to rotate jobs every two to five years.
Job rotation offers employees the opportunity to learn new skills, discourages empire building, offers a broad view of the company, creates an environment of understanding, succession planning, and opportunity for advancement. (Book Review of: Maverick, 2000) In some situation Richard Seemlier acted as laissez fairer leader. A assortment website on the leadership style states that “The laissez-fairer leadership style is also known as the “hands-off” style. It is one in which the manager provides little or no direction and gives employees as much freedom as possible.
All authority or power is given to the employees and they must determine goals, make decisions, and resolve problems on their own. ” In seems, there are 3,000 employees. They set their own work hours and pay levels. Subordinates hire and review their supervisors. Employees are encouraged to spend Monday morning at the beach if they spent Saturday afternoon at the office. There are no organization charts, no five-year plans, no corporate values statement, no dress code, and no written rules or policy statements. Richard Sampler’s Group Seems: The Demagnification of Work, 2005). All employees, Seemlier included, receive their own guests, make their own copies, and draft and send their own correspondence. There are no private offices. Seems has no receptionists, secretaries, or personal assistants. To illustrate Sampler’s “hands-off’ management style, he states, “l don’t sign a single check, I don’t approve investments. I don’t run the company in that sense at all. What I do is spend a lot of time being called into meetings about strategy, about pricing … L visit customers… (Richard Seemlier and Seems AS) Impact of leadership style adopted by Richard Seemlier on organization strategy At Seems he puts theory into practice to create a wining business. His dynamic leadership spurred Seems to a 900% growth in ten years to make it one of Brazier’s fastest growing companies. It increased its industry ranking from 56th to 4th in machinery and to the 1st position in all of the service industries in which it is active. During that time The firm’s revenues have grown 27. % per annum for the past 14 years (Richard Seemlier – The Leader).
Richard Seemlier believes that this laissez-fairer philosophy has led to Come’s success in adapting to the needs of a changing business world. Whereas in the early asses, the company manufactured pumps and washing machines, today, through employee initiatives, almost 75 percent of its business is in services. Seemlier anticipates that in 2001, 25 percent of revenues will come from new Internet ventures (Richard Seemlier – The Leader). Seems has grown scaffold despite withering recessions, staggering inflation, and chaotic national economic policy. Productivity has increased nearly sevenfold.
Profits have risen fivefold. In 10 years, revenues at the $160-million company have quadrupled, and the staff has grown from 450 to 3,000 employees. The turnover rate in the past six years has been less than 1 percent (Richard Seemlier – The Leader). Answer: – 2 ink between Transformational leadership theory and Path-goal leadership theory. The key aspect of transformational theory is on the link between the individual and the provision of vision for the organization future. Transformational theory explain that, first of all leader has clear vision and goal.
Leadership then becomes the process through which the vision is turned into action and realized. Path-goal theory explains that leader has to set goals which are challenging and then letting subordinates know what is expected. They both are including organization vision and goals. Both theory show that the link between individual and organization future (vision and goals) (Responded and Wilson, 2003). Transformational leadership is a process of engendering higher level of motivation and commitment among followers.
Path-goal theory shows that individual expectations have been satisfied by leader, through which individual get motivation and it will improve performance of individual. Both theories said about individual motivation and improvement of performance to achieve organization goal (Responded and Wilson, 2003). They consider into satisfy people expectation. Both theories are people oriented. They give first importance to people. Transformational as well as Path goal theory make clear participative leadership style (Responded and Wilson, 2003).
Link between Henry Payola and FEW Taylor management theory Henry payola management theory said that managers have to be clear about hat need to be achieved and developing a plan of action and distribute responsibilities. Taylor said that managers have to divide work and responsibility among the worker. Both theories illustrate planning (Mulling, 2010). Taylor was concerned that workers would be motivated by highest wages. He believed that if management acted on his idea, worker would become more satisfying. Henry also agreed this point, he said that remuneration should as far as possible satisfy both employee and employer.
Method of payment can influence organizational performance (Mulling, 2010). Both emphasized mutual co-operation between employment and employees. They were concerned with finding more efficient method and procedure for co-ordination and control of work (Mulling, 2010). Link between Management theory and Leadership theory There are main two common factors in management and leadership theory 1. Motivation: – Management theory said that workers would be motivated by high wages and salaries. Leadership theory explains that a leader have to satisfied workers need by this way they would be motivated.
Motivation will help to improve performance of worker and it is easy to achieve goals. 2. Planning: – management theory concentrate on plan of action. Management have to set plan for what should organization want to achieve. They can then distribute responsibilities to subordinates. Leadership theory agrees with this by explain vision and goals of organization. Answer: – 3 STEEPLE analysis of SEEMS Social and ethical: – In seems, there is participative environment for all workers. There are 3,000 employees. They set their own work hours and pay levels. There is no dress code for employees.
Richard Seemlier adopted a profit sharing plan; in which employee receive some percentage of the net profit f their respective division (Seems, 2005). Technological:- Seems has solid international partnerships with the owners of innovative technologies, such as Philadelphia Mixers, Littler Day and Sulfur, global leaders in developing, concepts and supply of mixing in processing systems and equipment for industrial refrigeration, commercial refrigeration and air conditioning (Seems, 2005). Environmental: – There are joint-venture between the seems group and Environmental Resources Management (ERM).
Services provided by ERM include: Risk Analysis, Environmental Audits, Sustainable Development and Corporate Social Responsibility, Environmental Impact Studies, Water and Waste Management, Investigation and Correction of Contaminated Areas, Air and Noise Quality, Health and Safety, Instrumental Management Systems and Training. Seems has years of experience within power plants based on biogas from landfills/waste dumps and agriculture. Sustainable energy like thermal power, hydrophones, wind power, solar energy, befoul/biomass,biogas, agriculture used BRB seems in Africa (Seems, 2005).
Economical: – Cushman & Wakefield has partnership with Seems, which began in 1994 and ended in 007, is considered one of the most productive joint ventures the company has undertaken anywhere in the world and one of the determining factors for the company’s explosive growth during this period (Seems, 2005). Political and legal: – In response to hyperinflation during the early 1 sass, Brazilian President Collar’s administration placed restrictions on access to liquidity. As a result, a severe recession ensued during which many companies in Brazil were forced to file bankruptcy.
Seems survived by drastically cutting costs. Over the years, the company has modernized by expanding its range and investing in other genuineness, moving heavily into the services area always in association and partnership with world leaders, so seems has to consider particular political and legal environment of particular country (Seems, 2005). Strategic Direction and Organization Development Transformational Flux Step-change Incremental Liquidation ( seems) Continuum Now seems is appearing in step-change stage, it is used following strategy for growth and change.
In 2005, Pitney Bowes Seems is a joint venture between Pitney Bowes Inc. And the Seems Group. With the aim of offer its products, solutions and services directly to the Brazilian market, the joint venture is expansible for creating a leading company in integrated solutions to automate correspondence processes and information management using cutting-edge technology (Seems, 2005). The Seems Capital Goods signed a partnership with the Dutch GYM-Gouda to offer new machines for the chemical and food industries. The contract between Seems Capital Goods is the first international expansion partnership executed by GYM-Gouda.
It is anticipated partial manufacturing and assembling by Seems, under GYM-Goad’s supervision. The aim of the partnership is to offer to the market local technical assistance ND more attractive prices, preserving the recognized technology and quality from Gouda (Seems, 2005). The Seems Group, jointly with Tarpon Investments, developed and coordinated the project of the formation of the company which has the goal to become one of the major global ethanol producers – and sought partnerships to its implementation and consolidation (Seems, 2005).
In accordance with above information seems need subsequent leadership requirement, which is explain with the help of ‘The Shamrock Organization’ Core of qualified professional technicians and managers: – Seems has international partnerships with the owners of innovative technologies, such as Philadelphia Mixers, Littler Day and Sulfur, so seems need technology specialist kind of people. Seems has participative environment where they need co-operative and motivated people. They need people who have unique skills and innovative ides because seems is going to change their strategy.
For this purpose they need unique idea. They are going to change their strategy, for that they need leader who have negotiation ability. Contracted specialists: Seems also need contracted specialist for research and development, computing, ND analysis of audit, budget and environment. Flexible labor force:- They do not need flexible labor because the culture of seems is participative and they give Importance to people not to work. Answer: -4 Organization Development of Seems Humanistic Values: – Seems has participative culture. It is a people oriented company. All employee of seems decide their salary by own.
All subordinates can take part in decision-making process. Systems Orientation: – Seems has solid international partnerships with the owners of innovative technologies, such as Philadelphia Mixers, Littler Day and Sulfur, global leaders in evildoing, concepts and supply of mixing in processing systems and equipment for industrial refrigeration, commercial refrigeration and air conditioning. Experiential Learning: Seems employees have implemented job rotation, which ensures team members understand and can perform all tasks within their team so that production is not affected under any circumstance (Seemlier 1994).
Seemlier encouraged managers to rotate jobs every two to five years. Change Agent: – The Seems Capital Goods signed a partnership with the Dutch GYM-Gouda to offer new machines for the chemical and food industries. Balanced Scorecard of Seems The Learning & Growth Perspective Seems employees have implemented job rotation, which ensures team members understand and can perform all tasks within their team so that production is not affected under any circumstance (Seemlier 1994).
Seemlier encouraged managers to rotate jobs every two to five years. Seems made all of its financial data available to all employees. In fact, Seems developed a course to train employees in the interpretation of balance sheets and statements of cash flow. The Business Process Perspective The Seems Capital Goods signed a partnership with the Dutch GYM-Gouda to offer new machines for the chemical and food industries. The contract between Seems Capital Goods is the first international expansion partnership executed by GYM-Gouda.