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Roles That Managers and Leaders Play in

Creating and Maintaining a Healthy

Organizational CultureWith the emergence of a 'second generation of market orientation', the topic has become arich field for researchers to cultivate. Though marketing scholars have turned their 

attention to the critical role top leaders play in shaping and creating a market oriented

organization, no research to date has considered the impact of leaders' personal values in

the process of engendering a market orientation. We argue that personal values, the primary driver of motivation, fundamentally determine human behavior. The objective of 

this study is to fill the gap in the current literature by systematically exploring the

relationship between the two constructs. In this paper, a series of propositions is derived

which suggests that leaders with different sets of personal values tend to emphasizedifferent dynamics of market orientation. Consequently, we postulate that personal values

 play an invisible yet powerful role in impeding or facilitating the development of amarket orientation. This research leads to an important implication for managers: a more

 balanced market-orientated approach can be achieved if managers become more aware of 

the personal values they possess. Keywords: Personal values; market orientation;

 business performance

Managers and leaders create and learn how the importance of law of cash and decision

making in organization. Managers and leaders identify the relationship between them andtheir employees; they also play an important role in value of the efforts of their 

employees. Managers and leaders use the information elements to support the decisionmaking made by their employees so as to improve the safety and healthy workingconditions in the company.

They also ensure that resources are applied to those activities that return the great benefitand provide the highest value to the customers. Managers and leaders participate on cost

of products which the organization produces to give an understandable price to its

 products. Such products, the manager and leaders must witness the processing and the

activities such as labor, materials are accumulated to become unity to help healthyworking conditions. In order for managers and leaders to achieve a successful

organization, he/she should follow the following objectives; lead, change, create a shared

need, shape a vision, mobilize a commitment, monitor progress and change systems andstructures. Managers engage with employees to pursuit of joint goals of an organization

as leaders give a specific action in a relationship of a mutual stimulation and elevation

that raises the level of employee conduct. Managers must transform a mechanism that promotes a two way communication and the exchange of information and ideas. Leaders

and managers must establish and make a commitment with fellow employees on an

ongoing basis that leaders play the major role in maintaining and nurturing their 

relationship with employees by giving them their wants, needs and other motivations to

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create and maintain a healthy organizational culture.

Managers in organization change some needs as to achieve a higher level of employee performance, this changes are the management practices, safety culture of organization,

workforce deployment and work design. Managers must make sure that workers

implement the act of the organization so as to the productivity performance creates ahealthy working condition. Managers are there to supervise the workers to achieve the

organizational goals.

Functions of management that supports the creation and maintenance of a healthy

organizational culture.

PlanningThe management has to plan the core assets which are available for the product

development, sales and marketing of the product. Management has the responsibility to

 plan on how to fulfill its productivity goals, key development scenarios, plan a strategic

formulator to the workers, and give a development of production method and assessingthe percentage income of the organization.

Budgeting

Managers and leaders should show annual budgeting of an organization so as to enhance

development. Budget has to show the targets of an organization because the organization

should have its own goals to achieve.

Evaluating

A management which has great leadership and efficient functions gives motivation to itssurrounding. Workers are willing to follow different leadership styles. For example they

can get good ideas from observing successful companies because of its management and

they way leaders do or perform their functions. A leader must involve the team membersso as to develop and inspire the workers to work hard so as to achieve the targeted goal.

FacilitatingIn an organization it needs to have an energizing relationship both between the leaders

and the workers. The organization has to facilitate good working environment to its

workers so as to motivate and increase the effort of labor to the workers. Leaders should

develop trust by working the talk, doing what they preach. Implementation of theorganizational policy has to be focused in daily activities so as that the organization can

achieve its goals. Workers share responsibilities with their supervisors for understanding

and participating in formal development of the organization. (Mannas, 2006).

About The Author:

Robert Smith was born in New York in 1956. He has spent more than 12 years working asa professor at New York University. He is always fond of helping students with academic

writing. Now he spends most of his time with his family and shares his experience where

you can find instructions about writing a speech and writing a review.

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The Role of Leaders in Internal Marketing

Authors: Jan Wieseke, Michael Ahearne, Son K. Lam, & Rolf van Dick 

Executive summary

Internal marketing—that is, the application of the marketing concept to the internalmarket, in which “jobs” are the products to be marketed to employees—can overhaul the

face of a company. Several anecdotal accounts and meager empirical research underscore

the importance of internal marketing in enhancing employee understanding of corporatevalues, employee retention, customer satisfaction, and loyalty. Despite its intuitive

appeal, internal marketing appears to be losing steam among practitioners and academia.

The waning interests lead to the question, Is employee job satisfaction, the focal starting

 point of internal marketing, sufficient?

Adopting a social identity theory perspective, the authors propose that internal marketing

is fundamentally a process in which leaders instill into followers a sense of oneness with

the organization, formally known as “organizational identification” (OI). The authors testthis OI-transfer research model in two studies using data collected from regional

directors, business unit managers, and customer-contact employees in a large U.S. pharmaceutical company and approximately 400 German travel agencies. The results

show that the OI transfer takes place in the relationships between business unit managers

and salespeople and between regional directors and business unit managers, but not

directly from regional directors to salespeople. Customer-contact employees who identifystrongly with the organization achieve higher levels of sales performance, and both

employees’ and sales managers’ OI are positively related to their business units’ financial

 performance. However, job satisfaction is not related to business unit performance.

Among many important managerial implications, the studies show that the OI-transfer 

 process holds even in geographically dispersed working conditions, a phenomenon that is prevalent across several industries, especially in the era of globalization. The crucial link 

 between highly autonomous and geographically dispersed salespeople and the

organization, as well as its top management, is sales managers. The cascading effects of OI transfer underscore the critical but often neglected role of middle managers (e.g., sales

managers) in internal marketing. Ignoring these middle managers in internal marketing is

synonymous with breaking the cascading flow of OI transfer. Building OI among these

middle-level managers should pay off twice—first, by the leader’s direct influence on the business unit performance and, second, by igniting the multiplier effect among leader– 

follower dyads. In terms of implications for leadership, the studies show that charismatic

leadership does not necessarily exert a positive impact on followers when charismaticleaders do not perceive themselves and the organization as one.

Furthermore, although it is generally believed that high OI is beneficial, the studies showthat high-OI leaders with low charisma actually impair followers’ OI. These detrimental

effects are particularly visible for followers who work under these leaders for a longer 

time. Given the substantial performance implications of OI, firms that engage in internal

marketing activities should be aware of the possible liabilities of the interaction between

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charismatic leadership and leaders’ OI over time. In summary, this research provides

strong empirical evidence for the role of leaders, especially middle managers, in building

followers’ OI that lays the foundation for internal marketing.

References

Journal of Marketing, Volume 73, Number 2, March 2009