ASSIGNMENT 1 FRONT SHEET

Qualification BTEC Level 4 HND Diploma in Business

Unit number and title Unit 4: Leadership and Management (5036)

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Student name Ngo Tan Hoang Hieu Student ID GBD210622

Class GBD1007A Assessor name Nguyen Huu Nam Phuc

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Contents
I. Introduction ............................................................................................................................................................... 4
II. Leadership and management concepts ..................................................................................................................... 4
2.1 Definition of leader and manager ....................................................................................................................... 4
2.2 Definition of leadership and management .......................................................................................................... 4
2.3 Key skills and competences of leader and manager ........................................................................................... 5
2.3.1 Key skills and competences Leader ............................................................................................................. 5
2.3.2 Key skills and competences manager .......................................................................................................... 5
2.4 Differences between leadership and management .............................................................................................. 6
III. Leadership & management theories related to organizational effectiveness .......................................................... 6
3.1 Leadership theories and example ........................................................................................................................ 6
3.1.1 Leadership theories. ..................................................................................................................................... 6
3.1.2 Example of leadership theories .................................................................................................................... 9
3.2 Management theories and example ..................................................................................................................... 9
3.2.1 Management theories. .................................................................................................................................. 9
3.2.2 Example of management theories .............................................................................................................. 11
4.2 Example of leadership style .............................................................................................................................. 15
4.3 Cultures of organizations .................................................................................................................................. 16
4.3.1 Types of organizational cultures ................................................................................................................ 16
4.3.2 Example of organizational culture ............................................................................................................. 17
4.4 Identify and explain various factors influencing the development of organizational culture ........................... 17
4.4.1 History ....................................................................................................................................................... 17
4.4.2 Strategy ...................................................................................................................................................... 18
V. Conclusion ............................................................................................................................................................. 19
VI. Reference .............................................................................................................................................................. 19

The table of figures

Figure 1: Qualcomm Logo ............................................................................................................................................ 4
Figure 2: The difference between leadership and management .................................................................................... 6
Figure 3: Fayol’s 14 management principles (Source: toolshero, 2021...................................................................... 10
Figure 4: Tannenbaum and Schmidt Continuum of Leadership (Drew, 2019)........................................................... 13
I. Introduction
Qualcomm is an American fabless semiconductor company that designs, manufactures, and markets
digital wireless telecommunications products and services. It produces processors and connectivity
solutions, displays, software, and charging products. The company is focused on various industries:
automotive, education, healthcare, Internet of Everything, mobile computing, networking, smart cities,
smart homes, and wearables.

Figure 1: Qualcomm Logo

II. Leadership and management concepts

2.1 Definition of leader and manager

A leader is an individual who has influence over his or her followers towards the achievement of a goal.
In order to effectively influence other people, leaders use their power and ability to control resources, and
affect decisions, and authority is the formal right to order people to work and to control resources (Kruse,
2013).

A manager is a person responsible for the work performance of group members and has formal authority
to commit organizational resources (Dubrin, 2012).

According to Druckers (1977) there are three equally essential tasks that managers are required to
perform: The fulfillment of purposes and missions set by the business; The productiveness of work and
workers under their management; The management of social impact as well as responsibilities that the
business need to be in control of.

2.2 Definition of leadership and management

Leadership is the ability to influence and guide members/subordinates within an organization, which
involves making decisions, establishing a clear vision, creating reasonable goals and guiding followers
through knowledge and tools to achieve said goals (Kruse, 2013).

Management is essentially an integrating activity to help reconcile needs of people at work with
requirements of the organization. The process through which efforts of members of the organization are
coordinated, directed and guided towards the achievement of organizational goals (Mullins, 2019, p.639).
2.3 Key skills and competences of leader and manager

2.3.1 Key skills and competences Leader

Key skills
Here are the top skills that make a strong leader in the workplace.

 Communication: clearly and succinctly explain to the employees everything from organizational
goals to specific tasks.
 Motivation: inspire the workers to go the extra mile for the organization.
 Delegating: identify the skills of each of the employees, and assign duties to each employee based
on his or her skill set.
 Positivity: A positive attitude can go a long way in an office. This helps create a happy and
healthy work environment, even during busy, stressful periods.
 Trustworthiness: It is important for the leader to demonstrate their integrity— employees will
only trust leaders they respect. By being open and honest, leader will encourage the same sort of
honesty in the employees.
 Creativity: Leaders have to make a number of decisions that do not have a clear answer, so
leaders need to be able to think outside of the box.
 Problem-solving: Leaders must use their creativity and practical experience to solve problems that
arise in the workplace

Skills alone are not sufficient to lead effectively. A leader must also have certain competences as
followings:

 Giving and receiving feedbacks

 Taking responsibility for both success and failure
 Managing cultural sensitivity and diversity
 Global outlook and agility

2.3.2 Key skills and competences manager

 Technical skills involves an understanding of and proficiency in a specific activity (including
methods, processes, procedures or techniques).
 Interpersonal (or HR) skill is a manager’s ability to work effectively as a team member and to
build cooperative effort in the unit.
 Conceptual skill is the ability to see the organization as a total entity (the “big picture”). Needed
for strategic planning.
 Diagnostic skill is investigating a problem and decide on and implement a remedy.
 Political skill is to acquire power necessary to reach objectives; establish the right connections and
impress the right people.

Managers share many qualities that are similar to the leaders. They also need to be accountable, creative,
empathetic, self-disciplined, trustworthy, and supportive. Such competencies are what make the
Employees respect them, and they serve as a role model for other members to express diligence,
enthusiasm, and responsibility.

2.4 Differences between leadership and management

Figure 2: The difference between leadership and management

Leadership is about motivating people to comprehend and believe in the vision you set for the company
and to work with you on achieving your goals. While management is more about administering the work
and ensuring the day-to-day activities are getting done as they should.

III. Leadership & management theories related to organizational effectiveness

3.1 Leadership theories and example

3.1.1 Leadership theories.

There are 6 leadership theories: Contingency theory, situational theory, transformational theory,
transactional theory, Charismatic/inspirational theory, and emotional theory.

The contingency theory of leadership believes that a leader’s effectiveness is contingent on their
preferred leadership style, the capability and behavior of followers, and other situational factors which
means a leader can be efficient in one situation but inefficient in another. There are some different
contingency theories, but the most applied is Fiedler’s Contingency Model, which assumes that three
important factors contribute to situational favorableness: leader-member relations, task culture, and
position power. Contingency theory is used when business leaders need to adjust their leadership style
based on the situation at hand, either with a task-oriented or relationship-oriented style. While
relationship-oriented leaders perform well under intermediate in favorableness situation, task-oriented
leaders are proven to perform well in situations that are very favorable or unfavorable.

Situational theory focuses on flexibility so that leaders can adapt to the needs of followers the demands
of situations, and determine the most suitable action regarding situational factors such as motivation,
follower’s capability, and the relationship between them. The most prominent situational theories are
Hersey & Blanchard theory, and Vroom & Yetton theory. Situational theory lets leader understand the
importance of identifying weaknesses and taking advantage of employees’ strength in order to success
regardless of the environment.

Transactional leadership theory focuses on the results and measures success according to the
organization’s system of rewards and penalties, it involves motivating and direction followers through
appealing to their interests.

Transformational leadership theory depends on the encouragement of the team to generate overall
success. Transformational theory is often used to inspire and empower followers to work as a unit because
it stimulates and inspire followers to achieve outcomes and develop leadership ability. It helps followers
develop through responding to their needs and aligning their goals.

The charismatic leadership style relies on the charm and persuasiveness of the leader. They are driven
by their convictions and commitment to their cause.

To Weber, charisma was more about appearances than action, and driven more by sociology or politics.
He cited three key components that make up a charismatic leader:

 The psychological dimension, which encompasses their inner qualities;

 The social aspect, driven by the external sources that shape the leader;
 The relational dimension, relating to the relationship between the leader and their subordinate.

Charismatic leaders also are sometimes called transformational leaders because they share multiple
similarities. Their main difference is focus and audience. Charismatic leaders often try to make the status
quo better, while transformational leaders focus on transforming organizations into the leader's vision.
Some of the skills, traits, and actions that may define a good leader that utilizes charisma would include:
Confidence, Compassion, Communicative, Emotive, Determined and Vision.

Emotional leadership

Daniel Goleman, Richard Boyatzis, and Annie McKee described six distinct emotional leadership styles in
their 2002 book, "Primal Leadership." Each of these styles has a different effect on people's emotions, and
each has strengths and weaknesses in different situations.

 The Authoritative (Visionary) Leader

People using the Authoritative leadership style are inspiring, and they move people toward a common
goal. Authoritative leaders tell their teams where they're all going, but not how they're going to get there –
they leave it up to team members to find their way to the common goal. Empathy is the most important
aspect of Authoritative leadership.

 The Coaching leader

The Coaching leadership style connects people's personal goals with the organization's goals. A leader
using this style is empathic and encouraging, and focuses on developing others for future success. This
style centres on having in-depth conversations with employees that may have little to do with current
work, instead focusing on long-term life goals and how these connect with the organization's mission.
This style has a positive impact on your people, because it's motivating, and it establishes rapport and
trust.

 The Affiliative leader

The Affiliative leadership style promotes harmony within the team. This style connects people together,
encouraging inclusion and resolving conflict. To use this style, you must value the emotions of others, and
put a high value on their emotional needs.

 The Democratic leader

The Democratic leadership style focuses on collaboration. Leaders using this leadership style actively seek
input from their teams, and they rely more on listening than directing. The Pacesetting leadership style
focuses on performance and meeting goals. Leaders using this leadership style expect excellence from
their teams, and often the leader will jump in him or herself to make sure that goals are met. The
Pacesetting style doesn't coddle poor performers – everyone is held to a high standard. While this can be a
successful style, it can have a negative effect on the team, leading to burnout, exhaustion and high staff
turnover.

 The Pacesetting leader

The Pacesetting leadership style focuses on performance and meeting goals. Leaders using this leadership
style expect excellence from their teams, and often the leader will jump in him or herself to make sure that
goals are met. The Pacesetting style doesn't coddle poor performers – everyone is held to a high standard.
While this can be a successful style, it can have a negative effect on the team, leading to burnout,
exhaustion and high staff turnover.

 Commanding leader

Commanding leaders use an autocratic approach to leadership. This style often depends on orders, the
(often unspoken) threat of punishment, and tight control. People in modern, democratic countries are used
to having a level of control over their lives and their work, and this approach deprives them of this. What's
more, because this leadership style is so often misused, it can have a profoundly negative effect on a team.
3.1.2 Example of leadership theories
Cristiano Amon is president and Chief Executive Officer of Qualcomm Incorporated, and also serves on
the Company's board of director. The Brazilian-born 51-year old has been described as “gregarious”,
“passionate” and “optimistic about everything.” In his San Diego office there is a life-size cut-out of the
engineer, his smiling face and an outstretched hand forming a thumbs up.

His strong leadership skill, authoritarian and transformational, made him gain control and grow. His
ability to steer a global enterprise and promote creativity is one factor that made him a great leader and
outstanding CEO.

During his first months as CEO, the pandemic largely robbed him of his personal touch. The past two
years have seen far more demand for chips than suppliers can handle, and while Qualcomm is described as
a “chipmaker,” it can’t ramp up production, because it has none — it outsources manufacturing to the
likes of Samsung, TSMC and Global Foundries. Still, while covid surged Amon navigated quarantines in
Taiwan and South Korea to secure a steady supply of chips from multiple sources, placing the company in
a better position than rivals amid the chips shortage. Working with suppliers to secure production is the
challenge on which Amon thrives.

Tom Reynold is an American guitarist and multi-instrumentalist known as both a solo artist and as a lead
guitarist for the Dave Matthews Band. Tim Reynold’s leadership style is best described as charismatic-
transactional, and it is linked to the institutional way of life he has adopted, his overall relationship with
employees, non-employees who are in some way associated with Servest as an organization, and his
attitudes toward life in general. In today's Servest, Tim holds the post of director (technical services and
parking). He is connected to everyone and has demonstrated from time to time in his reactions to events in
the office that the department he leads has no subordinates and that everyone should be treated as part of a
wonderful team. Burns(1978) stated that transformational leadership ‘occur when one or more persons
engage each other in such a way that leaders and followers raise each other to higher levels of motivation
and morality’. This is evidently Tim’s best tool for getting people to do the right thing. He has always
been the type to motivate and boost an employee’s morale at any given opportunity, he is always willing
to encourage people and is widely known with the slogan “you cannot give up now”, which happens to be
the way he ends all conversations especially in time of distress. He moves everyone to do extraordinary
things that impact performance and outcome of tasks in the office.

3.2 Management theories and example

3.2.1 Management theories.

Management theory approaches are classical approach, human relations approach, quantitative approach,
systems approach, and contingency approach.

The classical theory concentrates on organization structure and their management. Classical Approach to
Management: Scientific Management, Administrative Management and Bureaucratic Management
The application of scientific methods to increase individual workers’s productivity.

All work processes could be analyzed into discrete tasks and that by scientific method it
was possible to find the ‘one best way’ to perform each task.
 Each job was broken down into component parts, each part timed and the parts rearranged
into the most efficient method of working.
 Administrative management: The use of management principles in the structuring and managing
of an organization. Fayol developed the concept of ‘universality of management principles’ with
14 management principles.

Figure 3: Fayol’s 14 management principles (Source: toolshero, 2021

 Bureaucratic management: the notion of bureaucracy
 Organizations are divided into jurisdictional areas (e.g. production, marketing, sales, etc.)
with specified duties.
 Authority to carry them is given to officials in charge
 Rules and regulations are established to ensure their achievement

Human Relations Theory focuses specifically on the individuals needs and resultant behaviors of
individuals and groups. It takes an interpersonal approach to managing human beings. It presents the
organization is made up of formal and informal elements.

The quantitative approach to management involves the use of quantitative techniques to improve
decision making. Quantitative tools and techniques include statistics, linear-programming, decision tree,
network analysis, computer simulations.
Systems approach to management views the organization as a unified, purposeful system composed of
interrelated parts. Organization is an open system which interacts with the environment, transforming
inputs (resources) into outputs (products and services) and supply them to the outside world

Managers’ jobs in an organizational “system”:

 Coordinate and integrate the work activities of the various parts of the organization
 Recognize and understand the impact of various external factors such as suppliers, labor
unions, financial institutions, government agencies and customers.

Contingency approach:

 There is no single best way to manage people or work in every situation.

 Method that works in one situation may not achieve the same results another
 ‘It all depends’ on the total picture of internal factors and external environment of each
organization

For example: Qualcomm uses both human relations approach and contingency approach to manage the
organization. Cristiano Amon understands that the way workers feel will affect their work. He values his
employees; he offers them passion and convenient applications that allow them to develop on their own.
When Cristiano Amon became the CEO of Qualcomm, he delivered a real and passionate email to staff,
which helped earn him trust and sparked employees dedication, he then began having monthly “ask me
anything” sessions with workers, in which he addresses issues, answers questions, and assuages staff
anxieties. His authenticity and honesty can be shown through these sessions as he confessed about his
personal shortcomings, commitment to lifelong learning, and his aim to maximize trust in others. Under
Cristiano Amon’s management and leadership, others within qualcomm also shares the same goals and
aims, he understands what is the most suitable way to manage, rather than focuses on the right way to.
These management approaches match qualcomm because organizations change all the time.

3.2.2 Example of management theories

Google is a pioneer of global search, is currently recognized as ‘the best research engine in the world’.
This company’s success cannot do without by following the human relationship theory. Google treats their
employees well. This company is a big family. It is well known that Google provides the best working
environment for their employees, and also won the ‘Best working environment in the US’ award. The
working environment in Google makes people feels relaxed, because it gets rid of all the unnecessary and
overlabourated formalities, which gives an expression of ‘people oriented’. A representative of Google
said, ’We have no formal company culture, because it is easy to stimulate the creativity and inspiration’.

Google prominents personality, respects and encourages individual leisure hobbies. They provide a
‘decoration budget’ for each employee, we can see that all the working areas are decorated by the
employees, showing their own creativity. So the office here looks completely unlike an office, but the
paradise of the employees. Kaifu Li said, ’We have a unique name for each of our office, this is our own
creative. The working mode of Google is listening to each employee’s voice equally. We love this creative
atmosphere.’

Equality is the most important part of Google working mode. Not even you are a manager, or a staff, you
are all equal. There is a little story which happened at Google. A newly secretary have no ideas with the
printer. There was a man who waiting to use the printer taught her how to use it patiently. After she finish
printing ,she finally discovered that the man is the CEO of the company. In such an environment, you
always have an equal opportunity with the others. This will obviously increase the working enthusiasm of
employees.

Google provide equal return to their employees. The prize at Google is not according the workload
distribution, but depends on the importance of projects. Even if you are working on a project that the
others believe is useless, if you can prove that you are right, your opponents are wrong, then you will get a
great reward. Another thing in Google is very interesting. At the end of every quarter, Google will show
the staffs all the projects they were working on in this period. In the content of every project, there are the
name and photographs of the employees which has worked well. The reason for doing this is simple. As a
giant of Internet, each projects related to the lifeblood of the company. So every people that connecting to
the future of the company should be respected. And the employees which set as an example will know that
the eyes behind them, keeping on working well.

As following the concepts of Human Relations theory, Google creates a relaxed, harmonious and equal
working environment. Friendly competitions are always happening between the employees. This is the
premise of Google to keep on becoming a successful company.

IV. Leadership and management styles and organizational culture

4.1 Leadership and management style

There are many possible ways of describing leadership style. One of the best-known works on leadership
style is that by Tannenbaum and Schmidt. The continuum presents a range of action related to the degree
of authority used by the leader and to the area of freedom available to non-leaders in arriving at decisions.
Neither extreme of the continuum is absolute as there is always some limitation on authority and on
freedom.
 Figure 4: Tannenbaum and Schmidt Continuum of Leadership (Drew, 2019)
Tannenbaum and Schmidt suggest three factors/forces of particular importance in deciding what types of
leadership are practicable and desirable:

 Forces in the leader: The leader’s behavior will be influenced by personality, background,
knowledge and experiences. These internal forces include value-systems, confidence in
subordinates, leadership inclinations, feelings of security in an uncertain situation.
 Forces in the subordinate: Subordinates are influenced by many personality variables and
individual set of expectations about relationships with the leader. Characteristics of the subordinate
include the need for independence, readiness to assume responsibility, tolerance for ambiguity,
knowledge and experience to deal with the problem.
 Forces in the situation: The leader’s behavior will be influenced by the general situation and
environmental pressures. Characteristics in the situation include type and size of organization,
group effectiveness, nature of the problem, pressure of time.

For example: Cristiano Amon understands that what to motivate employees to work and create is
humanity, empathy, and the opportunity to develop, therefore he allows his staff have control over
identifying solutions, which will generate new ideas and help them grow in the long run. Ever since
Cristiano Amon became the CEO of qualcomm, he has tried to make the organization more civilized and
“less heartless”. Out of seven leadership styles in continuum leadership, Cristiano Amon embodies the
Leader Consults style, which gives him the right amount of authority – he takes control over assessing the
problem, he presents his choices relating to it, as well as letting employees have their own take at
developing plans to solve the problem; however, the final decision will be controlled and decided by him.
Likert’s system

Rensis Likert and his associates studied the patterns and styles of managers for three decades at the
University of Michigan, USA, and identified a four-fold model of management systems. The model was
developed on the basis of a questionnaire administered to managers in over 200 organizations and research
into the performance characteristics of different types of organizations. His four systems are designed to
highlight various organizational dynamics and characteristics built around interactions between
individuals. Notably, the systems explore various soft management/leadership skills such as trust-
building and their effects on the broader dynamic of the organization itself.

The four Likert’s systems are:

 System 1 – Exploitive authoritative.

Decisions are imposed on subordinates, motivation is based on threats, there is very little teamwork or
communication; responsibility is centered at the top of the organizational hierarchy.

 System 2 – Benevolent authoritative.

There is a condescending form of leadership, motivation is based on a system of rewards, there is only
limited teamwork or communication; there is responsibility at managerial levels but not at lower levels of
the organizational hierarchy.

 System 3 –Consultative.

Leadership involves some trust in subordinates, motivation is based on rewards but also some
involvement, there is a fair degree of teamwork, and communication takes place vertically and
horizontally; responsibility for achieving the goals of the organization is spread more widely throughout
the hierarchy.

 System 4 – Participative/Democratic.

Leadership involves trust and confidence in subordinates, motivation is based on rewards for achievement
of agreed goals, there is participation and a high degree of teamwork and communication; responsibility
for achieving the goals of the organization is widespread throughout all levels of the hierarchy.

McGregor’s theory X & Y

Theory X and theory Y are part of motivational theories. Both the theories, which are very different from
each other, are used by managers to motivate their employees. Theory X gives importance to supervision,
while theory Y stresses on rewards and recognition.

Theory X assumptions

 Theory X represents the carrot-and-stick assumptions on which traditional organizations are based:
  the average person is lazy and has an inherent dislike of work;
 most people must be coerced, controlled, directed and threatened with punishment if the
organization is to achieve its objectives;
 the average person avoids responsibility, prefers to be directed, lacks ambition and values security
most of all; and
 motivation occurs only at the physiological and security levels.

Theory Y assumptions

At the other extreme is Theory Y based on the central principle of the integration of individual and
organizational goals. Theory Y assumptions are:

 for most people work is as natural as play or rest;

 people will exercise self-direction and self-control in the service of objectives to which they are
committed;
 commitment to objectives is a function of rewards associated with their achievement;
 given the right conditions, the average worker can learn to accept and to seek responsibility;
 the capacity for creativity in solving organizational problems is distributed widely in the
population;
 the intellectual potential of the average person is only partially utilized;
 motivation occurs at the affiliation, esteem and self-actualization levels as well as at the
physiological and security levels.

4.2 Example of leadership style

Steve Jobs’ approach is best defined as autocratic. He had a “my way or the highway” approach to
leadership, and he believed that he was solely responsible for the decisions and direction of his team. He
knew that he was the one in charge, and he didn’t need to rely on collaboration and input from his team to
keep things moving forward. He believed that work was more efficient and effective when he made all of
the choices. He was even known to surround himself with like-minded, agreeable individuals who would
allow him to continue to execute his visions his way, no matter if they ended up being successful or not.

Jobs was unabashedly demanding, and he behaved as an autocratic leader because he wanted to be the
best. Still, this led to him being simultaneously criticized and praised by people both inside and outside of
Apple for creating what’s known as a reality distortion field: Jobs’ winning charisma and infectious
passion for his products led to an almost inescapable feeling that Apple and its products could do the
impossible.

Steve Jobs quote: “Be a yardstick of quality. Some people aren't used to an environment where excellence
is expected.”

Steve Jobs is often pointed to as the very picture of tough leadership, most of which is owed to his
incredibly high expectations. He set the bar high for the people who worked under him, and was known
for being ruthless at best. In order for Apple to excel, he knew that his team needed to excel. So, he wasn’t
willing to compromise on his expectations, and employees often had to work long hours, scrap ideas in
response to his negative feedback, and tolerate a lot of harsh criticism. There are many legends of him
firing interns following shared elevator rides, none of which have been definitively proven. Jobs was also
incredibly impatient, and wanted his employees to take action right away. He wanted them to work hard—
and work hard now.

Jobs was also a perfectionist to his core. He wanted everything Apple produced to be flawless. That meant
he obsessed over details—even the little ones. Vic Gundrota, the man behind Google+, shared a story that
captured exactly how much Jobs was attuned to details. He noticed that the second “o” in the Google logo
on the iPhone icon didn’t have the right yellow gradient, so Jobs immediately assigned team members to
take care of it. That’s right—the co-founder of Apple noticed a single letter in one small icon. Talk about
drive for perfection and an astounding level of attention to detail.

This style of leadership has made Jobs essentially synonymous with Apple, with one instantly recalling
the thought of the other.

4.3 Cultures of organizations

4.3.1 Types of organizational cultures

Charles Handy’s method of looking at culture prompted researchers to use it to link organisational
structure to culture. Handy identified four types of cultures, namely ‘Power Culture’, ‘Role Culture’,
‘Task Culture’ and ‘Person Culture’.

According to Handy, Power Culture can be symbolised as a ‘web’ and it refers to control that is spread
out like a network from the centre to the rest of the organisation (Handy, 1993). Power cultures are often
found in small entrepreneurial organisations such as property, trading and finance companies. When
organisations adopt a power culture, rules and bureaucracies are kept to the minimum. These types of
organisations are also political, where decisions are taken mainly upon persuasion rather than on
bureaucratic or rational basis (Handy, 1993).

Role Culture refers to a highly defined structured organisation in which employees have specified
delegated authorities and which are offered security and predictability. Organisations with a role culture
put their strengths in their pillars, their roles and areas of expertise. The pillars often include the finance
department and the purchasing department, and the interaction between them is regularly controlled by
rules and procedures, which are the major methods of influence (Handy, 1993).

According to Handy (1993), these type of organisations form hierarchical bureaucracies, and power is
derived from an individual’s position and not according to one’s expertise and professionalism.
Furthermore, organisations with role cultures are slow in recognising the need for change, and if the need
is recognised, it takes a long time for change to be implemented.
Task Culture, on the other hand, is job oriented and it is present in organisations where individuals work
as a team and power is derived only from expertise and only when required (Handy, 1993). Handy
represents this type of organisation as a ‘net’ in which much of the power and influence lies at the
‘interstices’ of the net. The task culture puts complete emphasis on getting the job done and hence, this
type of culture tries to assemble the suitable resources, the right employees at a suitable rank in the
organisation, and to let them knuckle down. This type of culture is very compliant, it is the most type in
which managers in middle, and first levels like to work.

For example: Organizational culture of qualcomm is task culture. Qualcomm's goal for 5G was a unified
connectivity fabric supporting diverse devices, services, spectrum, and deployments.To realize this goal,
they contributed core inventions to the first 5G standard — 3GPP Release 15, which established the
technology foundation for the 5G evolution to come in this decade.

A Person Culture is quite unusual and it reflects organisations in which individuals believe to be superior
to the organisation they are employed in. A group of employees who are in accord often follows goals and
objectives. Control systems and management hierarchies are not viable in these cultures except by mutual
approval. Influence is mutual and the power-base is usually expert, meaning that individuals do what they
are good at and are paid attention to on apposite matters. Handy postulates that individuals within this type
of culture are difficult to manage, and there is little influence that can be conveyed to tolerate on them.
This is because alternative employment is often easy for them to find due to their specialisations.

4.3.2 Example of organizational culture

Google is having a playful variation culture in the organization for the employees. This can enable the
employees to have an enjoyment environment and this will be able enhance the relationship between the
employees and strengthen their bond to work as a team. An enjoyment environment definitely can let the
employees to feel satisfied and subsequently will increase productivity. Apart from that, this will shape a
convenient work process for the employees that will smoothen the decision making process for the
management team. Google already identified the employees are the organization’s internal customers and
this is the reason why it has been constantly giving employees a sense of purpose, enhancing their self-
esteem and sense of belonging for being a part of the organization. The company was reorganized into
small teams that attacked hundreds of projects all at once. The founders give the employees great latitude,
and they take the same latitude for themselves. Eric Schmidt says that Google merely appears to be
disorganized. “We say we run the company chaotically. We run it at the edge. This can adapt the culture
Google and therefore they can individually to generate the ideas on their own.

4.4 Identify and explain various factors influencing the development of organizational culture

4.4.1 History
In July 1985, seven industry veterans came together in the den of Dr. Irwin Jacobs' San Diego home to
discuss an idea. Those visionaries--Franklin Antonio, Adelia Coffman, Andrew Cohen, Klein Gilhousen,
Irwin Jacobs, Andrew Viterbi and Harvey White--decided they wanted to build "Quality
Communications" and outlined a plan that has evolved into one of the telecommunications industry's
greatest start-up success stories: Qualcomm Incorporated.

Qualcomm started out providing contract research and development services, with limited product
manufacturing, for the wireless telecommunications market. One of the team's first goals was to develop a
commercial product. This effort resulted in OmniTRACS®. Since its introduction in 1988, OmniTRACS
has grown into the largest satellite-based commercial mobile system for the transportation industry today.

Qualcomm's current intellectual property portfolio includes more than 13,000 United States patents for
wireless technologies, with more than 180 telecommunications equipment manufacturers licensing them
worldwide.

This early success led the company to take a daring departure from conventional wireless wisdom. In
1989, the Telecommunications Industry Association (TIA) endorsed a digital technology called Time
Division Multiple Access (TDMA). Just three months later, Qualcomm introduced Code Division
Multiple Access (CDMA), a superior technology for wireless and data products that changed the global
face of wireless communications forever.

Today, Qualcomm plays a central role in the rapid adoption and growth of 3G and next-generation
wireless around the world. Qualcomm's current intellectual property portfolio includes more than 13,000
United States patents for wireless technologies, with more than 180 telecommunications equipment
manufacturers licensing them worldwide.

4.4.2 Strategy
The three major tenets of Qualcomm's positioning — portfolio, platforms, and partnerships — reflect
major market trends that emphasize the acquisition of intellectual property (IP) and technologies, the
arrangement of the IP and technologies according to how the end system will be used, and for encouraging
standards, for working with customers, and for where you don't have the necessary IP, find the right
partners. Qualcomm is approaching the IoT from its position of strength in connectivity IP for mobile
phones. Including Qualcomm's acquisitions of Atheros and CSR, Qualcomm's connectivity IP portfolio
extends from many flavors of cellular/WWAN connectivity to many flavors of WiFi and Bluetooth,
which, collectively, mean a scalable and adaptable portfolio for serving many IoT system segments across
many regions and use cases. From here, Qualcomm emphasizes an extensive IP portfolio that crosses all
major subsystems of a mobile phone and, at the same time, can be applied to systems in the IoT. In
processing, for example, many versions of Snapdragon are contained within Qualcomm's 25+ platforms.
In Qualcomm's approach, however, we see a major challenge of the IoT. The IoT is highly fragmented,
and each segment is highly focused on specific applications and use cases. Given the early state of the
IoT, it is extremely difficult to predict the actual direction of end demand and so customize technology to
specific applications and use cases; where demand is and so where one should direct one's R&D resources
is impossible to forecast. Thus semiconductor vendors, Qualcomm included, targeting IoT have resorted
to leveraging existing IP as much as possible, redeploying technologies into fairly generic platforms that
customers can adapt to their anticipated use case, and hedging on their public statements of the actual state
of end demand.

V. Conclusion
The report provides a study of numerous management and leadership theories, ideas, and applications as
well as how they are used in diverse companies to reflect how effectively they function in that
organization's setting. Additionally, a variety of management and leadership philosophies are examined to
demonstrate how they influence choices in various corporate contexts. Additionally, the paper provides
information of various leadership and management styles and assesses their efficacy in terms of corporate
culture and performance.

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