Part I: Workplace Effectiveness Options
One of the primary goals of any organization is to accomplish succeed and accomplish its short and long-term objectives. However, for this to happen there should be a good management structure which is concerned about the conditions of the workplace. An ideal workplace should where the management takes the necessary measures to care for the welfare of the employees, clients, shareholders, and all the other stakeholders. This is what is called workplace effectiveness. In an effective workplace, the management cares about the welfare of employees and tries to create a favorable and accommodative environment for all of them regardless of their diversities.
I support the argument that an effective place should be an accommodative place in which the employees do not merely survive, but get an ample opportunity to excel and prosper. However, to achieve this, the management should take some measures. First and foremost, all the workers should be recognized and given a chance to participate in the major decision-making processes. If an organization has a policy of recognition, it can motivate the employees and inspire them to work hard because they are a recognized component of the entire system (Chhokar, Brodbeck and House 28). The other option which can play a significant role in creating an effective workplace is the creation of a culture of openness and trust. Communication is a key component of any organization. Therefore, if there is a need to create harmony and realign all the activities, there should be an efficient communication system. It can help in sharing ideas, communicating policies, and resolving any conflicts which might arise in the course of duty.
Last, but not least, the management should consider creating a room for career growth. Meaning, all the workers should be given a chance to advance their studies and get a promotion to higher ranks based on their training and experiences. If this is fairly done, all the workers can feel content and satisfied with the level of management within the organization.
Part II: Journal
Leadership is one of the most important aspects of organizational management strategies which must always be taken with lots of caution. A leader is not born but made. Meaning, anyone who is entrusted with a leadership position should acquire and nurture certain competencies such as critical listening, trust, communication, industry, courtesy, firmness, and flexibility. These are some of the core attributes which define a capable leader. There are so many theories which explain much about leadership. However, if I were to choose between the LMX and path-goal theories, I would opt for the latter.
Path-goal is a theory which was developed in 1971 by House Robert. According to this theory, the theory, the behaviors which a leader displays have a direct influence on the performance, motivation, and satisfaction of the employees (those who work under him). From his research, Robert established that the leadership styles and behaviors portrayed by a leader could help in accomplishing the goals of an organization. The because the better they are, the higher the chances of creating a favorable working environment which motivates and boosts the employees’ morale and inspire them to deliver their best services for the sake of accomplishing the organizational goals.
However, to achieve all these, the leader should be supportive. Meaning, he should care about the interests of the workers and provide them with the necessary assistance whenever they need it. The support should not be restricted to a few, but a wide range of personal needs which the employee might be interested in meeting. Apart from catering for the well-being of the workers, a good leader should always be ready to offer an achievement-oriented leadership that seeks to set high standards and strives to achieve them no matter how challenging it might (Chhokar, Brodbeck and House 28). These are the reasons why I prefer House’s theory to LMX. It is more comprehensive, directional, and prosperity-oriented.
