Leadership within the context of the 21st century

Question

 

ASSIGNMENT: PROF TINA KOTZé
LEADERSHIP DEVELOPMENT

PART 2: LEADERSHIP WITHIN THE CONTEXT OF THE 21ST CENTURY ORGANISATION

Name of organization: _TWK Computer Services ______________________________

Type of industry/business and purpose of your organization:
Information_Technology____________________to_serve_the_rest_of_the_TWK_group_with_all_their_IT_needs

_________

1. Analyze and describe your organization's context in terms of the traditional and/or 21 century organization paradigms/models by following the next steps:

 

1.1 Would you classify your organization MAINLY as a traditional or 21st century organization, or is it still in a transition phase between traditional and 21st century organizational models?

I think we are still in a transitioning phase ___________________________________

1.2 Discuss your organization on the basis of the dimensions/characteristics provided in order to substantiate why you would place your organization within a specific model/paradigm. Use Table 1 for this purpose:

 

Table 1: Characteristics of my organization

 

 

Characteristics/Dimensions	Motivation: Give practical examples in order to explain how these characteristics manifest in you organization
Metaphor
Purpose
Structure (also attach an organogram)
Control
Planning
Environment
Management
Reward system
Competitive edge
Output
Organizational Culture
Status
Motivation
Requirements for success
Organization members

 

1. Analyze and evaluate your organization's culture and describe it in terms of the following:

1.1  the artifacts (including any rituals, symbols, stories and myths that may keep the culture alive)

1.2  official values and values-in-use

1.3  underlying assumptions

 

 

ARTEFACTS
Physical Layout and Symbols:
Dress code:	TWK Corporate wear
Corporate language/jargon:	Our language is English and Afrikaans
Way you address one another:
Rituals:	N/A
Stories/Myths:	N/A

In order to identify your organization's values and assumptions, conduct interviews with at least six people in your organization and ask them the following questions:

What do leaders/management attend to?

What do leaders/management get upset about?

What do they measure and control on a regular basis?

What do they reward?

What do they deliberately teach, model and coach

 

Analyze, categorize and integrate the results of the different interviews and use the data to describe your organization's culture in terms of values and underlying assumptions.

 

 

 

OFFICIAL/EXPOSED VALUES	VALUES-IN-USE (As deducted from interviews)
Vision Achieving sustainable growth together. Mission Statement Our mission is to deliver value-adding products and services to the agricultural and related industries and to the communities in which we operate.

 

 

Determine whether there are gaps between the official values and the values-in-use.

 

 

GAP BETWEEN OFFICIAL VALUES AND VALUES-IN-USE

 

 

UNDERLYING ASSUMPTIONS

3. Leadership:

 

3.1 In terms of the research and theories regarding different leadership styles and practices, what leadership practices/styles are most needed and most appropriate currently at different levels in your organization? Motivate your answer in the table below.

 

 

 

LEVEL OF LEADERSHIP	APPROPRIATE/NEEDED LEADERSHIP STYLE/PRACTICES AND MOTIVATION
TOP MANAGEMENT:
MIDDLE MANAGEMENT:
LOWER MANAGEMENT:

 

3.2 In terms of the research and theories regarding different leadership styles and practices, describe the current leadership behavior and practices of top, middle and lower management and indicate whether it is it in line with what is being required (as described in 3.1). Motivate your answer.

 

LEVEL OF LEADERSHIP	CURRENT LEADERSHIP STYLE/PRACTICES AND MOTIVATION
TOP MANAGEMENT:
MIDDLE MANAGEMENT:
LOWER MANAGEMENT:

 

3.3. Analyze your own transformational leadership behaviors and skills ON THE BASIS OF THE LPI - QUESTIONNAIRE FEEDBACK:

 

PLEASE ATTACH THE GRAPHS RELATING TO YOUR OWN AND OTHERS' PERCEPTIONS

 

Collate the feedback on the LPI (Others), and discuss the following:

 

3.3.1 Your strengths with regard to leadership behavior (the leadership practices you are most comfortable with - based on "Others'" perceptions)

 

 

STRENGTHS

 

3.3.2 Your weaknesses (developmental areas) with regard to the feedback received on your leadership practices

 

 

 

DEVELOPMENT AREAS

 

 

3.3.3      On the basis of the feedback you received, discuss practical ways in which you can develop or improve your leadership behavior within your current situation.

 

 

 

PROPOSED ACTIONS TO IMPROVE MY LEADERSHIP PRACTICES

 

4. In terms of your analysis in steps 1 to 3, indicate whether your organization's culture, structure and leadership, support your organization's strategy/vision. In the case of gaps between culture, leadership and strategy and/or structure and strategy, discuss possible reasons for this and make recommendations on how it can (or should) be changed.

 

 

 

STRATEGY/VISION OF ORGANISATION

Vision Achieving sustainable growth together. Mission Statement Our mission is to deliver value-adding products and services to the agricultural and related industries and to the communities in which we operate.

 

 

DIMENSION	DOES IT SUPPORT YOUR ORGANISATON'S STRATEGY/VISION? MOTIVATE YOU ANSWER
STRUCTURE:
ORGANISATION CULTURE:
LEADERSHIP: