Case analysis of organizational behavior needs to be answered urgently

1. What's the difference between their management philosophy and leadership style?

(1) Director Wang's new official took office with three fires, acted decisively, paid close attention to discipline, and dared to punish and manage. Strictly require employees to complete tasks with high quality, and implement on-site reward and punishment system. However, they lack care for employees, do not ask for their opinions, and punish many people at once regardless of the consequences. This kind of repressive centralized leadership, all policies are led by one person in charge, with little contact with subordinates, lack of two-way communication, emphasis on position power and neglect of personal power.

(2) Director Li, people-oriented, knows that "people, water is also. Water can carry a boat or overturn it. " Personally go to the grass-roots level to understand the difficulties and requirements of employees, solicit the opinions of workshop cadres and ordinary workers, discuss problems collectively with subordinates, hold office meetings of factory directors and workers' congresses, and put forward practical solutions and implementation guidelines. This kind of participatory democratic leadership, which is completely different from Director Li's management philosophy and leadership style, adopts an attitude of encouragement and help, fully enhances the cohesion of the organization and makes the organizational goals consistent with the personal goals of employees.

2. What is the difference between their guiding ideology, means and emphasis on motivation?

In terms of incentives:

(1) In order to improve the work efficiency of employees, Factory Director Wang worked hard on material incentives and used money to reward and punish employees.

(2) Based on the principle of incentive on demand, Director Li pays attention to the combination of material incentive and spiritual incentive, and puts forward the policy of "strictly managing smile", taking care of ordinary front-line employees in life, improving employee welfare, and effectively solving the difficulties encountered by employees in work and life.

3. What are the gains and losses of their leadership style?

(1) Director Wang, authoritarian leadership style. Lead yourself to make decisions. Although at the beginning of his tenure, he decisively and effectively rectified the lax labor discipline, so that employees overfulfilled their production and operation tasks, and made full use of the right of rewards and punishments to motivate employees, creating a positive working atmosphere in the early stage of the whole factory management. However, with the excessive implementation of rewards and punishments, leaders have no long-term awareness and have not taken measures such as two-way communication to alleviate the pressure on employees, which is bound to cause dissatisfaction among cadres and employees, causing serious losses in the form of "snowballing" over time and finally being dismissed.

(2) Director Li's leadership style of group decision-making. Leaders put down the leadership shelf, take the initiative to care for employees, combine strict management with emotional encouragement, boost morale, and hold competitions among employees on a regular basis, which greatly improves the labor enthusiasm of employees; The leading group holds workers' congresses from time to time, allowing employees to participate in decision-making, fully mobilizing the enthusiasm of employees and bringing good benefits. But at the same time, it is impossible to reach a consensus to solve the problem at once, and the decision-making time is relatively long, and there may be a situation of "continuous interruption" in the short term.

4. What inspiration did the above cases give you?

An enterprise, especially a large enterprise, has a large number of people and a large scale. There is a great need for a group of good leaders and a good leading group to manage. Leaders should have the qualities and abilities they should have, such as strong sense of responsibility, long-term vision, good communication skills and positive team consciousness. Of course, it cannot be said that Wang, the former factory director, was not a good leader. He has his decisive style, but he should not be placed in the position of factory director. The higher authorities may entrust him to serve as the service director or other appropriate positions. The factory director has the post requirements of the factory director, and cannot appoint a factory director who is not suitable for the post requirements because of time needs or personal relationships. Such an unpredictable appointment is a mistake made by the superior. When there is no suitable candidate for internal selection of leaders, external recruitment can be considered, which may take a short time to adapt, but the benefits are long-term.