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8/3/2019 Roles That Managers and Leaders Play in Creating A
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Roles That Managers and Leaders Play in
Creating and Maintaining a Healthy
Organizational CultureWith the emergence of a 'second generation of market orientation', the topic has become arich field for researchers to cultivate. Though marketing scholars have turned their
attention to the critical role top leaders play in shaping and creating a market oriented
organization, no research to date has considered the impact of leaders' personal values in
the process of engendering a market orientation. We argue that personal values, the primary driver of motivation, fundamentally determine human behavior. The objective of
this study is to fill the gap in the current literature by systematically exploring the
relationship between the two constructs. In this paper, a series of propositions is derived
which suggests that leaders with different sets of personal values tend to emphasizedifferent dynamics of market orientation. Consequently, we postulate that personal values
play an invisible yet powerful role in impeding or facilitating the development of amarket orientation. This research leads to an important implication for managers: a more
balanced market-orientated approach can be achieved if managers become more aware of
the personal values they possess. Keywords: Personal values; market orientation;
business performance
Managers and leaders create and learn how the importance of law of cash and decision
making in organization. Managers and leaders identify the relationship between them andtheir employees; they also play an important role in value of the efforts of their
employees. Managers and leaders use the information elements to support the decisionmaking made by their employees so as to improve the safety and healthy workingconditions in the company.
They also ensure that resources are applied to those activities that return the great benefitand provide the highest value to the customers. Managers and leaders participate on cost
of products which the organization produces to give an understandable price to its
products. Such products, the manager and leaders must witness the processing and the
activities such as labor, materials are accumulated to become unity to help healthyworking conditions. In order for managers and leaders to achieve a successful
organization, he/she should follow the following objectives; lead, change, create a shared
need, shape a vision, mobilize a commitment, monitor progress and change systems andstructures. Managers engage with employees to pursuit of joint goals of an organization
as leaders give a specific action in a relationship of a mutual stimulation and elevation
that raises the level of employee conduct. Managers must transform a mechanism that promotes a two way communication and the exchange of information and ideas. Leaders
and managers must establish and make a commitment with fellow employees on an
ongoing basis that leaders play the major role in maintaining and nurturing their
relationship with employees by giving them their wants, needs and other motivations to
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create and maintain a healthy organizational culture.
Managers in organization change some needs as to achieve a higher level of employee performance, this changes are the management practices, safety culture of organization,
workforce deployment and work design. Managers must make sure that workers
implement the act of the organization so as to the productivity performance creates ahealthy working condition. Managers are there to supervise the workers to achieve the
organizational goals.
Functions of management that supports the creation and maintenance of a healthy
organizational culture.
PlanningThe management has to plan the core assets which are available for the product
development, sales and marketing of the product. Management has the responsibility to
plan on how to fulfill its productivity goals, key development scenarios, plan a strategic
formulator to the workers, and give a development of production method and assessingthe percentage income of the organization.
Budgeting
Managers and leaders should show annual budgeting of an organization so as to enhance
development. Budget has to show the targets of an organization because the organization
should have its own goals to achieve.
Evaluating
A management which has great leadership and efficient functions gives motivation to itssurrounding. Workers are willing to follow different leadership styles. For example they
can get good ideas from observing successful companies because of its management and
they way leaders do or perform their functions. A leader must involve the team membersso as to develop and inspire the workers to work hard so as to achieve the targeted goal.
FacilitatingIn an organization it needs to have an energizing relationship both between the leaders
and the workers. The organization has to facilitate good working environment to its
workers so as to motivate and increase the effort of labor to the workers. Leaders should
develop trust by working the talk, doing what they preach. Implementation of theorganizational policy has to be focused in daily activities so as that the organization can
achieve its goals. Workers share responsibilities with their supervisors for understanding
and participating in formal development of the organization. (Mannas, 2006).
About The Author:
Robert Smith was born in New York in 1956. He has spent more than 12 years working asa professor at New York University. He is always fond of helping students with academic
writing. Now he spends most of his time with his family and shares his experience where
you can find instructions about writing a speech and writing a review.
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The Role of Leaders in Internal Marketing
Authors: Jan Wieseke, Michael Ahearne, Son K. Lam, & Rolf van Dick
Executive summary
Internal marketing—that is, the application of the marketing concept to the internalmarket, in which “jobs” are the products to be marketed to employees—can overhaul the
face of a company. Several anecdotal accounts and meager empirical research underscore
the importance of internal marketing in enhancing employee understanding of corporatevalues, employee retention, customer satisfaction, and loyalty. Despite its intuitive
appeal, internal marketing appears to be losing steam among practitioners and academia.
The waning interests lead to the question, Is employee job satisfaction, the focal starting
point of internal marketing, sufficient?
Adopting a social identity theory perspective, the authors propose that internal marketing
is fundamentally a process in which leaders instill into followers a sense of oneness with
the organization, formally known as “organizational identification” (OI). The authors testthis OI-transfer research model in two studies using data collected from regional
directors, business unit managers, and customer-contact employees in a large U.S. pharmaceutical company and approximately 400 German travel agencies. The results
show that the OI transfer takes place in the relationships between business unit managers
and salespeople and between regional directors and business unit managers, but not
directly from regional directors to salespeople. Customer-contact employees who identifystrongly with the organization achieve higher levels of sales performance, and both
employees’ and sales managers’ OI are positively related to their business units’ financial
performance. However, job satisfaction is not related to business unit performance.
Among many important managerial implications, the studies show that the OI-transfer
process holds even in geographically dispersed working conditions, a phenomenon that is prevalent across several industries, especially in the era of globalization. The crucial link
between highly autonomous and geographically dispersed salespeople and the
organization, as well as its top management, is sales managers. The cascading effects of OI transfer underscore the critical but often neglected role of middle managers (e.g., sales
managers) in internal marketing. Ignoring these middle managers in internal marketing is
synonymous with breaking the cascading flow of OI transfer. Building OI among these
middle-level managers should pay off twice—first, by the leader’s direct influence on the business unit performance and, second, by igniting the multiplier effect among leader–
follower dyads. In terms of implications for leadership, the studies show that charismatic
leadership does not necessarily exert a positive impact on followers when charismaticleaders do not perceive themselves and the organization as one.
Furthermore, although it is generally believed that high OI is beneficial, the studies showthat high-OI leaders with low charisma actually impair followers’ OI. These detrimental
effects are particularly visible for followers who work under these leaders for a longer
time. Given the substantial performance implications of OI, firms that engage in internal
marketing activities should be aware of the possible liabilities of the interaction between
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charismatic leadership and leaders’ OI over time. In summary, this research provides
strong empirical evidence for the role of leaders, especially middle managers, in building
followers’ OI that lays the foundation for internal marketing.
References
Journal of Marketing, Volume 73, Number 2, March 2009