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

Organizational theories have a criticalrole to play in management. Different theories and concepts can be used toexplore and understand the process of decision making and approach tomanagement used by different leaders in an organization. This discussionexamines the role organizational theories and concepts in decision making andproblem-solving in a chosen case scenarioGeraldine:The Modern Structural Organizational Theory is the most appropriate forexploring and describing Geraldine’s leadership styles. According to thetheory, organizational efficiency is the essence of organizational operationrationality (?nday, 2016). Therefore, the goalof an organization is to increase wealth production with regards to goods andservices. All through the case scenario, Geraldine is depicted as a leader witha strong focus on increased productivity of the company.

Despite the fact thatemployees could have ideas, Geraldine always had the final say. The fact that Geraldineis controlled in defining goals, setting tasks, objectives, targets andcoordination show she likes productivity. All these qualities are aligned withthe Modern Structural Organizational Theory.Melanie:Theory that best fits the leadership style of Melanie is the Human ResourceTheory. According to the theory, proper employee management is critical inpromoting better work.

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As such, organizations that focus on the theory advocatefor better human relations. People in Melanie’s team always work along togetherdemonstrating 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 ideasand opinions of other employees. She also believes in getting employees fromother departments of the organization. In most occasions, Melanie has alwaysinsisted on the value of creating good relationships with people.

Thesequalities are well aligned with the principles of the Human Resource theorywhich has a sharp focus on developing and maintaining good relationshipsbetween employees and the organizations as well as with customers (?zgü, 2016).Valerie:The classical organization theoryschool best fits the management and leadership styles of Valerie. Evolvingduring the first portions of the 20th century, the theory was basedon four principles including the use of scientific method to perform tasks,development, training, and selection of employees for each task, closesupervision and management control. A closer look at Valerie’s leadershipstyles reveals she is very controlling. She likes to give orders and be incontrol. The case with Joe reveals the fact that Valerie believes inspecialization among employees.

Each employee should perform a task they aregood at. The classical organization theory was later views are rigid andauthoritative with a core focus on organizational structure and economicrewards (Ferdous, 2016).Geraldine:The theorists that best describe Geraldine’s leadership styles are Tom Burnsand Stalker. From case scenario, it is clear that Geraldine is very controlledespecially when it comes to decision making, setting goals and tasks.

She isalso good at dividing work among the different departments. A majorcharacteristic of Geraldine that can be explained by the contingency theory suggestedby Tom Burns and Stalker is the fact that she makes decisions depending on thecircumstances at hand and the context upon which the decision would operate.According to contingency theory populated by these two authors, the role of amanager is to identify a task or make a decision based on the circumstances atthe time (Vande Ven, Ganco, & Hinings, 2013).

In the case study,Geraldine is often cited telling young employees to always look for thesimplest solutions to problems based on the circumstance. Such believessupported by the ideas of Tom Burns and Stalker.Melanie-Fritz Roethlisberger is the theorist whose ideas best describe Melanie’sleadership qualities. The theorist’s comprehensive findings of the HawthorneStudies which concluded that employee productivity would increase if theybelieved the company management was concerned about their welfare and leaderspaid special attention to these employees (Wickström & Bendix, 2000).

Informal work groups were also shown to have positive impacts on employeeproductivity. The perceptions are aligned to Melanie’s believes. In case, thereis evidence that she can successfully manage functional teams. Melanie alsoinsists on there being a good relationship between the organization andemployees as well as customers. Melanie’s ideas are similar to what isjustified in the Human Resource theory.

Valerie: Henri Fayol is the theorist whose ideas bestfit the leadership styles of Valerie. According to Fayol, management was askill that could be taught particularly if the underlying principles areunderstood. Some of Fayol’s 14 Principles of management (Rodrigues, 2001), can be seen in Valerie’s leadership styles particular the issue withJoe.

i.              Division of labor: as more people in an organization specialize,efficiency can be increased. When asked about the final responsibility fordecision-making, Valerie believes everyone should have their specialty ii.             Authority: To get things done in a company, managers mustgive orders. As such, managers must have personal authority. Valerie believesthat she is the one to give orders and the other employees must just followthese ordersiii.

           Discipline: it is the role of managers to instill disciplinein the organization. In the case, Valerie says, “My order and discipline areimportant in a team.” This shows that extent to which she likes to havepower and control     The R&D department main focuses ondeveloping new products that will meet the changing customer needs. Therefore, theleader of such a department has to be someone who is creative and has an eyefor the adoption of new technological advancements. In the case scenario, it isclear that Melanie holds such qualities. For many years working in the firm,she has been advocating for technological changes to update the company andmeet 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 forideas. 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 mergehuman capital and organizational changes in a manner that will lead toprogressive development. It has been shown in the case scenario that Melaniehas a sharp focus on maintaining employee relationships with the companycoupled with advocating for the adoption of technological changes to adapt tothe shifting business environment. In today’s world, Melanie would be fit theposition of leading the R team.

Not only will she develop betterrelationships between employees and the company but she will promote adoptionof new technologies that will use employee creativity to ensure the success ofthe company.