The role of communication in conflict: A case study at pt. Liek motor

This study focuses on the role of communication in mediating conflict in organizations. Data were obtained by observing and documenting a case on organization conflict that occurred at PT. Liek Motor Indrapura Surabaya. This study is a descriptive qualitative study using Blake & Mouton's theory of conflict management and Thomas & Kilmann's managerial grid theory to understand conflict and its solutions in the organization. The results of the study find that communication serves as the best approach in resolving and mediating conflicts in organizations. Through communication, conflicted parties determine the best solution to mediate their interests. Thus, this study proves that communication can function as the best media in conflict management because it is not only able to mediate and resolve the conflicts but also able to prevent other conflicts occur in the organization.

Leadership Style Determination according to Robert Blake and Jane Mouton’s Managerial Grid

The organizational development assume the unconditional support of the leadership. Over time, the researchers have developed four major behavioural theories of leadership: the trait theory, behavioural theory of leadership, situational leadership theory and integrative leadership theory. These focus on the work of leaders, what they do, what they say and what they communicate across organizational boundaries. Over time, these theories have been adapted, developed and improved according to the main objectives of the organization and each leader. The researchers in the field were those who tried to find and identify the best style of leadership, regardless of the situation they might encounter in the course of their activities. Robert Blake and Jane Mouton are among those who built the management grid. They have published more than forty articles and books that describe their theory. This management network helps to think about a manager’s leadership style and its effects on the productivity and motivation of his team. The position of a leader can be anywhere in the network, depending on the relative importance gives to the people and to the results. On the one hand, this paper analyzes the organizational development from the perspective of management, and on the other hand, after presenting the necessary explanations related to the theoretical part of the grid exemplified above, a concrete example of this grid with application in a private organization will be presented. So, the study pursued the managerial grid application and analysis on a general manager in a certified vocational training entity (AS Financial Markets Sibiu), whose managerial style could be established after a test in which he answered at 20 questions.

Theorising an organisational citizenship behaviour model for managerial decision-making: from history to contemporary application

Purpose This study aims to expand the theory of organisational citizenship behaviour (OCB) to include “exterior” behaviours. By advancing the work of Blake and Mouton (1964) and remapping the performance/OCB dimensions offered in the historical literature, a new holistic model of organisational performance is proposed. As a further step, a decision-making tool is proposed for managerial decision-making and to help predict employee performance. Design/methodology/approach The paper adopts a critical review and conceptual approach to explore historical OCB theories and task performance (TP) taxonomies. It then used Blake and Mouton’s managerial grid to construct a contemporary conceptual tool for managerial decision-making. Findings Despite the performance literature not lacking in quantity, a few of such research have led to a pragmatic managerial tool. The review reveals several confusions regarding the accurate classification of what actually constitutes OCB and what constitutes TP – this gap is filled by the introduction of the OCB model for managerial decision-making (OMMD). Research limitations/implications The current work expands our thinking on OCBs that can occur outside the organisation. These exterior behaviours can influence the organisation’s performance and must be managed just like any other performance metric. The OMMD, primarily based on OCB and TP, provides an initial framework for exploring different typologies of employees. Despite being based on several cogent performance literatures, the proposals have not been tested empirically. Practical implications Like the Blake and Mouton model, the new OMMD can be useful in estimating the proportions of employee OCBs and TP. Social implications Culture and social exchange theory can be seen as playing a role in separating TP from OCB. Originality/value This study extends the work of Bateman and Organ (1983) by suggesting that some work behaviours can occur outside the organisation. Besides, a decision-making proposal is offered based on the managerial grid framework (Blake and Mouton, 1964).

DETERMINATION OF MANAGEMENT STYLE IN ENTERPRISES CONSTRUCTION INDUSTRY

Introduction. Management style in many cases will determine the efficiency of the company staff. That is why studying the management styles that are characteristic of domestic business entities and, accordingly, adjusting them according to the objectives of the activity, is an important task in the field of personnel management of enterprises of any sphere. Accordingly, the purpose of the article is to investigate management styles at Kharkiv region construction companies based on the Blake-Mouton technique. Methods. Survey was conducted on the list of Blake-Mouton questions during the research, which used a point score, among management of construction enterprises of Kharkiv region, processing of survey and calculation of coordinates according to the managerial grid, determining the style of management. Results. As a result of evaluating management styles among small business entities in the Kharkiv region, based on the Blake-Mouton survey and positioning in the matrix (managerial grid), it has been found that commanding style with a greater production orientation is preferred. Discussion. Further research plans to increase the sample size and differentiate it by size of enterprise: small, medium, large to determine the impact of the entity's size on leadership style. Keywords: management, management style, Blake and Mouton leadership grid, enterprise.

HUBUNGAN MODEL GAYA KEPEMIMPINAN MENURUT KARYAWAN DENGAN TINGKAT KEPUASAN KERJA KARYAWAN DI RUMPIN SEED SOURCE AND NURSERY CENTER KABUPATEN BOGOR

Gaya kepemimpinan yang diterapkan di Rumpin Seed Source and Nursery Center (RSSNC) menurut Gaya Kepemimpinan Managerial Grid Robert R. Blake dan Jane S. Mouton adalah termasuk Gaya Kepemimpinan Middle-of-the-Road (produksi menengah dan manusia menengah) yaitu gaya kepemimpinan kompromi. Hal ini dapat dilihat dari hasil uji kuesioner yang menunjukkan jumlah skor 35.4 untuk gaya kepemimpinan berdasarkan struktur dan 25.3 untuk gaya kepemimpinan berdasarkan pertimbangan pada tabel lampiran hasil kuesioner gaya kepemimpinan.Kepuasan kerja karyawan Rumpin Seed Source and Nursery Center (RSSNC) termasuk ke dalam kategori cukup puas seperti yang ditunjukkan oleh hasil uji kuesioner dengan nilai ratarata dari jumlah skor kuesioner adalah 119. Hubungan antara gaya kepemimpinan dengan kepuasan kerja karyawan di Rumpin Seed Source and Nursery Center (RSSNC) adalah positif. Hal ini berdasarkan uji koefisien korelasi dengan menggunakan SPSS yang menunjukkan nilai r > 0 yaitu r = 0.049. Sedangkan untuk nilai Sig. (2-tailed) = 0.892 > 0.05, maka diputuskan untuk menerima H0 dan dapat disimpulkan bahwa antara variabel gaya kepemimpinan dengan variabel kepuasan kerja karyawan tidak memiliki hubungan yang nyata (signifikan). Kata Kunci : Model, Gaya Kepemimpinan, Kepuasan Kerja.

HUBUNGAN GAYA KEPEMIMPINAN TERHADAP KINERJA KARYAWAN DI KANTOR NOTARIS BSP ( BUDDY SETIA PERMANA. S.H., M.KN. ) DI SUKABUMI TAHUN 2013

Gaya kepemimpinan yang diterapkan di Kantor Notaris Buddy Setia Permana (BSP) menurut gaya kepemimpinan Managerial Grid Robert R. Blake dan Jane S. Mouton adalah termasuk Gaya kepemimpinan Team Leader (Produksi tinggi / Manusia Tinggi ) yaitu gaya kepemimpinan kerj asama. Hal ini dapat dili hat dari hasil uji kuesioner yang menunjukan hasil skor 41.4 untuk gaya kepemimpinan yang berdasarkan struktural dan 43 untuk gaya kepemimpinan yang berdasarkan pertimsbangan, untuk lebih jelas dapat di lihat pada tabel lampiran hasil kuesioner tentang gaya kepemimpinan. Kinerja karyawan Di kantor Notaris Buddy Setia Permana, S.H., M.Kn. (BSP) termasuk kedalam kategori cukup puas seperti yang terlihat pada hasil uji kuesioner dengan nilai rata – rata dari j umlah total skor kuesioner 86,69 = 87 ( pembulatan ).Hubungan antara gaya kepemimpinan dengan kinerj a karyawan di kantor Notaris Buddy Setia Permana, S.H., M.Kn. ( BSP). Adalah positif. Ini berdasarkan kepada hasil uji koefisien korelasi dengan menggunakan SPSS yang menunjukan nilai > 0 yaitu = 0.251. Sedangkan untuk Sig Two tailed = 0.347 > 0.05 maka di putuskan untuk menolak H0 dan dapat disimpulkan bahwa antara variabel gaya kepemi mpinan dengan variabel kinerj a karyawan memiliki hubungan yang nyata (signifikan).Kata Kunci : Gaya Kepemimpinan, Kinerja Karyawan.

Organizational Creativity Management: Discussion Elements

This article proposes to work with the theoretical concept of creativity management by promoting a reflection defined by encouraging work relationships that involve creative individuals and creative leadership in attitudes that foster a creative culture. This analysis considers creativity as a precursor of innovation and evaluates it as a universe capable of improving organizational competitiveness, since, creativity is understood as a social phenomenon. The discussion in this article addresses conditions and characteristics related to the individual, to leadership and culture. Creativity management is a component of a managerial grid focused on interfering in the internal and external contexts of an organization by reviewing deviant and divergent practices regarding the stimulation of creative processes. The development of creativity over time is illustrated by a concept called the spiral of creativity. In conclusion, analyzing creativity as something that is collectively produced and has manageable elements increases the ability to make decisions that foster creativity and allow it to be managed collectively.