Tyco's Management And Leadership Essay

2042 words - 9 pages

Many people do not realize that the difference between management and leadership is quite vast. This paper will examine the difference between leaders and managers, the roles and responsibilities of the Tyco management and its leaders, how these leaders and managers of Tyco's functions have created a healthy and productive culture for its employees and two strategies that will help Tyco maintain this culture.Managers and LeadersThe qualities and characteristics of a manager are quite different from those of a leader. A manager focuses more on the short term goals and on systems, relies primarily on control, asks the how and when and in the end, managers will do things right. Leaders will ...view middle of the document...

It was a momentous task to take on as the former leadership headed to prison, but Breen wiped out the old board and management and brought in new leaders and managers. Breen was clearly making a statement to the Tyco employees. He had to show the Tyco employees that the unethical deceptions of the prior board and leaders would no longer be tolerated. He needed to show the employees that the leaders in charge would be pillars of ethical conduct, lead by example, have empathy and compassion for the employees and have only the best interests for its employees, customers and shareholders. He did this by creating guidelines, committees and checks and balances for the entire corporation. Breen also created a culture of responsibility for the employees. The rules, guidelines and policies created by the leaders were not only for the leaders and managers but also for all the employees. A prime example of such policies is "Tyco's Corporate Responsibility Governance Principles which include Active Board, Company Leadership, Compliance with Laws & Ethics, Inform and Listen to Investors and Regulators and Continuous Improvement." (Tyco, 2004-2007). Together the managers and leaders not only set the policies but are also responsible for the direction of the company and its top priorities.Healthy Organizational CulturesA healthy organizational culture is evolved from the wisdom and planning of superior leaders and management that recognize what an asset a healthy organizational culture truly is to the corporation as a whole. In a healthy culture the members of the organization understand the policies, guidelines, missions and visions. It encourages appropriate behaviors by all the members. "For example, the Walt Disney Company's culture encourages extraordinarydevotion to customer service; the culture at Apple Computer encourages innovation.Employees in these companies don't need rule books to dictate how they act, becausethese behaviors are conveyed as "the way we do things around here"; they are rootedin their companies'[sic] cultures." (Bateman & Snell, 2007, p. 66). In a culture that encourages inappropriate behaviors, it can affect the organization externally and encumber the way it handles any external issues and cultures. It can also affect the organization internally and can lead to lawsuits and scandals. An unhealthy culture can also leave employees confused, focused on unproductive multi-goals and generate conflict. Leaders must take an active role in developing a healthy organizational culture. They must communicate daily, be seen and lead by example. This gives the leaders and management credibility and instills trust and loyalty in the employees. The leaders must also have a strong, tangible vision that the employees can grasp, learn and accomplish. Having strong leaders with a keen sense of integrity will help build the healthy culture and keep employees focused and content.Four Functions of Management Supporting Healthy CulturesPlanning....

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