My view for  leadership:

In my opinion I prefer to be a situational leader. Which means I should posses mixed qualities of leadership and know to take control at the right situation. For example, the leader will be a democrat when he has to direct and make his subordinates obey to it. But he will also be Laissez-fair when his subordinates are trying to demonstrate their potentials.

Most importantly an organizational culture that reflects your vision and values as a leader is sustained over time only through the internal development of future leaders. Continuing the cycle of strong leaders is possible by being proactive and developing the skills of future leaders.This is conceivable by installing authority advancement into your hierarchical culture and setting up techniques that will help recognize future pioneers inside, and by making approaches to build up the abilities of future pioneers through interior advancements, preparing, and initiative training programs. 

The customary view considers administration to be about: 

Order and Control 

Basic leadership 

Be that as it may, an increasingly present day see has authority having a more extensive job, including:

Motivation 

Making a vision

Building effective groups 

Administration has turned out to be especially essential in present day business because of: 

Changing authoritative structures: 

Compliment structures require more noteworthy assignment Greater utilization of collaboration plus center around quality confirmation Coaching, support and strengthening 

Quick natural change: 

Change as a consistent element of business life Soft abilities of initiative and the executives progressively critical

LEADERSHIP IN INDIA:

I was born and brought up in in India. The Indian society is generally considered to be a traditional one. In such a society, power and authority is considered an important characteristic. Respect for power and authority is installed by the family system beginning in childhood, with the head of the family exercising absolute authority over other members of the family. It is trusted that this regard for power spreads through each kind of social framework, including work associations. The expert of bosses at work-place was uncommonly misrepresented amid the British pioneer time frame when British bosses showed a high level of specialist in their conduct towards Indian subordinates

The above exchange does not imply that conventionalism is the main directing power in our general public. The industrialisation has involved numerous adjustments in the social and social existence of people.In mechanical society the rate of progress is exceptionally high. Its suggestion for pioneers is living in a domain which is brimming with changes and vulnerability. Such conditions request more prominent interview and cooperation with

respect to chiefs. In this way, the changing circumstance is progressively appropriate for participative style

REVIEW FOR MY LEADERSHIP BY MY TEAM MEMEBERS:

During studying in a Coventry University London Campus I’ve been selected as a team leader three times. It was a great experience and pleasure to lead such a nice team. Our lecturer passed several surveys which helped to analyse personal strengths and areas that should be developed. 

Team member 1 (Shamil):

Shamil has described my self as a punctual and very organised person. For example,I attended the group meetings on time . However, he recommended me to develop my communication skills by speaking with the team members.

Team member 2 (Stella):

Stella liked the fact of my initiative and performance. For instance, when we where asked to make a decorative chart on leadership I took the effort to help my team members with the doubts in it.

DEVELOPMENT PLAN:

The Belbin Team inventory model developed by Meredith Belbin helped us to analyse the strengths and weaknesses of my team members and it lead to self analysis and improve our own leadership skills.

Thus, based on my team members reviews , suggestions and the Belbin report I have come up with the following development plan:

GOALS	A. I have to become a better listener.  B. I have to improve my communication skills
BENEFITS OF ACHIVING THE GOALS	A. Helps to understand important statements and improve sollutions  to issues  B. Helps in efficient team work and to know more about the members
CURRENT BEHAVIOR	A. Making assumptions about statements and being instantly defensive when I disagree with the statement.  B. Being less interactive and not socialising with people
FUTURE IMPROVEMENTS	A. Suspend instant reaction. take notes and come back with clear questions once the speaker is finished.  B. Try to open-up with my team members, interact more with the professor and be confident.
RESOURCES	A. Leadership program tooles B. Self-motivation , self-confidence and development

REFRENCES

Mullins, L., (2016) Management and Organizational Behavior, 11thedn., Harlow: Pearson.

Princess. (2019). Leadership styles, models and theories and how it affects leading diverse teams. [online] Available at: https://abuprincesselohor.wordpress.com/2012/12/09/is-the-performance-of-the-diverse-team-solely-reliant-on-the-leadership-of-the-team/ [Accessed 16 Mar. 2019].

Coulter, M. (2001). Entrepreneurship in action. Upper Saddle River, N.J.: Prentice Hall.

Muse.jhu.edu. (2019). Project MUSE – The Journal of Developing Areas. [online] Available at: https://muse.jhu.edu/journal/258 [Accessed 16 Mar. 2019].

The Balance Small Business. (2019). What Is Leadership? And Can You Learn to Be a Good Leader?. [online] Available at: https://www.thebalancesmb.com/leadership-definition-2948275 [Accessed 16 Mar. 2019].

Harvard Business Review. (2019). The Best Leaders Are Constant Learners. [online] Available at: https://hbr.org/2015/10/the-best-leaders-are-constant-learners [Accessed 16 Mar. 2019].

 Nigel Blenkinsop, The director of operations at Jaguar Land Rover says “Change has been a constant feature of life at Solihull. We have succeeded through having clarity of purpose at all levels, developing the systems to support performance, coaching into teams and encouraging talents to be used for the common good.”(Media.jaguarlandrover.com, 2019)

In the rapidly changing business world change is a continues process to a business organisation. And the need of change can be caused by various unpredictable factors which are both internal and external. Organizational tools are used to help individuals understand and apply the changes in day to day work . change management support moving an organization from a current, through a transition state to a desired future state . Project management focuses on the tasks to achieve project requirements. Change management focuses on the people impacted by the change.

But due to the thought of ineffectiveness and resistance individuals refuse to adapt to the changes.The fear of unknown,misunderstanding about the need for a change, incompetence, how the change is implemented, the perceived harm or benefits of that change are some of the common reasons for the resistance (Rick 2015)

IMPACT OF BREXIT ON THE AUTOMOBILE INDUSTRY:

In a historic referendum on June 23rd, 2016, Britain voted to leave the European Union. After which, the pound fell to its lowest since 1985, immediately after the result was declared. And it has already affected the automobile industry, According to the Society of motor manufacturing and trade there is a 6.5% fall in registration of new cars  by the first half year also there is a down in the number of cars rolling off UK production lines since the June 2016 referendum vote, and the automobile parts imported from EU have become expencive due to falling of pound value.(The Guardian 2017)

About half of the £34.3 billion worth of cars exported from UK go to Europe. But they would be hit by the tariff of around £4.5bn and this threats the production companies to move elsewhere and avoid tariffs. Thus the key reasons of impact are as follows;(BBC News ,2018)

• Unstableness of pound sterling value
• Increase in tariffs & taxes
• Drop in volume of sales to the EU market
• Complex procedures and regulations in import / export.

BREXIT IMPACT ON JAGUAR LAND ROVER (JLR):

JLR is one of the major UK based automobile companies that manufacture luxury sport cars globally. On June 2, 2008; Tata motors acquired the JLR business from Ford Motor company for a net worth of $2.3bn.(Tata Motors Limited, 2008)

On April 2018 the company was closed for a scheduled period of time due to the announcement of brexit. And JLR announced the following statements post BREXIT declaration (The Guardian 2018):

• The company announced that it is going to cutdown about 4,500 jobs from its 40,000 employees (BBC News , 2019)
• Customs checks at the border threatening “just-in-time” production JLR plans to spend £80bn in the UK over five years and needs certainty about a deal to ensure this is a sound investment because of the uncertainty due to Brexit.(The Guardian,2018)

• The company is finding it difficult to attract skilled international staff to the UK.                          (Media.jaguarlandrover.com, 2016)

• It has already spent £10m on Brexit contingency plans.(BBC News,2018)

RECOMENDATIONS:

JLR has to analyse various factors because the situation of Brexit is fluctuating thus, the company has to be aware of day to day situations. My recommendations are;

• Tariffs and EU market Accessibility 

Decision has to be made regarding the charging of taxes and tariff charges to the consumers which will result in competitive pricing

• Reinvent productive and efficient business process

Resource management is a very important aspect.The number of employees should be downsized to improve efficiency

• Relocation of the firm

The production unit can be to a tax benefited country from UK .

Kotter’s 8 steps for Leading Change

Dr. John Kotter developed the 8 steps to change which can help organizations to avoid failure and be proactive to change.(Kotter, 2012)

They are:

1. Acting with Urgency 

• Developing the Guiding Coalition 

• Developing a Change Vision 

• Communicating the Vision buy-in 

• Empowering broad based action 

• Generating short term wins

• Do not let up 

• Make change stick

Learning Outcomes:

In conclusion, change management is a compilation of various internal and external factors and it decides the future success of a business in the long run. Also that change can cause resistance but if planned well and the employees it will be smooth process. Both critical analysis and emotional understanding is important.

The effect and Importance of Brexit is clearly understood and the possible reactions by the automobile industry and Jaguar Land Rover have been analysed. Thus, when change is introduced into an organisation it will strongly impact on process , policy , organisational structure and job role parts of the organization.

REFERENCE:

Kotter, J. (2012). [online] Esc20.net. Available at: https://www.esc20.net/upload/page/1267/docs/TTESS/Lead%20Meetings/5.11.16/The%208%20Step%20Process%20for%20Leading%20Change.pdf [Accessed 8 Apr. 2019].

Media.jaguarlandrover.com. (2019). [online] Available at: https://media.jaguarlandrover.com/en-gb/person/nigel-blenkinsop [Accessed 8 Apr. 2019].

Media.jaguarlandrover.com. (2016). [online] Available at: https://media.jaguarlandrover.com/news/2014/11/jaguar-land-rover-shares-best-practice-skills-development-and-recruitment-initiatives [Accessed 8 Apr. 2019].

Tata Motors Limited. (2019). Tata Motors completes acquisition of Jaguar Land Rover. [online] Available at: https://www.tatamotors.com/press/tata-motors-completes-acquisition-of-jaguar-land-rover/ [Accessed 8 Apr. 2019].

Rick, T. (2015). Managing change has to be a core competence. [online] Torben Rick. Available at: https://www.torbenrick.eu/blog/change-management/managing-change-has-to-be-a-core-competence/ [Accessed 8 Apr. 2019].

Asthana, A., Quinn, B. and Mason, R. (2017). UK votes to leave EU after dramatic night divides nation. [online] the Guardian. Available at: https://www.theguardian.com/politics/2016/jun/24/britain-votes-for-brexit-eu-referendum-david-cameron [Accessed 8 Apr. 2019].

BBC News. (2018). Reality Check: How much of the UK’s trade is with the EU?. [online] Available at: https://www.bbc.co.uk/news/business-43212899 [Accessed 8 Apr. 2019].

Topham, G. (2018). Jaguar Land Rover to cut production at Halewood. [online] the Guardian. Available at: https://www.theguardian.com/business/2018/jan/22/jaguar-land-rover-to-cut-production-at-halewood [Accessed 8 Apr. 2019].

BBC News. (2019). JLR workers ‘tense’ after cuts announced. [online] Available at: https://www.bbc.co.uk/news/uk-england-birmingham-46822719 [Accessed 8 Apr. 2019].

Wearden, G., Monaghan, A., Davies, R. and Partington, R. (2018). UK car sales fall, as Jaguar Land Rover issues hard Brexit warning – as it happened. [online] the Guardian. Available at: https://www.theguardian.com/business/live/2018/jul/05/tata-motors-jaguar-land-rover-brexit-mark-carney-car-sales-business-live?page=with:block-5b3dda7ce4b0cb7e6f6c1408 [Accessed 8 Apr. 2019].

BBC News. (2018). Jaguar Land Rover in Brexit car shutdown. [online] Available at: https://www.bbc.co.uk/news/business-46993480 [Accessed 8 Apr. 2019].

Bill Gates: “As we look ahead into the next century,leaders will be those who empower others

Bill Gates possesses the following leadership traits: Introvert, Intelligent, Knowledgeable, Aggressive, Charisma, Visionary, etc.

Original vision when Microsoft was founded was a computer in every home.

In this contemporary era of business world, a more complex, but attainable , leadership repertoire offers challenge and promise.it allows leaders to draw upon a broader spectrum .(G.Scrivener,2014)

The new breed of leaders should help the organization develop a new vision, gather support and guide the organization through a transformative phase and possess the capacity to institutionalize changes over time.

According to Kippenberger  the idea of business leadership shifted in different period of times as follows:(Kippenberger,2002)

• The pre-war era ‘Great man’
• The 1950s to 1960s era ‘rational manager’
• The mid-70s to 1980s era ‘changing agent’
• The 1990s to 2000s era ‘relational leader’
• The 21^stcentury ear ‘global citizen’

CONTEMPORARY LEADERSHIP THE0RIES:

• Charismatic Leadership
• Team Leadership
• Authentic leadership
• Transactional & Transformational Theory

Bill Gates leadership:

Bill Gates has a transformational leadership style. He is a visionary leader who has introduced lot of changes at Microsoft.The trait approach theory could be used to explain the leadership style of Bill Gates. Some of the strongest traits that Bill Gates has displayed are intelligence, skillfulness and competiveness, Determination, high integrity and sociable. If we look at the Leadership Style of Bill Gates, he is Task-oriented, Autocratic, Delegation and Transformational.(Demuth and Hammond, 2013)

As per the Fielder’s model there are two types of leaders: task-oriented leaders and relation- oriented leaders. Bill Gates has proved to be a task-oriented leader who expects performance from his employees and believes work is more important than relation building to achieve the goals of the company. 

Bill Gates uses Rational Persuasion when dealing with high-level managers. Bill Gates also enjoys reward power which includes his ability to influence others thorough rewards. However, like a true leader, he has established a system in the organization and all the employee activities like appraisals are handled in a systematic manner .(Corbridge, 2010).

Bill gates also had access to Coercive Power, which involves the use of punishment & withholding rewards to influence compliance. Although Bill Gates is an autocratic leader, he has never made threats to employees & has never used coercion with employees for personal gains. Bill Gates also enjoys a high level of Expert Power because of his extensive skill and subject knowledge. Bill gates also enjoys a high degree of Referent Power which is a measure of a leader’s personal relationships with others influential and significant leaders (Hanson, 2015). 

CHALLENGES FACED 

1.  fundamental change in the world of workwhich is driven by technology. 

2. information has become the new factor of production.Leaders need to know that the quantity of information is exploding. Old-school management information systems, on which leaders used to be able to rely, are no longer fit for purpose.

3.  health. Driven by technology and information overload, today’s workforce is seeing unprecedented levels of mental health problems, leading to sickness and absence.

4.  identity.In the past personal identity may have been a relatively simple equation, in today’s world people identified in many more diverse ways, whether by race, gender, sexuality, nationality or even Brexiteer/Remainer.

6. In small businesses especially, the owner-manager often fulfils many functions, all of them leadership roles: leading the board as chairman and leading the company as managing director, for example. perhaps as external coach or mentor, or non-executive director. It is crucial to have the right people in the right leadership roles, beyond the single owner-manager.

7.  leadership gap . In a rapidly changing world, getting people to follow you as a business leader is increasingly challenging The challenge for business leaders is to understand where that leadership gap lies, and to have the confidence to be authentic and be yourself to take on that role

LEADERSHIP IN FUTURE:

The theories suggest that the Leadership is going to transform in all ways in the future .Because the style of jobs will change as technology starts to takeover key roles. New types of jobs will require new types of skills and in turn the employees of the future generation will expect more trust, independence and autonomy . 

There will be a shift from static competency model. ’date competency’ will shift to focusinf on how the leader add value to the organisation.Increased importance will be placed on understanding humans. The hierarchical approach will be minimised.

Leaders will inspire through providing the right experience, resources and challenge to the employees.and the employee’s true potential will be nurtured.Thus,in my opinion flexibility and updated knowledge are the important aspects every Leader should have to keep pace with the fast developing business world.

REFERENCES:

Scrivener (2014). Managing a remote team. [online] Training Journal. Available at: https://www.trainingjournal.com/articles/feature/managing-remote-team [Accessed 8 Apr. 2019].

 Kippenberger, T. (2002). Leadership Styles. New York, NY: John Wiley & Sons. Available at:

https://books.google.co.uk/books?hl=en&lr=&id=5kqCqNisMzQC&oi=fnd&pg=PP1&dq=kippenberger+2002+leadership&ots=gEf0bnzc-u&sig=NvCTBDL1vrW5CzmTjA8ff9ZrAps#v=onepage&q=kippenberger%202002%20leadership&f=false

Management Styles through Different Leaders. (2013). The writepass Jouurnal.Available at:

Management Styles through Different Leaders

Corbridge, M. (2010). People Resourcing and Talent Planning: HRM in practice. 4th ed.

  Giannantonio, C. and Hurley-Hanson, A. (2014). Extreme Leadership. Cheltenham: Edward Elgar Publishing.

WHAT IS ORGANISATIONAL CULTURE?

Organizational culture focuses on the values, and meanings used by its members to grasp how uniqueness originates, evolves and operates (Huczynski and Buchanan,2013).it is an assemblage of shared values, policies and attitudes which will reflect on people’s way of working and interacting with the company. (Mullins,2010) Therefore the interrelation between an organization and the individuals of the organization is a basic essential to be analyzed, in order to decide the suitable strategy. In this blog, we will look into the organizational culture of Marks & Spencer to understand how culture impacts the efficiency of an organization. And for managing culture within the organization we should define ‘organizational culture’ and ‘culture’.

WHAT IS CULTURE?

The culture evolves organically over time from the collective attributes of the employees. It also refers to the beliefs and behaviours that determine how a company’s employee and management interact and handle activities outside a business. (Sandra Lim,2019) The 

culture and organizational behaviour are firmly affiliated to the success of an organization.

CHANGING THE CULTURE OF THE ORGANISATION

ICEBERG MODEL:

The Iceberg model evidently depicts that the elements that are invisible in an organization’s culture can also influence its successful outcome. It was developed by Edward T.Hall in 1976.

(Edgar Shein ,1992) makes a distinction between three levels of culture within the organization. The visibility levels artifacts and espoused values are considered as accessible elements of organizational culture while ignoring the level that is underlying assumptions .this results in failure in the change of culture in the organization.

REVIEW OF M&S ORGANISATIONAL CULTURE

Marks & Spencer is Britain’s oldest and best-known retailer of clothing, foods, and homeware. The company operates 428 stores worldwide in around 56 countries worldwide with over 80,787 employees (Marks and Spencer,2019) But due to its inward-looking and a very complicated corporate structure it faced numerous cultural issues which resulted in inefficiency and in 2018 the profit drop to £66.8m from £176.4m the previous year.(Marks and Spencer, 2017)

In the initial stages, M&S derived its original culture from its founders and the founder’s family. In a sense, there were family values with an overtone of religion but later it adapted to the customer-driven culture. With rapid organizational growth in the 21st century it became vulnerable for the firm to maintain the family touch, So it turns into a corporate company which leads to many complications and cultural layers. The organization became too slow, bureaucratic and not agile enough, The structure had too many layers and too corporate with many divisions and roles that lacked accountability.(Burt, Mellahi, Jackson, 2002)

The multiple layers of management have a bureaucratic, centralized organizational structure. having multiple layers of management poses several disadvantages for companies especially in the current business climate where many organizations international work towards decentralization. A highly bureaucratic business structure makes decision-making more difficult and complex, producing slower decisions.

Hence, In accordance with the Iceberg theory Marks & Spencer have to concentrate more on more on the ‘less visible’ factor such as Leadership underdevelopment and ‘Invisible’ factors such as misaligned culture and strategy, resistance to change and complicated hierarchy.

RECOMMENDATION:

Flat level hierarchy structure:

Marks & Spencer should follow a flatter structure joined to role culture. Through which the contact between the employee, client and the higher authorities will be more direct which will develop their knowledge concerning customer’s need and behavior.(P.Jacob,1972) 

More flexibility in operating methods and managing methods:

Reaction to the dynamic changes in the business environment should be fast enough. This will cause more competitive advantage and sustainability in the business environment (Mandelbaum,2019)

Rigorous assessment of the internal environment:

In the modern business scenario the internal environment keeps changing regularly, So it should be carefully accessed regularly to understand and react to the changes as soon as possible. the internal environment is composed of human resource, labor management, relationship etc.(JS Hornsby , 2002)

REFERENCES:

Organizational Behaviour. (2013). 4th ed. Pearson Education.

Available at:

http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.473.7000&rep=rep1&type=pdf

Mullins, D. and van Bortel, G. (2010). Neighbourhood regeneration and place leadership: lessons from Groningen and Birmingham. Policy Studies, 31(4), pp.413-428.

Available at:

https://rsa.tandfonline.com/doi/abs/10.1080/01442871003723325#.XKleoi-ZN0s

Hall, E. (1989). Beyond culture. New York: Doubleday.

Shein, E. (1994). Organizational Culture and Leadership, Edgar H. Schein. 1992. Jossey-Bass Publishers, San Francisco, CA. 418 pages. ISBN: 1-55542-487-2.. Bulletin of Science, Technology & Society, 14(2), pp.121-122.

Annual report. (2018). Annual report. [online] Available at: https://corporate.marksandspencer.com/annualreport [Accessed 7 Apr. 2019].

Burt, S., Mellahi, K., Jackson, T. and Sparks, L. (2002). Retail internationalization and retail failure: issues from the case of Marks and Spencer. The International Review of Retail, Distribution and Consumer Research, 12(2), pp.191-219.Available at:

https://www.tandfonline.com/doi/abs/10.1080/09593960210127727

Kochi, J. (2014). Organometallic Mechanisms and Catalysis. Saint Louis: Elsevier Science.Available at:

https://books.google.co.uk/books?id=xYT2UQYyb3IC&pg=PA136&lpg=PA136&dq=p.jacob+1972&source=bl&ots=fy7uK-1zlM&sig=ACfU3U0Czpigqn7VYutiN5_2ChkaM1zLEg&hl=en&sa=X&ved=2ahUKEwj-wfDO-bzhAhX6TBUIHVr-A3oQ6AEwAHoECAQQAQ#v=onepage&q=p.jacob%201972&f=false

Hornsby, J., Kuratko, D. and Zahra, S. (2002). Middle managers’ perception of the internal environment for corporate entrepreneurship: assessing a measurement scale. Journal of Business Venturing, 17(3), pp.253-273.Available at:

https://experts.umn.edu/en/publications/middle-managers-perception-of-the-internal-environment-for-corpor