Fayol
The classic management structure of Fayol was known to be pyramidal, where directors could sit at the peak, whereas the bottom section would comprise the regular staff. His style of management depicts a central rank of supremacy in charge of varied operating segments. This critically implies that all members emanating from diverse sections usually report to the dominant superiority. Hence, the chief authority is accountable for the work quality produced from all the divisions. The identification of people for promotion in this management system was centered on seniority. Persons regularly lined up for job opportunities, responsibilities, and promotion in a specific order where the first person to arrive in the organization had the highest chances of getting a promotion. As time progresses, the chosen persons could move up the pyramid towards the peak.
Notably, Fayol’s style of management portrayed a classified type of leadership founded on hierarchy. Therefore, the top management decided on the tasks and responsibilities to be executed by the workforce. Fayol’s management style was divided into several task sections: coordination, commanding, organization, controlling and planning. There are two management skills, that is, controlling and commanding that are used in describing the hierarchical system. Ideally, his style of management was dictatorial (39). His style further depicted that a central system headed all the sections. This implies that coordination, commanding, planning, controlling, and organization was under one body. As a result, the central authority would be blamed in case something went wrong.
-Fayol’s management style fails to demonstrate where the motivation of employees emanated from. In actuality, it presumed that the subordinates needed to work according to the tyrannical system (38). According to the pyramidal model, it is evident that discipline was exceedingly treasured, and punishment would be imposed on any form of misconduct.
Modern
From a visual perspective, modern management systems practice Fayol’s style. Accordingly, directors habitually occupy the peak positions of high-ranked offices (pg38). Currently, within the organizational model of security departments, managers are usually on top of the system where their subordinates follow along with the other staff. In contemporary management style, the visual location of offices does not matter, (38). Besides, in contemporary management style, Kaizen’s model is applicable whenever workers are organized into a given cubicle. Ideally, members of the cell an accountable for the quality of work from their division. Also, members have regular meetings to discuss matters in the cells, make informed decisions, and give suggestions for the management (40).
In modern management, leadership styles have substituted Fayol’s style. Leadership is more effectual as it generates inspiration, motivation, and followership and convincing other people that the chosen goals are worthwhile and suitably demanding for their obligation. Furthermore, in modern management, the old team members are often retained to preserve skills and talents. Nevertheless, promotion is not founded on seniority than a person’s competence and other factors, including willingness and attitude of being promoted (39). Just like in Fayol’s style, the management has the mandate to decide how each job would be undertaken. Again, the contemporary management style, management devices effectual devices to achieving efficiency.
Mintzberg’s perception assumes that such aspects would unite as an “integrated whole” in the modern management style. This reflects the competencies of the manager interrelated with the set roles (12). (Mintzberg, 1983). In Tylor’s management, motivation was a significant concern. In this modern style of management, motivation for each worker was fiscal self-interest (39). Tylor encouraged bonuses for the employees who exceeded their set targets, and penalties were imposed for those who failed to adhere to the set rules. In modern management style, discipline is greatly emphasized, and punishment is imposed on any form of misconduct, including dismissal and demotion.
Workplace
However, in my workstation, the security manager’s office and subordinate are situated on the first and second floors, respectively. This does not imply that they possess more than the manager. Again, employees answer to their immediate supervisor, (39). They also adhere to the hierarchy of employment or the number of years of work experience during promotion periods. The supervisors are typically promoted to managerial positions, and the regular but long-serving employees are promoted to become supervisors. Moreover, each job ranks and departments such as CEO, supervisors, managers, and employees are allocated particular roles within the workplace. In case a mistake occurs in a given department or rank, the department’s head is accountable since he or she has must manage the department effectively. The conformism to the rules and regulations of the workplace is hugely demanded. As a result, a person who breaks the set rules such as drunkenness, fighting, absenteeism, and lateness, is subjected to punishment.
In my workstation, the same protocol is adhered to. In this style, the CEO is responsible for all general decisions and gives directives to all department managers to utilize the project strategies and decisions in their daily activities. Again, the managers must advise the supervisors on whatever is needed; then, supervisors guide the employees on how to actualize the proposed project appropriately. My workstation has a different approach to addressing promotions. Employees’ motivation emanates from the company’s CEO and the executive board, who regularly gives promotions, incentives, and performance rewards to employees, giving them motivation.
4.1b)
Case facts
Both George and CEO had deliberated over if there was a need to substitute the CCTV system cameras with some fancy IP bullet cameras they saw on other structures. George requested that his friend begin the proposed work after saying that he could start and complete the job when there was equipment. He did not consult anybody as he used the company’s finance to pay for the project. In actuality, George lacked a project plan, a budget and therefore decided to pay for the project without consulting anybody. He, too, informed his staff that they would be operating with a contemporary CCTV system. This was done surprisingly as nobody in the Department was cognizant of any policies for changing the outdated system. The substituted system was operating effectively according to the detailed original model criteria. Evidently, George lacked a strategy or supporter and so failed to seek approval from anybody. He left everything to Frank when he decided to take his annual leave. George even decided to manage both the procurement and installation solely. George decided to realize the work in the Security Department during the normal working routine.
Analysis
Any project needs a central sponsor who would provide the project’s direction and funding (19). The project needed to undergo various phases including;
Phase 1: Commonly known as the initiation and Feasibility stage where the need for the project is described, and the business case is then prepared, leading to a feasibility study aligned to several options (20). After selecting a solution, the initiation of the project starts.
Phase 2: This entails planning and development, that is developing and furthering the already started work in phase 1. This leads to the production of an intensive documented project plan that must integrate a procurement policy. A budget having detailed cost estimates is prepared. Every project needs a plan or a number of varied plans, including the payment plan, quality policy, communication plan, and contingency plan (20). George’s workforce must have been briefed first on the plan changes and consequently undergo training on how to handle the incoming CCTV system (32). Every project needs a specific type of management, and permission must be sought from the project sponsor in order to move into a comprehensive planning phase (22). The project manager must properly coordinate and monitor thoroughly to ensure the project adheres to the work breakdown system’s process until the end. As a security manager who was always busy, and he did not need to take intricate project management as projects are normally time-bound and would overrun unless a person’s attention and devotion is 100 percent.
4.1c)
My Budget for the coming year.
Turnover =30M dollars
New CEO Profits;
= 5% of 30M, (0.05 x 30M)
=$1.5M
Profits for security budget
=4% of 1.5M (0.04 X 1.5M)
=60,000 dollars.
Therefore, the budget for the coming year would be 60,000 dollars.
QN2.
For extra sales;
Operating profits for the business= 5 percent
Cost of security wages annually= 60,000 dollars.
Therefore,
Extra sales would be;
=5% of 60,000, (0.05 X 60,000)
= 3,000 dollars
Hence, extra sales that must be generated for the service would be;
=3,000 dollars
4.3a)
A particular team needs a reasonable relationship to make tasks effectual. This implies that a decent leadership would aid in bringing the ideal team practice (64). A team comprises of varied members performing varied roles. Therefore, team leaders need to understand every member because they have their central purpose of playing in work. If I were a team leader for new projects—security perimeter installation at a new site, I would apply an effectual policy. In fact, I would become a core player in the team so as to empower the staff encompassing HR, Legal, IT, Engineering, and Security staff. Primarily, I would establish the project staff for the task by utilizing four phases of team progression, including; Forming, storming, norming, and performing.
Forming
In this phase, I would set up a 6-member staff by choosing 5-personnel from 5 diverse departments such as HR, IT, Engineering, Legal and Security departments. I would encourage all members to familiarize themselves with one another by engaging in dialogues.
Storming
In this stage, I would lead and guide the team in sharing technical, interpersonal, and professional skills to understand each other’s personalities, productive capacity, and values.
Norming
Personal disparities are typically solved in this stage. Again, the members understand the integral goal and norms of the team. As a competent leader, I would guide the team in combining all the pertinent skills to realize the set objective since the total output is more than the constituents’ sections.
Performing
This is the ultimate stage where work is executed with smooth communication and minimal directing. Notably, open communication, efficacy, and precise understanding of every team member’s skills and area of expertise are well-understood. Eventually, excellent team efficiency is realized. (62). I would definitely apply my rank to enthuse confidence and affirmative attitude to all members. Also, I would motivate and offer the necessary resources, share responsibilities, and make decisions with the entire team. I would practice empowerment instead of using power, encourage honest and open communication, and be prepared to serve any needy member (63). This would precisely be achieved by giving a clear understanding that leaders are not “bosses” but a mere team player. Through the application of these strategies, I am certain that the new project, that is, the installation of the security perimeter at a new locale, would be effectively and efficiently executed (65).
4.3c)
Case Facts
-George forgets to set his alarm although he arrives home quite late. After waking up with an awful headache, he recognizes that he is extremely late for work. He does not have time for shaving and rushes to work.
-After an hour, the weekly departmental conference that George heads gathers and waits for him.
There is no adequate time for collecting the meeting’s agenda. As a result, on arrival, George informs Johan to go to his office and gather pertinent paperwork.
-“hurry up and ensure you grab for me a cup of coffee on your way back,” George informs one of his subordinates.
-After looking around the table in the conference room, George realizes that Vladimir has not arrived and said, “he is indeed worse in keeping time than me.”
-After five minutes, he calls the meeting to order after publically rebuking Johan when she forgets the sugar.
-Let us skip all your normal long-winded reports and hit me with the highlights, particularly you Karl; the financial issue is always annoying,” George utters.
-While the participants seem to drag on, George assumes so. After almost sleeping thrice, George decides to halt the meeting and says, “Let us wrap up the meeting there.”
-George says it was nice for the staff to have him around and aid in decision-making and ensure the department runs efficiently.
-George realizes that he has not steered any appraisal that year, even though the annual staff assessments were looming.
-She says that she was aware of the team, and when she would be going for promotion-based exams, such an experience would be beneficial.
-According to George, Karl was always making mistakes, and dumping him to another department would be better than tackling his inadequacies.
-Sebastian asks for some hours-off after popping his head around the entrance. He says, “I am not feeling well.”
-George intends to utilize the finances for a weekend holiday in Las Vegas. He always pretends to attend some conferences.
– George decides to retire from his office despite Elena’s request for a decision concerning her annual vacation. He even orders Tina accordingly. “Tina, drop everything you are doing and write a strategic prediction for me, the boss. There are no complaints and I must get it on my office table by 5pm tonight in order to sign it off”. As George grabbles his jacket, he joins Sebastian and gaffes gently out of through the back door.
Analysis
-Several fundamental doctrines for leadership for delivering triumph are that any management is self-motivation and veracity (58).
-Leadership encompasses organizing a person’s diary or even typing up pertinent memoranda (60).
-A leader must be a role model, and so should admit responsibilities whenever things go amiss (61).
-All leaders must typically understand the integrity of teamwork as not merely an outdated superior-subordinate association.
-Accordingly, every leader should look at every course and learn the basics from his experience to improve them for a better future before beginning to blame his subordinates.
-All leaders ought to evade blaming members of various teams but rather look for potential challenges within the courses.
-Every security manager must precisely present an extremely resounding business case for any security-based program, centered on a wide-ranging fiscal argument.
-When managing individuals, discipline is a very central aspect as it entails setting behavioral principles.
-All leaders must conduct informal advancement assessment conferences with the workers at an interval of 6 months (56).
-All leaders need to have a delegation policy that must be done in writing, including timelines (73). He or she must be prepared to work with staff who is needy, mentor, and train on the job whenever applicable (56).
-All leaders need to accurately eradicate the incompetent workers, including the processes and individual members. Moreover, they must practice openness and integrity while communicating and encourage the application of such skills amid the team members. Leaders must be role models by doing the right thing well (60). A team must share responsibilities and making decisions whenever appropriate (34). Thus, leaders must not relax as the team members work on assigned tasks. He or she must participate entirely in all functions within the organization.