Leadership and Management in the Workplace Presenting Motivational Strategy

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The submission format is in the form of a case study report. The report should be written in a concise style. You are required to make use of headings, paragraphs, and sub- sections as appropriate. All work must be supported with research and referenced using the Harvard referencing system (or an alternative system). You will need to provide a bibliography using the Harvard referencing system (or an alternative system). Inaccurate use of referencing may lead to issues of plagiarism if not applied correctly. The recommended word limit is 3,000–3,500 words, although you will not be penalized for going under or exceeding the total word limit.


LO1 Examine leadership and management theories and principles, and their impact on the effectiveness of an organisation.

LO2 Review the influence of different leadership and management styles on the culture of organisations

Effective written communication.

• The ability to analyse and evaluate a range of business data and sources of information.

• Using research for evidence-based decision making.

• Digital literacy.

• Interpretation of information that allows for evaluation of theory to practice

Clarkson Ltd (CL) CL is a small regional chain of chemist shops with its headquarters in York Vale. CL was originally set up by James and Victoria Clarkson. Its shares are now owned by family and friends of Nick Cookson, the current Managing Director. Two other directors manage the company with Nick. Over an 18-month period CL expanded by taking over independent chemist shops in local towns and villages. CL now has 11 shops including the main shop in York Vale. As part of the expansion plans an online prescription ordering service was introduced. A prescription delivery service to customers’ homes or local shops was introduced at the same time. This service is run from CL’s headquarters in York Vale. The expansion through takeovers and the introduction of the online prescription ordering service resulted in restructuring changes within CL. These included:

• a reduction in the number of senior pharmacists and shop manager roles

• an increase in the number of pharmacists and delivery drivers

• the introduction of one senior pharmacist based in the York Vale shop

• the introduction of one deputy senior pharmacist based in the York Vale shop.

Each of the other 10 shops now has one pharmacist. The larger shops will also have a shop manager. In the smaller shops, the pharmacist will also act as the shop manager. Some shops have excellent staff performance and retention whilst some are struggling and low staff turnover. At the time of the restructuring, the directors of CL used the information from the previous two annual performance appraisals to help them decide which staff would be offered redeployment within the company and how to motivate staff. The restructuring was not popular with the employees. They felt that the reasons for the change, the need for the reorganisation of staff and the final staffing structure were badly communicated to them.

Nick Cookson and his two fellow directors thought that the letters sent to staff and the notices on the staff notice boards in each shop clearly communicated the reasons for the reorganisation and the new structure that was to be put in place. They considered a consultation period with all staff. The restructuring process caused a period of uncertainty among staff. The staff also experienced a loss of motivation and a loss of trust in Nick Cookson and his two fellow directors. There was an increase in voluntary staff turnover, including the loss of pharmacists. CL then had unexpected recruitment and selection costs

There were other additional costs, including:

• relocation costs for the senior pharmacist and deputy senior pharmacist

• training costs for pharmacists who also became shop managers

• training costs for delivery driver roles.

Several staff who retained their job roles had originally been employed in the shops before the takeover by CL. Some of these staff were not very flexible and were resistant to any change in their job role.

Recently Nick Cookson has refitted part of the York Vale shop as a section selling cards, gifts and glassware. This has proven to be a success and Nick now wants to introduce similar sections into each of the 10 other shops.

This development will impact on current job roles and will involve another restructuring. Nick is aware of the problems associated with his last restructuring. He has contracted your management consultancy to help with the planning of this change.

Role: You are working as a newly employed, Trainee Consultant. Part of your role is to research and write a report about roles and responsibilities leadership and management to all stakeholders. The report should also cover different styles of leadership and management approaches how they impact decisions making process. Design a motivation strategy, make recommendations and make a presentation showing how to improve performance management including qualitative and quantitative measures to ensure continuous improvement.

As a new trainee consultant, you are asked to research at least two different organisations and present a report exploring roles and responsibilities and different styles of leadership and management.

Undertake research activities to inform your report including:

a) Discuss the term ‘leadership’ and provide minimum two theories and their application.

b) Analyse their impact (positive and negative) on the effectiveness of an organisation.

c) Explore the term ‘management’ and provide minimum two theories and their application.

d) Analyse the effectiveness and the impact of the application of leadership and management theories in the organisation.

e) Assess and compare styles of leadership and management approaches in two different large organisations and how they impact decisions making process.

f) Examine and evaluate factors that influence the development of organisation culture and its impact on performance. Give examples from at least two different organisations.

g) Critically evaluate the impact of different leadership and management approaches.

Your report should consider the following:

1. definitions of leader and manager

2. analysis of various leadership theory examples and their impact on effectiveness and decision making

3. comparison of leadership and management activities in different organisations

4. the importance of culture and the role leaders and managers

5. Critical reflection on the impact of leadership and management.

Weblinks BBC Learning English. The Handy Guide to Management. Available at: https://www.bbc.co.uk/worldservice/learningenglish/work/handy/handy.shtml Businessballs. Likert’s Management Systems.

Available at: https://www.businessballs.com/organisational-culture/likerts-management-systems/ HN Global HN Global (2021) Reading Lists. Available at: https://hnglobal.highernationals.com/learningzone/reading-lists HN Global (2021) Student Resource Library. Available at: https://hnglobal.highernationals. com/subjects/resource-libraries HN Global (2021) Textbooks. Available at:

https://hnglobal.highernationals.com/textbooks Journal article: Alma Harris & Michelle Jones (2018) The dark side of leadership and management, School Leadership & Management, 38:5, 475-477, DOI: 10.1080/13632434.2018.1509276

https:// doi.org/10.1080/13632434.2018. M. Liphadzi, C.O. Aigbavboa, W.D. Thwala, A Theoretical Perspective on the Difference between Leadership and Management, Procedia Engineering, Volume 196, 2017, ISSN 1877- 7058,

https://www.sciencedirect.com/science/article/pii/S1877705817331004 NafiisaSobratee; Shamim Bodhanya; Leading in a global context: The balancing act between leadership and management, JBRMR , Volume 12 Issue 4, 04 Jul 2018


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