CEO在领导组织中的作用|留学生作业代写
发布时间：2017-02-06 07:37
考虑下面的新闻简报，然后回答问题：CEO在领导一个组织中有什么作用？首席执行官是否负责聘用员工/员工，并凝聚组织文化？在文章的主题，对以上提出的问题和支持的理论和实证证据论点。
首席执行官以不同的方式领导组织。一些重要的方法领导组织和参与的员工-以身作则；商业智能的领先；情绪智力与领导；领导的激励；领导的启示。在一些案件中，首席执行官，成功地领导组织利用“魅力”。
A CEO leads an organization in different ways. Some of the important methods of leading the organization and engaging employees are - leading by example; leading with commercial intelligence; leading with emotional intelligence; leading by motivation; leading by inspiration[u3][u4]. In some of the cases CEOs successfully lead organization with the help of ‘charisma’[u5].
Many CEOs have proved themselves by leading employees to follow in the right direction by giving right examples themselves[u6]. Company executives and employees imitate those examples shown by CEOs and steer companies to successes. For example, in many advertising companies, consulting organization which requires ‘bottoms up’ approach to strategic management, need such methods of leading[u7]. In these cases, CEOs demonstrate certain unique skills each employee should imbibe by examples of the CEOs. Some of the CEOs lead organizations through a higher level of ‘commercial intelligence’ which makes it easy for employees to work effectively and get involved. Many companies in sectors like construction, engineering, IT need such methods of leadership. In other companies CEOs have been very effective leaders through excellent use of ‘emotional intelligence’. In such companies CEOs are able to create strong connect with executives, employees and associates who perform better than the industry norms and move the companies to great successes. Such leadership methods have been commonly found in companies belonging to such sectors as coal mining, agro based manufacturing, handicrafts manufacturing among others[u8]. In such companies many semi-skilled workers are motivated and engaged through emotional connect with their leaders.
In some of the cases CEOs have been very successful through ‘charismatic’ leadership. However these cases are not very common. Many CEOs who have spearheaded meteoric rise of their companies in the past, even as a result of external enabling environment, sometimes are able to demonstrate charismatic leadership which goes well with the success stories of such companies. This kind of leaderships can exist in any type of industrial sectors. On the other side, certain CEOs are very good motivators which is the result of their personal skills. By constantly motivating their employees they are able to achieve successful results. Again such methods can be effective in any kind of industries. There have been various other methods of leading organizations and engaging employees used by successful CEOs in different countries of the world[u9].
In fact it is also argued by some of the research studies that several CEO’s methods of leading a company may also vary according to culture of the country of operations of the company. It is further argued that receptiveness of a particular method of leading an organization could be the result of specific culture of the country where employees are motivated to work in certain kind leadership styles adopted by their CEO. For example in case of India it has been argued that a leadership style of being ‘parental taskmaster’ works best in most of the business sectors in that country. It can be easily inferred that no single method of leading could be a guarantee for success in different kinds of cultural and business environments. Some modern ways of leading to success has been found in global companieswherein CEOs have improved performance through infusing cultural diversity. Many multinational firms have found that multinational and multi-culture international teams in international projects perform better than mono-culture teams. One important role of CEOs in such culturally diverse companies becomes that of effectively managing such diversity.
In spite of a multitude of methods of leading companies successfully, successful CEOs develop their own innovative ways of leading organizations. Many of them have been successful in their own ways of leading and contributing to employee engagement.
CEO’s Role in Engagement of Staff/Associatesand Development ofPositive Organizational Culture- Theoretical and Empirical Evidence
Employee engagement is a phenomenon in most cases, articulately created by CEOs in their organizations, to develop a positive relationship between the employee and the organization. An engaged employee is someone who is fully devoted, absorbed in the organization and have certain level of enthusiasm to work for enhancing the reputation and success of its employer.
CEO’s role in engagement of staff/associates and developing a positive organization culture, assumes a significant meaning to all the stakeholders of the organization. Staff, associates, external stakeholders look at the approach of CEO to steer the company to success. Company success can translate into individual success of each staff/associate. So if a CEO can demonstrate that his approach is in the right direction and company is moving towards excellent results, the employees/associates tend to respond and engage to the leadership style of CEO and thereby amplifying the positive outcomes of such efforts. At the same time, if the CEO’s approach is right and each employee/associate is effectively engaged, a positive organizational culture is emerged which takes care of short term glitches of employee engagement and ensures that medium and long term goals and objectives are achieved. In the following paragraphs the phenomenon is debated through theoretical and empirical evidences.
a.Supporting evidence
Several theoretical studies have concluded that employee engagement can be generated by their CEOs by improving employee involvement, commitment and productivity. Konard in his 2006 study found that in manufacturing plants, workers who were highly involved through several methods used by their CEOs, showed more positive attitude to work and for the success of their manufacturing units. They also showed positive signs of intrinsic enjoyment in their jobs, trust in their leadership, better organizational commitment. Several other studies have linked employee’s ‘voice and empowerment’ with ‘productivity’ (Wilkinson, Adrien, et al., 2004).
Some studies have indicated that CEOs of companies can generate greater level of employee/associates engagement through such things as improvement of perception to job importance (Crim, Dan, et al., 2006), Clarity of expectations from job ("Engage Employees and Boost Performance". Hay Group., 2002), showing career advancement and opportunities (Hulme, Virginia A., 2006), feedback and communication with superiors, quality of working relationships (Ryan, Richard M., et al., 2000), better understanding of the ethos and values of the organization ("Engage Employees and Boost Performance", Hay Group., 2002) and finally effective internal communication. According to certain ‘engagement theories’, CEOs will do better to create environment in their companies, where employees have their free choice and intrinsic desire to work for the betterment of the organization (Hellevig, Jon, 2012). Certain studies have also shown that employee surveys and feedback can be very effective especially in large organizations to find ways of employee / associates engagement.
In 1980s and early 1990s Continental Airlines was ranked lowest in each category of airline performance. The company went through 10 CEOs in a decade, and made heavy losses. The situation looked hopeless, whenGordon Bethunetook over as CEO in 1994. But he intelligently noticed that the source of the problem was ‘a completelack of employee engagement’.The employees were even embarrassed to work at Continental. There was no pride and work pleasure. It led to slow turnarounds at airports, lack of cleanliness of the planes, delays and totalcustomer dissatisfaction. The result was a completely unprofitable airline. Bethune adopted the most basic forms of employee engagement. He infused pride among employees, and demonstrated that the cleanliness of the planes wasn’t just important for the customer, but for the staff themselves. He started giving them bonuses every month the business made a profit.He could often be found loading luggage with ground staff or getting feedback directly from cabin crew. The year he took over as CEO, the company made a clean profit of $250 m. The company topped all the rankings and the stock price rose drastically. The company was soon voted ‘best place to work’ for 6 consecutive years. In the last year (2004) of Bethune, Fortune magazine voted Continental AirlinesNo. 1 Most Admired Global Airline.
Some studies have suggested 10 Cs of employee engagement by CEOs as – Connect, Career, Clarity, Convey, Congratulate, Contribute, Control, Collaborate, Credibility and Confidence.
b.Contrary Perspectives
In all truthfulness, role of CEOs, in employee and associates engagement is nothing new, even if the terminology has only been recently entered common parlance of C-suites. Most successful CEOs have been surveying their staff for decades. And they are doing it lot. Yet it is only in the past 10 to 15 years that those surveys have begun to look at what really motivates and engages people. Certain studies caution CEOs not to give too much emphasis on such voluminous surveys data. These studies have found that a too much focus on survey administration involving several feedbacks but without supported by actions by CEOs, negatively impacts CEO’s efforts for employee engagements (Blessing, White, 2010). According to Roger Philby, CEO of management consultancy Chemistry, Engagement is being made into an industry by people who want to sell these as ‘things’ to companies.
Some other studies have focused on better understanding of interactions between variables such as ‘quality of working relationships’ and ‘organizational values’ and their links to important ‘work outcomes’ (Harter, James K., et al., 2003). Such outcomes sometimes can result into complete isolation of employees from the organizations.
There are several ethical issues also, which relate to the phenomenon of cultivation of employee’s / associate’s attitude towards organizational goals, importance given to job and others. CEOs may need to be aware of such issues in order to strike a ‘tradeoff’ in such engagement efforts and ethical limits (Tourish, D., et al., 2002). Practitioners generally acknowledge ‘a one way programming of employee’s attitude and behavior’ may be morally and politically incorrect. According to certain ‘commitment theories’ wherein certain CEOs adopts methods to create conditions which compel employees to work for the organizations have also been questioned on ethical grounds.
According to certain studies, in spite of knowledge of several employee engagement efforts as enumerated above, ‘employee engagement index’ in US and UK has deteriorated significantly in last five years. Therefore there is a lot of scope of further research in the dynamics of employee / associates engagement by CEOs and to find the latent variables and gaps.
In certain studies it has been argued that the specific role of CEO is create a positive system of employee engagement and not directly involve with the employees. Ideally that direct contact is to be established by the immediate supervisors of the employees. However according to Philby, engagement is not an HR issue but is an important matter for the C-suites. "Time and again, when we see low engagement scores it's about leadership and management," he says. "The answer lies with leaders looking in the mirror."
Conclusion 结论
Notwithstanding the criticism of the role of CEOs in employees / associates engagement, there is no doubt that in present times, employee engagement is the area of hottest discussion and analysis in C-suites. For switched-on CEOs, who are happy to accept that part of their role which may also be called as ‘chief engagement officer’, it is clear that an engaged workforce is a key factor in achieving business goals. If engaged employees deliver for the company, then paying more attention to ‘engagement work’ is time well spent, even for the busiest CEOs. It is also clear there is no ‘all problems – one solution’ when it comes to engaging staff and associates. CEOs will do well to find their own mantra to involve staff so that they are committed to their organizations and deliver highest level of productivity.
，
本文编号：240304
本文链接：https://www.wllwen.com/wenshubaike/caipu/240304.html
