澳洲代写价格：关于昆士兰健康组织领导风格的讨论
Hersey-Blanchard所讨论的领导风格被用于讨论昆士兰卫生保健组织的领导风格。来自员工方面的主要问题之一是授权问题。公司使用的领导风格是授权，员工对这种风格并不满意。不同的员工表示，他们给出了不同的时间的建议，但过程是强大的和漫长的。他们不能很容易地与他们的领导者沟通，他们的领导者也不愿意接受他们团队成员的任何意见。他们只是在委派任务，用他们的权力完成每一项任务。成熟度维度表明员工有能力，但他们认为自己不能完成任务。Lukaszewski(2008)认为主要原因是缺乏领导人的支持。缺乏适当的激励和动力，阻碍了员工的成长。运用这一理论，确定了员工权力被剥夺、完全控制和员工在决策过程中不发挥作用等问题。
组织文化类型框架也被用来识别昆士兰健康的文化。通过分析，可以看出组织中存在层级结构。选择这种文化的主要原因是组织中存在着严格的控制，结构复杂而固定。组织文化是通过使用这个框架以及诸如:高层管理文化和决策制定不整合等问题来确定的。路径目标理论用于识别领导者的行为。路径目标理论认为，领导者使用最符合员工和组织利益的特定行为。这种行为有助于完成任务，同时提高员工的士气和动机(Northhouse, 2004)。调查发现，昆士兰的领导们使用全面控制政策和行为来完成任务，但这种行为对环境和员工都不好。在授权，员工动机，满意度和生产力的下降被观察。
澳洲代写价格：关于昆士兰健康组织领导风格的讨论
Leadership styles discussed by Hersey-Blanchard were used in discussing the leadership style at Queensland health care organization. One of the main issues coming from the side of the employees was about delegation. Leadership style used at the company was delegation and employees were not happy with these styles. Various employees suggested that they have given recommendation for various times but the process is strong and long. They are unable to communicate easily with their leaders and their leaders are not willing to take any input from their team members. They are only delegating the duties and using their power to get every task completed. Dimensions of maturity suggested that employees are competent but they do not think that they can do their tasks. Lukaszewski (2008) commented that the main reason was the lack of support from their leaders. Proper inspiration and motivation was lacking which was stopping the growth of employees. Issues of disempowerment of the employees, total control and no role of employees in decision making were identified by using this theory.
Organizational culture type framework was also used to identify the culture at Queensland health. After the analysis, it can be suggested that hierarchical structure is present at the organization. The main reason for selecting this culture was that strict control was present in the organization and the structure was complex and fixed. Organizational culture was identified by using this framework along with issues like: culture of top management and decision making not integrated.Path goal theory was used to identify the behaviour used by the leaders. Path goal theory suggests that the leader uses the particular behaviour that is in the best interest of the employee and organization. This behaviour helps in achieving the tasks along with an increase in the morale and motivation of the employee (Northhouse, 2004). It was identified that leaders at Queensland were using total control policy and behaviour for achieving the tasks but this behaviour was not good for the environment and for employees. Decrease in empowerment, employee motivation, satisfaction and productivity were observed.