Kiwi Cleaning Services

Kiwi Cleaning Services



Table of Contents

INTRODUCTION3

QUESTION 13

The Problems in KCS3

Power3

Politics5

Lack of Leadership7

Communication8

Conflict9

QUESTION 211

Solution11

Power and Politics11

Communication12

Conflict13

QUESTION 314

Recommendations14

REFERENCES16

Kiwi Cleaning Services

Introduction

Organisations play an increasingly important role in a modern industrialised society. Organisational Behaviour (OB for short) is a field of study, which is of interest to both practitioners, and researches of management. This report analyses the case of Kiwi Cleaning Services. It identifies the problems in the case of KCS. These include power and politics, leadership (or lack of it), communication, conflict, and decision-making. It furthers forms Organizational Behavior concepts and theories based on these problems . In the end it gives recommendation on appropriate theoretical knowledge, including organization structure and design, organizational culture and change, leadership, management and HRM.

Question 1

The Problems in KCS

Power

In this case of KCS, Margret is definitely using her power of seniority and because of her administration. Margaret is the one who keeps things operating efficiently, as the cleaners are constantly dropping in and out of the office between jobs and have a pretty hectic schedule. In fact, Stewart and John really have no idea about the administration side of the business; they leave it up to Margaret. Margaret thus have power in the KCS. Power is attractive because it confers the ability to influence decisions, about who gets what resources, what goals are pursued, what philosophy the organization adopts, what actions are taken, who succeeds and who fails. Power also gives a sense of control over outcomes, and may in fact convey such enhanced control. Particularly as decision issues become more complex and outcomes become more uncertain, power becomes more attractive as a tool for reducing uncertainty. Power and the ability to use it are essential to effective leadership. Strategic leaders who are uncomfortable with either the presence of great power in others or its use by themselves are probably going to fail their organizations at some point. The critical issue is why the leader seeks power and how it is used. Some see power as a tool to enhance their ability to facilitate the work of their organizations and groups. Others value power for its own sake, and exercise power for the personal satisfaction it brings. There can be good and bad in both cases. However, the leader who uses power in the service of his/her organization is using power in the most constructive sense(Siehl Martin 1990 pp. 241-281). The leader who seeks power for its own sake and for personal satisfaction is at a level of personal maturity that will compromise his/her ethical position, risk his/her organization's effectiveness, and perhaps even jeopardize the long-term viability of the organization(Jacobs 1996).

Power competition exists at two levels. Individuals compete for power within agencies and organizations; agencies and organizations compete for power within the broader governmental context(Sewell Wilkinson 1992). The mechanics of power competition are much the same. In both cases, power accrues when an individual or an organization achieves control of a scarce commodity that others need. And in both cases, the operations are essentially ...