Home > Essay examples > The Impact of Management Styles on Leadership and Management in Capita Employee Solutions

Essay: The Impact of Management Styles on Leadership and Management in Capita Employee Solutions

Essay details and download:

  • Subject area(s): Essay examples
  • Reading time: 7 minutes
  • Price: Free download
  • Published: 1 February 2018*
  • File format: Text
  • Words: 1,880 (approx)
  • Number of pages: 8 (approx)

Text preview of this essay:

This page of the essay has 1,880 words. Download the full version above.

Capita Employee Solutions (2021) are responsible for over 4.5 million members within one of the UK’s largest pensions administration databases. The Pension Payroll Team in Sheffield is responsible for administering over 450 pension schemes across the public and private sectors. Working in a team of twenty-four Payroll Administrators who are overseen by a Team Manager. Immediately under the Team Manager is the Project Lead and two Team Leaders. The Team Leaders work closely with four Senior Pension Payroll Administrators with various levels of expertise and skillsets presents several challenges to leadership and management. Therefore, analysing the team’s current processes and considering various theories will ensure areas of improvement can be identified and use as a catalyst for change. Considering common themes within the leadership and management framework which include the impact of management styles, change management and performance management within the organisation.
Impact of management styles
Leadership vs Management
Lunenburg (2010) defines a leader as having ‘good supervisory practises- such as clear assignment of responsibility and authority, fair rewards for effort, sound policy enforcement-serve to communicate more than all the gifts of oratory’ clearly stating here that ‘leaders should listen more than talk’ and those leaders who do not listen to the staff are less likely to make sound decisions.
Leaders and Managers who communicate effectively with the team build a spirit of trust and collaboration as documented by Kouzes and Posner 2006. This is usually where The Team Leaders and The Payroll Manager brief The Payroll Team on the current service level agreement (sla), accuracy, timekeeping, absences, and future workload. Management meetings on the other hand are usually reserve for management and leaders. As a result, this has led to lack of trust between the leadership and the team in that the ‘subordinates may well read more than was intended into a superior’s message…by contrast, superiors may listen less carefully to the information passed up the line by subordinates.’ (Cole 2004)
Based on Lunenburg (2010) analysis of psychosocial barriers suggests that ‘faculty and staff’ want feedback communicated to the team. However, Lunenburg states that ‘feedback improperly given can impeded communication rather than improve it. Administrators and followers both need more training in how to use feedback more productively.’ Furthermore, ‘when leaders’ actions or attitudes contradict the words spoken, others tend to discount what have been said.’ Lunenburg (2010:pg 8) Simpkins 2005 (fig 1.) suggested that trying to distinguish between leadership and management can be unhelpful and is a “more complex process of mutual influence”, not only this, but there are many factors other than leadership that “influence organisational performance’’. (Fig 2)
John Adair’s Leadership theory
Adair (1973:pg14-15) developed the concept of leadership, which states that ‘leadership is more a question of appropriate behaviour than of personality or being in the right place at the right time.’ Furthermore, Adair’s concept is ‘basically a contingency theory of leadership’ and focuses on the task, group, and individual needs. Adair understood the importance of hand selecting team members who not only had the technical or professional know how but knew how acclimatise to the team environment seamlessly. Not only this, but Adair also saw the important of members of the team having ‘desirable personal attributes’ such being able to listen to the wider team, contributing ‘capabilities and expertise’ Semler (1994) Based on this, the payroll team seem to do the opposite in that the firm hires the new staff and trains to the standards of the firm rather than obtain varying knowledge and expertise which has left the team stagnant. In the case of Semler, it was demonstrated that Semler was able to venture into other competitive markets by hiring staff believed to bring fresh ideas to the firm that would otherwise be aliened to. (Semler, 1994)
The way that leaders can get on top has changed over the past century and had evolved overtime. Gender and age no longer impact the leader’s ability to be a great leader, instead firms focus on the value that leaders can bring to the proverbial table such as creativity skills, mathematical abilities, or even intuitive ability to assess and defuse situations quickly. The Payroll Manager for instance has worked with in the firm for over twenty-five years has developed the ability of being able to compartmentalise in difficult situations. (Folkman, 2016). Adair 1979 further stated that a strong leader must lead by example and be technical in their role.
However, Dyer et al (2007 p:32-33) suggested that a smaller team of less than 10 people would be more ‘productive’ than having 24 members within the payroll team. The opinion is backed by research that denotes ‘serious deterioration in the quality and productivity of team interactions … when there are more than 12 members of the team’ This stands to reason why the Payroll Team works so effectively as a team, although there are 24 members, each team leader has approximately 10 people per team, however in some instance there are miscommunication amongst one team leader’s team and the other. This is when conflicts arise where there are two types of leadership demonstrated. Where one team leader is reticent of the ‘Theory X’ and the other ‘Theory Y’ which cause the team leaders to occasionally butt heads trying to portray the most effective way to lead the team rather than share the strengths and weaknesses by combining both ‘Theory X’ and ‘Theory Y’. (McGregor et al. 2008)
X and Y theory developed by Douglas McGregor
One of the most important theories that managers and leaders should be familiar with. McGregor noticed two different sets of assumptions managers made about the employees, the first assumption being that the staff were ‘inherently lazy’ and ‘lack motivation’ , therefore needing to be ‘coerced and control’ which he defined as Theory X. Theory Y sets the second assumption where managers see employees in a more favourable light to the Theory X and therefore the team do not need to be ‘coerced or controlled’ so long as the team are committed to the roles in the organisations [fig 3]. (Anon, 2021) McGregor et al. (2008) Theory Y under proper working conditions, high levels of needs meet, and self-actualisation can be likened to Maslow’s Hierarchy of needs and Schein’s self-actualising model. (Schein,1985)
Cole (2004) surmises that ‘in real-life a blend of the two theories is more likely to provide the best prescription for effective management.’ The Payroll Manager exhibits both characteristics in that the Payroll Team is self- motivated and enjoy the challenge of working due the trust afforded to employees by the Manager but also due to the extensive experience gained over twenty-five years of service has enable the Manager to anticipate the possibilities of change and continuation. However, on the other end of the spectrum, the Payroll Manager demonstrates the Theory X management style, meaning that the manager relies on strict guidance given from upper management, clients, and shareholders by which the manager is beholden to the core method of organisation provide by the client manual (a set of instructions provided by the client/trustees to abide by). This has seen the Payroll Manager be more ‘authoritarian and actively intervene’ to get things done by taking on tasks meant for Payroll Administrators in a bid to appease the clients/trustees. (Du, J et. al., 2019)
Employment Legislation
Working Time Directives 2003 saw the Payroll Leaders monitor closely the hours worked by the Payroll Administrators whereas before the pandemic, colleagues focussed on ensuring that 37.5 hours was worked each week. However, this highlighted two types of staff, the staff who strived to work over and beyond not to seem ‘lazy’ or to appear to be ‘skiving’ in the purview of management.
On the other hand, a small number of Payroll Administrators demonstrated more ‘relaxed’ or ‘laid-back’ approach to this new working model, nevertheless Judge & Piccolo 2004 found that type of laissez-fair leadership was associated with staff feeling demotivated by the job and created a culture of negative leader effectiveness which can be detrimental to the business. (Aasland et. al.,2010) Thus, causing the Payroll Manager and the Payroll Leaders to step in and pick up the ‘slack’ to keep to the pre- pandemic sla. As with any approach there is two sides of the coin, on one side this encouraged staff to roll up the proverbial sleeves and do the job at hand with the same vigour seen in the office. But on the other hand, left colleagues feeling pressurised and overstressed argued Che et.al 2017.
Parental staff were left with the stark reality that would have to endure the workday with domestic responsibilities of children and how this would affect the Employment Relations Act (1999) [ERA] if the staff need time off to see to the parental responsibility when working from home. This led to staff working unsociable hours instead of the usual office hours trying to balance this new model of working, questions arisen about how this would affect the contract or if a new contract had to be drawn up which would be harmful to ERA tipping the benefits in the firm’s favour.
Change management
Reasons for change
Change happens for a great many reasons, three main reasons for change are Legislation, automation of processes and the introductions of new systems to make processes more efficient and effective. These changes do not have to be independent of each other. For instance, to the legislation of the Coronavirus Act 2020, this in turn saw the introduction of new systems such as Global protect which allows the Payroll Team to securely access the work environment and due to this change in how the team works the process has had to be changed or streamlined to match the new working trend of working from home. As a direct result the Payroll Manager made the decisions to make the team go paper- free in the most part which saw the introduction of an outsourced company to produce documentation that needed to be in paper format for auditing purposes. Auditors were relieved to find that requested information could be accessed from one server rather than stream through thousands of papers generated by the daily payroll processes. In order, for the new ways of working to be beneficial not only to the payroll team but also to the clients who depend on the Payroll Team to pay the member as accurately and on time as the team has always have.
Planning change
Learning from the past year the payroll team as an evolving sector has experience great change, the situation has been the Team Manager and Team Leaders prepare more, being more proactive backed by changes to technology and the automation of several processes and the restructure of the Payroll Team core responsibilities. Manduca (2012) under the that team dynamics played a crucial role in the organisational change which Lewin conceptualised using a three-step model as seen in figure 4. Lewin (1947) theorised that ‘it is usual easier to change individuals formed into a group than to change any one of them separately’. Lewin went on to state that successful change includes three aspects seen in figure 4. Unfreezing is the current state of affair, in this case this would have been at the beginning of the pandemic when lockdown and working remotely was legislated by the government. (ACAS, 2021) At the this point the Payroll Team were sceptical and wary of the changes and how to implement the changes successfully.

...(download the rest of the essay above)

About this essay:

If you use part of this page in your own work, you need to provide a citation, as follows:

Essay Sauce, The Impact of Management Styles on Leadership and Management in Capita Employee Solutions. Available from:<https://www.essaysauce.com/essay-examples/2021-12-12-1639333700/> [Accessed 17-07-24].

These Essay examples have been submitted to us by students in order to help you with your studies.

* This essay may have been previously published on Essay.uk.com at an earlier date.

NB: Our essay examples category includes User Generated Content which may not have yet been reviewed. If you find content which you believe we need to review in this section, please do email us: essaysauce77 AT gmail.com.