-Cut costs 3%

-Form relationship with local farmers in area

-Find new supply vendor for general stock items

-Narrow our focus

-Increase workplace efficiencies

-Create email address for IT and HR communications to go to
-Email is mandatory for external communications between collocated
departments
-Monthly Company newsletter
-Weekly Branch newsletter for initiatives
-Distribute number of remote employees based on geographic location as
company expands
- Allow divisional managers to approve things and make decisions (will also
increase employee satisfaction)
-Increase employee satisfaction
-Rebuild team culture
-More formal training for managers
-Give rewards (intrinsic or extrinsic) and promote people based on merit
-Review and Update SOP for punishment (distributive punishment)
-Same time zone or recorded meetings
-Open dialogue
a leader creates a caring and trusting environment where team
members are influenced to identify with the task and purpose of a
common goal to the point of being inspired and personally motivated to
use their skills to achieve the goal

Leading demands a greater awareness of the big picture than managing.

That is, managing tends to be more task- or process-focused, while
leading tends to be broader in its focus. Leading requires knowing how a
task or process helps complete a larger objective so that those directly
responsible for the end result of a given task or set of tasks may more
intelligently manage their responsibilities. It is necessary for a leader to
see the big picture in order to effectively lead and influence.

Functional managers are responsible for the efficiency and effectiveness

of a specific area of the business, such as accounting or
marketing. Supervisory managers, or team managers, are responsible
for coordinating a subgroup of a particular division or a team composed
of members from different parts of the organization.

A leader’s behavioral approach may not come from the leader’s cue but
instead originate from one or more environmental cues. In this case, in
the leader’s absence, an environmental situation may influence or cause
the follower to perform certain organizational tasks without the leader
explicitly communicating a task or purpose. This is an example where
leaders do not directly cause followers’ behavior, though they do
influence them by stating their intent (which can act as a communication
cue) if an environmental condition or stimulus of a particular nature
occurs. In this sense, the leader’s intent causes the follower to take action
based on the environmental cue rather than the leader’s direct
communication.
The autocratic leader makes the decisions, tells employees what to do,
and closely supervises workers. Autocratic leadership can be more
prevalent in large organizations where the leader or manager’s span of
control is increased and there’s less participation by the followers. In
these cases, only a few trusted agents or subordinates have influence on
decisions. Span of control can be defined as the number of subordinates
directly reporting to a leader or manager. Autocratic leadership often
leverages coercive power to motivate subordinates to accomplish tasks. 
Charismatic leadership manifests itself in a leader’s emotional
expressiveness, interpersonal communication style, or cues to shape,
inspire, and captivate others based on their personal identification with
the leader. The source of charisma can be a spiritual power or a personal
quality that gives an individual influence or authority over large numbers
of people.
Third, followers develop unquestioning loyalty and obedience to the
leader Lastly, followers are motivated to set or aim for bigger goals and
have greater confidence in their abilities to achieve the vision and goals
set by the leader.

Democratic/participative leadership encourages the participation of

followers in decision making and encourages leaders to work with
followers to determine what actions an organization should take.
The benefits of having a democratic leadership style are that employees
working under it feel they contribute to the organization at a high level,
tend to have high satisfaction, and are more productive because of their
participation in the organization’s decision-making process.

Organizational culture15 refers to a system of shared assumptions, values,

and beliefs that indicate what is appropriate and inappropriate behavior
within a given organization.
An organization’s culture may be one of its strongest assets, as well as its
biggest liability.
Culture, or shared values within the organization, may be related to
increased performance. 
Emotional intelligence is the ability not only to assess and control your
emotions but also to understand the emotions of those around you. 
Over time, experiencing these emotions at work can influence a person’s
job satisfaction and performance. Although company perks and
promotions can contribute to a person’s happiness at work, satisfaction
is not simply a result of this kind of “outside-in” reward system
 Ethics are defined as a set of values that define right and wrong when
applied to decision making
 Values are defined as principles or standards that a person finds
desirable. 
While there may appear to be a difference in the ethics of leaders and
those of an organization, often leaders’ ethics are expressed through
their organization, since leaders are the ones who set the ethics to
begin with.19 In other words, while we can discuss organizational ethics,
remember that leaders are the ones who determine organizational ethics,
which ties the conversation of organizational ethics into personal ethics
as well. If leaders can create an ethically oriented culture,20 then they are
more likely to hire people who behave ethically and do so throughout
their tenure at the organization.
More recently, social responsibility has been looked at as going above
and beyond even philanthropy. Past ideas on social responsibility
implied that the goals of generating profits and benefiting society were
inherently in conflict—in other words, businesses would have a hard time
making profits without harming society.
Creating shared value (CSV) is the premise that companies and the
community are tied so closely together that if one benefits, they both
benefit. 
In business, poor communication costs money and wastes time. It has
been estimated that workers spend 16% of their time in unnecessary
meetings and 23% of their time reading and responding to
unnecessary emails.6 In contrast, effective communication is an asset for
organizations and individuals alike. Effective communication skills, for
example, are an asset for job seekers. A study of recruiters at 85 business
schools ranked communication and interpersonal skills as one of the
most important skills they were looking for, with 89% of recruiters
saying these skills were important.7
Surveys find that when employees think their organizations do a good
job of keeping them informed about matters that affect them and when
they have access to the information they need to do their jobs, they are
more satisfied with their employers
Selective perception refers to filtering information to suit our own needs.
As much as individual- and team-level factors influence work attitudes
and behaviors, the organization’s structure can be an even more
powerful influence over employee actions. Organizational
structure refers to how the work of individuals and teams within an
organization is coordinated.
A closely related concept is span of control, or the number of employees
reporting to a single manager. In tall structures, the span of control
tends to be smaller, resulting in greater opportunities for managers to
supervise and monitor employee activities. In contrast, flat structures
involve a wider span of control. In such a structure, managers will be
relatively unable to provide close supervision, leading to greater levels of
freedom of action for each employee.
Research indicates that flat organizations provide greater need
satisfaction for employees, and greater levels of self-
actualization.48 According to consulting company Mercer’s 2020 Global
Talent Trends study, 46% of the companies surveyed reported that
flattening their organizational structure was on their agenda.49 But,
despite their popularity, there are challenges associated with flat
structures. 
Distributive justice refers to the perceived fairness of compensation,
favors, access, and reward outcomes in general
 Procedural justice relates to the perceived fairness of the decision-
making process used to determine the rewards or outcomes
When an unpopular decision is made, procedural justice tends to be an
overwhelming focus of those impacted by the outcome, and the situation
often requires a greater need for explanation and justification. For
example, imagine your organization needs to cut salaries for a three-
month period in order to reduce operational costs.

The use of intrinsic and extrinsic rewards can influence the ethical
culture of an organization. In one study by Adam Grant and
Jitendra Singh,32 employees who were offered more extrinsic rewards,
such as bonuses and higher pay, tended to behave more unethically than
employees who were offered intrinsic rewards, such as praise and
satisfaction. For example, at a Green Giant factory, insect parts were
discovered in frozen peas. In an attempt to combat this problem, the
factory began offering bonuses to employees who found the parts. As a
result of this incentive, employees began “planting” insect parts they
found at home into packaging and receiving bonuses for “finding” them.