HIGHER COLLEGES OF TECHNOLOGY Fujairah Womens College

EBMG N413 Leadership of Organizations

Student name Fatima Hassan Khulood Saeed Asma Ali Mousa Asma Ahmed

Student no. H00051680 H00051620 H00052102 H00051633

Signature

Faculty remarks: Marks:

Assessment one:
1. Name and logo of the organization: BlackBerry Research In Motion (RIM):

Historical background of the organization within the industry perspectives: RIM is the Company who lunched BlackBerry product line Research In Motion (RIM) they Started in 1984 a global leader in wireless innovation, revolutionized the mobile industry with the introduction of the BlackBerry solution in 1999. Furthermore, they Started in 1984 (Limited, 2012). In November of 2004, Research In Motion announced that there were over two million BlackBerry subscribers worldwide. This was up from one million earlier in the year. So yes, that means that it took five years to get the first million, and then 10 months to get the second. The third came just six months after that, in May of 2005. Less than a year later, subscribers totaled 5 million. However, in the past two years, RIM has added another 9 million subscribers, and now boast 14 million subscribers. So in less than three-and-a-half years, 13 million people have gotten their hands on BlackBerrys (Joe, 2008) They started with a pager device then they continue progressing to the 857/957 series where BlackBerry devices looked a little more like the models we see today. Later on, the added SureType which is the full QWERTY keyboard was the signature of the BlackBerry. However, some people found the device a bit bulky especially consumers who were used to traditional candybar and flip cellphone models. In addition, 8000-series BlackBerrys where at this point, they were seeing a ton of other Smartphones hit the market, so there was more competition. RIM responded with a sleek-looking device, which was released in

November of 2005, when subscribership was between 3 and 5 million. Surely, the 8700-series aided in RIMs climb to 5 million, which was accomplished in March of 2006 (Joe, 2008) And finally, the Curve Even though the 87- and 8800 series contained more consumer-friendly features, they were still a bit lacking in that department. Specifically, a camera was and had been missing from BlackBerrys from the get-go. Its been said that RIM opted not to include cameras because a number of professions disallow them (say, in a courtroom), or some bosses dont want them on their employees phones. Of course, these claims have been challenged, with people arguing that this was RIM intentionally holding back features. RIM delivered the camera, introducing the Curve in early May 2007. The helped RIM bleed further into the consumer market. In September of that year, T-Mobile added the Curve (8320), complete with WiFi. And, as we know, RIM developed a CDMA Curve, which was recently picked up by Verizon, Sprint, Telus, and Bell (Joe, 2008). The BlackBerry product line includes the BlackBerry PlayBook tablet, the awardwinning BlackBerry Smartphone, software for businesses and accessories. BlackBerry products and services are used by millions of customers around the world to stay connected to the people and content that matter most throughout their day (Limited, 2012).

3. Organization chart for Research In Motion:

http://www.theofficialboard.com/org-chart/research-in-motion 4

4. The major objective of RIM: To create a world class IT Operations Center (ITOC) in order to deliver various IT Infrastructure and application services including deployment, operations, support, maintenance & management services remotely for any global customer (ftp.hclinsys). RIM's three key goals for BlackBerry world 2012:1-Demonstrate BlackBerry 10 as a legitimate rival to iOS and Android. There are many competitors for Blackberry operating system and some of them are iOS (iPhone Operating System) and Android Operating System. RIM which is the Blackberry company producer tries to enhance the Blackberry phone so BlackBerry 10 is going to bring the BlackBerry world into a whole new age and RIM needs to show how doing this will deliver for their users a user interface environment worth using. 2- Show that BB10 is on-track for delivery by the end of 2012. Software delivery is the most important element in any hardware/software combination, or it is certainly the most important element here where theres more than one piece of hardware that the software works on. RIM has had a track record of delivering updates to BlackBerry devices, but its certainly not been a good one. RIM has a following out there in the world of business users still, they need to work to show them theyre on-track for giving them the updates that the competition is delivering or theyll be shut out (slashgear, 2012). 3- Display backing of key software developers both large and small. All businesses when they make sure that the number of their competitors is increasing they try to prove themselves more in the industry and that what has the Blackberry should do. For example, when Angry Birds Space was released one of the biggest stories surrounding it was the fact that Rovio did not intend on releasing it for Windows Phone. Less than a day after it was announced that Rovio had no plans for Windows Phone for this development, they changed their tune and assured the public that yes, indeed, Windows Phone would be included. Microsoft knows the 5

value of big-name software being ready for their own operating system and RIM needs to prove to the public that they know this too. 5. Products and services There are variety of blackberry products and services. And a lot of people used blackberry to connected the people throughout their day. The BlackBerry family includes best-in-class smartphones and software offerings, as well as the BlackBerry PlayBook, the worlds first professional-grade tablet. Setting the bar for mobile access to email, applications and more, the BlackBerry family of products also allows virtual real-time communication, so you can stay in touch with the people and information that matter most. Research In Motion Limited,2012. Smartphones:

BlackBerry Curve BlackBerry Curve 3G BlackBerry Curve 8520

BlackBerry Torch BlackBerry Torch 9800 BlackBerry Torch 9810

BlackBerry Bold

BlackBerry Bold 9780

BlackBerry Bold 9790 BlackBerry Bold 9780 BlackBerry Bold 9900

BlackBerry Curve 8520 BlackBerry Curve 9300 BlackBerry Curve 9320 BlackBerry Curve 9320/9220 BlackBerry Curve 9360 BlackBerry Curve 9380

BlackBerry Torch 9860 Blackberry P'9981 Bold Series

Software: There are different kinds of software such as BlackBerry 6 OS, BlackBerry 7.1 OS, BlackBerry App World, BlackBerry Desktop Software, BlackBerry Media Sync ,BlackBerry Messenger, BlackBerry Mobile Data System, BlackBerry Theme Studio, Business Software Research in Motion Limited,2012.

6. Role of leadership, management style and type of employee in the organization Role of leadership: Thorsten Heins was named President and Chief Executive Officer at Research In Motion in January 2012. He previously served as Chief Operating Officer, Product Engineering, overseeing the BlackBerry smartphone portfolio world-wide. Prior to joining RIM in 2007, Thorsten held several positions in the wireless arena including the Chief Technology Officer of Siemens' Communications Division and several general management positions in Hardware and Software businesses. RIMs star product, the Blackberry, is much to blame for the misery in which the company finds itself at the moment. Launched in 2003, its multitasking abilities included push email, which was something of a novelty at the time of its launch made the device indispensable to the extent that it acquired the nickname crackberry. But the addictive allure of the contraption quickly faded, as a younger and more attractive model entered the scene, namely the glamorous iPhone. Due to the roaring popularity of Apples constantly evolving smartphone, sales of Blackberry devices have dwindled sharply, with RIM shares taking an equally dramatic nosedive. For the three months leading up to 3rd March 2012, the company suffered a net loss of $125m while it took home a profit of $934m the previous year. First time CEO This is Heins first CEO role, at 54 years-of-age, but his CV is studded with a range of other executive positions in the wireless arena, one of the most notable being the role as Chief Technology Officer of Siemens Communications Division. It was these credentials, coupled 7

with a physics-based education, that convinced the RIM management that Heins was a suitable recruit. Hes had classic training in physics and numerous engineering roles, and has also gone through Siemens management training. So he has a tremendous amount of experience in the category that we work in, said RIM founder Lazaridis in a recent interview published by Bloomberg corporation. So what is the first-time CEOs track record of nursing the struggling divisions back to health? Not so good, it appears. While he is allegedly in possession of a good technical vision which contributed to some success at Siemens in terms of the launch of new business lines, his talent at reinvigorating units in need of a boost is less impressive. His disappointing attempt to improve the state of Siemens cell-phone unit comes to mind. This failure has given his critics a reason to deem his chances of successfully reinvigorating RIM rather slight. On a personal level, Heins is a man with a love of the outdoors who likes to keep himself to himself, and his name is little known in the industry. A media-friendly hotshot he is not; he isnt likely to provide the papers with juicy gossip, unless it relates directly to his performance at RIM. In terms of the day-to-day running of the company and the handling of staff, Heins managerial method is based upon honesty. The first thing you need to do with your employees is youve got to be open, Heins recently told Bloomberg. Tell them where we are. Theyre thinking it themselves anyways. You cannot sit there and say, Hooray, hooray, Im rocking in the US if you arent. So you have that realism there. But also, you have to get them excited about the future of BlackBerry. While he comes across as agreeable, fair and honest, Heins apparently has a tougher side, and has admitted that he can be dictatorial if needed. He is also known for being quite direct, and doesnt ever shy away from speaking his mind and saying no. Future-proof strategies

Despite dire headlines and shocking losses, Heins stubbornly maintains that RIM is not as badly beaten up as rumour suggests. On the positive side, the company is debt free and is allegedly in possession of a cash sum of $2bn, while it counts a mighty 77 million subscribers to its client base. Theres no denying that sales in the US are in dramatic decline, but the company is enjoying success in some other regions, including Venezuela, Indonesia and South Africa.

Region-specific successes aside, RIM still has a long way to go if it is to win back its corporate consumer base. The decline of individual consumers has certainly contributed to the companys lacklustre results, but the most significant blow has been the drop in orders from big corporations, entities that that now prefer to equip their staff with iPhone or Android variants. Last summers London riots served to widen the gap between Blackberry and its desired corporate image, as Blackberrys free BBM messenger service was the favoured tool of communication between young looters and troublemakers. To distance Blackberry from this unfortunate demographic, Heins has confirmed that he intends to bring back the product line to its roots as a business-friendly tool above all. Other survival tactics include the imminent launch of the Blackberry 10, along with the arrival of a new operating system that is long overdue. Heins says these steps will help to redefine mobile multitasking. He also believes the strategy will provide a future-proof platform for RIM. In the ruthlessly competitive and fast-paced world of mobile technology, there is no such thing as future-proof and complacency could prove lethal. EuropeanCEO Management style: Managers have to perform many roles in an organization and how they handle various situations will depend on their style of management. A management style is an overall method of leadership used by a manager. When we look at this through the lens of FACET Leadership, some clear challenges arise: 1. FOCUS: RIM obviously needs to regain its FOCUS. Right now, it needs to focus its attention on regaining the trust of its once loyal customer base. And it needs to revisit and answer the question, who do we serve? - corporate or consumer or both? Can the one brand serve both markets, or do they need to split the company up? 2. AUTHENTICITY: This is the bedrock upon which all organizations exist. Are they trying to be themselves, or a poor imitation of their competitors? It certainly looked as though they were following the herd when they introduced the BB Playbook, and the market responded accordinglywho needs another tablet?

3. COURAGE: RIM need to answer the question What do we need to STOP doing; START doing and CONTINUE doing? The most difficult question for any leadership team to effectively answer is the STOP doing one. The two resignations are a start, but they need to go beyond restructuring. 4. EMPATHY: RIM needs once again to listen to its stakeholders. These resignations had been called for over a long period, and it felt like they were not listening to investors or customers. That has to change. 5. TIMING: Perhaps the biggest weakness in recent years has been RIMs poor timing of product innovations. Too little, too late. They keep talking about the forthcoming launch of the Blackberry 10. Will it implode like the Playbook? They need to time the launch so that it is not overshadowed by a competitiors new product launch. Are you listening Apple? Affinity Consulting and Trainig Inc, 2011-2012. Type of employee: eResearch In Motion provides benefits to full-time permanent employees in all regions globally. The benefits are competitive in the local market. Benefits available to all employees around the globe include:

Employee Assistance Plan, which provides confidential short-term counseling, referrals and information on a variety of issues (i.e. personal well-being, parenting, financial issues, work issues, legal issues, bereavement/grief, addiction and recovery, and other areas)

It has Gym and fitness center membership subsidy for full-time employees There are another benefits that provides for the full time employees which is worldwide travel and medical emergency assistance program.

The Worldwide Travel and Medical Emergency Assistance Program (Global Travel Program) is provided to all full-time Research In Motion employees. For personal travel, their eligible dependents also have access to the program. Whether you're traveling for business or pleasure, the assistance provided includes: immunization recommendations, local medical clinics, online country guides, medical referrals, foreign language assistance and legal assistance. Research In Motion Limited,2012.

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7. The problem you are researching about that organization: Problems in BlackBerry Messenger: BlackBerry Messenger helps you to communicate with users who have a BlackBerry device. You can send messages to your contacts, change your status and display picture, and organize contacts into contact categories. During a chat, you can send files such as voice notes and contact attachments. BlackBerry Messenger is the marque feature for buying a BlackBerry for many people. BlackBerry messenger is unique because each user has a unique PIN that allows other BlackBerry users to contact them. Plus, BlackBerry Messenger PINs are typically shared more readily than phone numbers, which means news can spread through the network more quickly than via text messages (How5, 2012). BlackBerry Messenger Features (Pictures included) :

The Above picture is representing the BBM icon.

In my profile, you can see the My Pin Code and here users can change their display name, status, display pictureetc. 11

Users can organize their contacts by sorting them into different categories.

The above mobile shot is displaying what the regular messenger page look like.

And showing how animations are very simple

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However, these days BlackBerry Messenger has lots of problems. First of all, pictures and vides dont appear in the messages directly because users should click on links. Thats a problem because BlackBerry users feel frustrating and it waste their time. As you can see in this picture:

Another problem that there is no video calls feature BlackBerry users can only text each other which mean there is no face to face conversation in real time. Thats a problem because many messengers application for smart phone have video calls features for examples, Tango and Skype. Also, social networks develop very fast and that increase that demand of having free video calls which will help them communicate easily. Tango Free Video Call Feature:

http://pinoytutorial.com/techtorial/wp-content/uploads/2011/10/tango-video-call-1.png

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The Solution: The solution is to develop BlackBerry messenger to be the most grateful tool of communication. We want to develop BlackBerry messenger to make it not only for being social network, but also a beneficial service for business functions too. In the social network part we will develop BlackBerry messenger by making the pictures and videos to be instantly available in the blackberry messenger, and that users dont have to click on a link to view the available content. This will surely make the interface more convenient and user-friendly. In addition, we will add free video calls feature in BlackBerry Messenger where people can talk face to face conversation in real time. Whats more, we will add a Voice Chat for Black Berry Messenger where you can convert your voice command as text while chatting with your near & dear ones on BlackBerry Messenger with Voice chat Application. This will help us chat conveniently without typing. So, In the BlackBerry Messenger will have the feature of Speech to Text in it whatever you say it will be typed automatically. Plus, this feature is important because some people prefer to speak rather than texting, and some of them like to try new things. Furthermore, in Blackberry messenger we will add an optional feature where Blackberry users can buy products. Thats doesnt mean that we will have 2 different messenger it will be just one messenger which include online shopping feature. To require this feature BlackBerry users will pay additional charges to implement this service. The BlackBerry users can communicate and buy from many well-known vendors. Additionally, dealers can use BlackBerry messenger to work together more easily and respond more quickly to customer orders. Plus, the Payments will be immediate so, that will save lots of time. Also, we will add secure payment software where users can safely put their billing information. It will be below the profile bar to make it in front of the users eyes and whenever they want to buy it will be just a click a head of their chats. Also, there will be cooperation with PayPal service to give the users the best security. In the BlackBerry online shopping there will be different categories to match different users needs like; clothes, sunglasses, accessories for both males and females to satisfy all types needs and wants. In Conclusion, according to RIMs new CEO Thorsten Heins said RIM has been very keen to keep its BlackBerry Messenger crown jewel as a key feature that is exclusive to its hardware (Haslam, 2012).

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During our research about BlackBerry smart phone in Future we found a video of how BlackBerry will look like in the future. And its express our idea of BlackBerry Online Shopping: 1. This how Blackberry Online shopping will appear where the users can purchase goods.

2. At the same time the users can chat in BlackBerry Messenger with their friends asking them about their opinion of the product. So, the BlackBerry messenger will not be only for being social network, but also a beneficial service for business functions too. Plus, BlackBerry users can communicate and buy from many well-known vendors. Additionally, dealers can use BlackBerry messenger to work together more easily and respond more quickly to customer orders. Plus, the Payments will be immediate so, that will save lots of time.

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3. They are also able to talk in groups taking different opinion from different people.

4. Also, our BlackBerry Massenger users will be able to talk to vendors with video calls. Because its a great feature to add and some people like to interact with each other face to face but the distance is a problem but not with this feature.

5. Different products for different venders will be available in the BlackBerry Online Shopping. So, since the customers order the products the dealers will easily and respond more quickly to customer orders and the Payments will be immediate.

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To sum up, that all will be under the internet service of ETISALAT and DU packages. Video link: http://www.youtube.com/watch?v=6TQtrXyeIhY

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Assessment Two: Past and current leadership theory includes social responsibilities, personal growth, and setting, implementing and reaching personal and organizational goals. With knowledge comes expectation by oneself and others (Ascher, 2006). The study of leadership is vast and crosses many disciplines. Beyond the great man theory and trait theory (Stogdill, 1974) of "leaders are born, not made" and behavioral theories (Skinner, 1967) of "leaders are made, not born", the organizational theories of contingency (Fiedler, 1964) of worker and context productivity, the give and take of transactional leadership (Bass, 1985), the ethical and humble servant leadership (Greenleaf , 1977), and the high moral values of Burns' transformational leadership all add components toward understanding the complex nature of leadership. More recently, transformational leadership by Bass (1985) places great value on personal development through the reciprocal interaction of leader and followers. Nested within this transformative theory are authentic leadership (Avolio, 2005), principle centered leadership (Covey, 1992) and value-centered leadership (Chappell, 2005) which place a premium on creating a positive work environment for spiritual growth and development while highlighting self-awareness (Asher. 2005). These theories place a premium on transforming beliefs into action. In order to improve our products and services in BlackBerry we have to look for the latest theories of leadership which will make us aware of what happening in other companies and what are the currents trends of leadership. Interest in leadership increased during the early part of the twentieth century. Early leadership theories focused on what qualities distinguished between leaders and followers, while subsequent theories looked at other variables such as situational factors and skill levels. While many different leadership theories have emerged, most can be classified as one of eight major types (Cherry, 2012). And we will pick some of those eight models. Great leaders are born, not made. These theories often portray great leaders as heroic, mythic and destined to rise to leadership when needed. The term "Great Man" theory focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers and aspects of the situation. (Cherry, 2012). This model depends on 18

the current situation that cause to any company where they have to choose the right and the best for them . Different styles of leadership may be more appropriate for certain types of decisionmaking. For example, in a situation where the leader is the most knowledgeable and experienced member of a group, an authoritarian style might be most appropriate. In other instances where group members are skilled experts, a democratic style would be more effective. (Cherry, 2012). Thats support Participative leadership theories which suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others(Cherry, 2012). Management theories, also known as transactional theories, focus on the role of supervision, organization and group performance. These theories base leadership on a system of rewards and punishments (Leadership and theories,2012). Also, Managerial theories are often used in business; when employees are successful, they are rewarded; when they fail, they are reprimanded or punished. Learn more about theories of transactional leadership. Relationship theories, also known as transformational theories, focus upon the connections formed between leaders and followers. Transformational leaders motivate and inspire people by helping group members see the importance and higher good of the task. These leaders are focused on the performance of group members, but also want each person to fulfill his or her potential. Leaders with this style often have high ethical and moral standards(Leadership and theories,2012). Furthermore, Leadership is the art or process of influencing people so that they perform assigned tasks willingly and in an efficient and effective manner. According to Gary Yukl (Leadership in Organizations) successful leaders are capable of adapting to changed circumstances, aware of the social environment, ambitious and assertive, willing to co-operate with others and decisive when making decisions. They can be trusted, they tend to assume a dominant role with a group, and they have energy and are persistent. They have self-confidence, they can absorb a great deal of stress and they are willing to take on a role of responsibility. Leaders tend to be intelligent, creative, to have tact and diplomacy, possess good communication skills and to be persuasive, to be knowledgeable, to possess good social skills, to possess self-discipline and be capable of organizing things. 19

In addition, the authoritarian style is associated with the Classical Theory of Motivation, whereas the democratic style is associated with the Human Relations Theory of Motivation. There has been some tendency to favor the democratic style of leadership in modern times (post Second World War). (center, 2008). However, there is also a recognition that the effectiveness and choice of leadership style depends on the nature of the task, and this leads to Fiedlers Contingency Model (center, 2008).Fiedler`s studies led to the conclusion that a taskorientated manager will be the most effective when relations are good, the task is highly structured, and the leader has substantial power and authority and when the complete opposite applies (center, 2008). In situations where relations are only moderately good, and the leader has a degree of power and authority, then the relations approach (as discussed in the Ohio State Studies below) is deemed to be more suitable (center, 2008). Another theory, Houses Path-Goal theory suggests that the most effective leaders are those who show employees how their performance will lead directly to tangible results. In House`s study two broad factors determine the appropriate leadership style 1) Characteristics of the subordinate age, ability, acceptance of authority 2) Environmental factors - nature of the task, structure of the organization. A general rule is that employees performing routine and highly structured tasks prefer a supportive leader, whereas employees performing unstructured tasks prefer a leader who directs the workforce (center, 2008). Researchers at Ohio State University in the 1940s developed a two-dimensional matrix to analyze leadership effectiveness. One dimension was task-orientated behavior and the other was consideration for employees. Task orientated behavior includes establishing policies, seeing that deadlines are met, exerting pressure, and emphasizing performance. Considerate behavior included praising, listening, explaining and seeking opinions. Leaders could then be placed into a box on the matrix according to their skills (center, 2008).

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Leadership & Management Styles. (2005, July). Retrieved October 20, 2012, from blacksacademy: http://www.blacksacademy.biz/ba/civ/XG9hg1anx/1Y5NLpsqc6.pdf

Research suggests that a leader who is high on both dimensions is seen as the most effective by subordinates. Robert Blake and Jane Mouton developed this matrix into a grid, and identified five positions in the grid corresponding to different types of leadership (center, 2008).

Leadership & Management Styles. (2005, July). Retrieved October 20, 2012, from blacksacademy: http://www.blacksacademy.biz/ba/civ/XG9hg1anx/1Y5NLpsqc6.pdf

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Again, the implication is that the best form of leadership is the provided by the Team Manager who expresses both high concern for people and high concern for the task. Rensis Likert identified four management styles (center, 2008); firstly the exploitative, authoritarian, style where management is by fear and coercion, and communication is top-down firstly, Benevolent authoritarian, where management is by carrot rather than stick, but subordinates are still basically subservient. Secondly, Consultative, where management uses both carrot and stick and does talk to employees and thirdly, Participative, where management provides economic rewards and is concerned to get employees involved in groups capable of making decisions. Likert claims that supervisors with the best record of performance tend to be those who are employee centred, to regard their chief task as dealing with people rather than work and who focus on building effective work groups that in turn were set high achievement goals (center, 2008).

It is useful to distinguish between managers and leaders; managers have legitimate or positional power as a result of their post. However, for leaders the source of their ability to influence others comes from their expertise or from their personality. It is possible to be a leader without being a manager, and possible to be a manager with no leadership skills. On the other hand, the best managers are also leaders (center, 2008). John Adair claimed that people can be trained for leadership as a transferable skill and that leadership is not a matter of inborn aptitude. The central skills are decision making, communication, and the ability to manage time. In his action-centered learning model he argues that working groups share three areas of common needs: the need to accomplish a common task, the need to be maintained as a cohesive social unit or team, and the sum of the groups individual needs. The functions of leadership are: planning and initiating, controlling and supporting, informing and evaluating (center, 2008).

On the other hand, Warren Bennis argues that whereas managers do things right, leaders do the right thing. Leadership can be taught and learned. The best leaders are ideas people, conceptualists. The most impressive and memorable quality of a leader is the way he responds to failure. Leaders dont think in terms of failure. Functions of management includes (center, 2008). 22

There are some of the functions of management which are useful first one is the manage personnel which include, employee resourcing, training and development, pay and employee relations. Second one is production and operations management which includes, purchasing of raw materials and input goods and services, research and development, distribution, design, planning, operation and control of production. Third, financial and accounting and the fourth is the marketing. Additionally, Mintzberg's Ten Management Roles are a complete set of behaviors or roles within a business environment. Each role is different, thus spanning the variety of all identified management behaviors. When collected together as an integrated whole (gestalt), the capabilities and competencies of a manager can be further evaluated in a role-specific way. The ten roles explored in this theory have extensive explanations which are briefly developed here (center, 2008). The Mintzberg's Ten Management Roles are firstly, figurehead: all social, inspiration, legal and ceremonial obligations. In this light, the manager is seen as a symbol of status and authority secondly, the leader: duties are at the heart of the manager-subordinate relationship and include structuring and motivating subordinates, overseeing their progress, promoting and encouraging their development, and balancing effectiveness. Thirdly, liaison: describes the information and communication obligations of a manager. One must network and engage in information exchange to gain access to knowledge bases. Fourthly, monitor: duties include assessing internal operations, a department's success and the problems and opportunities which may arise. All the information gained in this capacity must be stored and maintained. Fifthly, disseminator: highlights factual or value based external views into the organization and to subordinates. This requires both filtering and delegation skills. Sixthly, spokesman: serves in a PR capacity by informing and lobbying others to keep key stakeholders updated about the operations of the organization. Seventhly, entrepreneur: roles encourage managers to create improvement projects and work to delegate, empower and supervise teams in the development process. Eighthly, Disturbance handler: A generalist role that takes charge when an organization is unexpectedly upset or transformed and requires calming and support. Ninthly, resource allocator: describes the responsibility of allocating and overseeing financial, material and personnel resources. And the last one is negotiator: Is a specific task which is integral for the spokesman, figurehead and resource allocator roles (center, 2008). 23

As a secondary filtering, Mintzberg distinguishes these roles by their responsibilities towards information. Interpersonal roles, categorized as the figurehead, leader and liaison, provide information. Informational roles link all managerial work together by processing information. These roles include the monitor, the disseminator and the spokesperson. All the remaining roles are decisional, in that they use information and make decisions on how information is delivered to secondary parties (center, 2008).

The core of Mitzberg's Ten Managerial Roles is that managers need to be both organizational generalists and specialists. This is due to three reasons. The first one is external frustrations including operational imperfections and environmental pressures. The second one is authority disputes which upset even basic routines. The third reason is the expected fallibility of the individual and human, manager (center, 2008). Mintzberg's summary statement may be that the role of a manager is quite varied and contradictory in its demands and that it is therefore not always the lack of managerial prowess, but the complexity of individual situations demanding a variety of roles, which troubles today's manager. Moreover, the ten roles, therefore, can be applied to any managerial situation where an examination of the levels to which a manager uses each of the ten 'roles' at his or her disposal is required (center, 2008).

Therefore,Top managers can demonstrate commitment and involvement by: allocating one of the best managers to Research and development as a new product director, and making him report directly to top management; assigning the best people to the new product team; making sure that new products are prominently displayed in the annual report; signing off the game plan for new products and reviewing it regularly. Top managers committed to the research and development process will clearly communicate how important new products are to the company's future growth, and this will make all believe and have faith in it. Top managers can demonstrate commitment by: pulling all middle managers together to garner commitment to the new product process; participating in training and development activities; going regularly to the research and development department; being involved in the new product development process on a regular basis; participating in decisions that relate to allocating financial and human resources for new products (Cooper, 1993, 1998; Kuczmarski, 1993). Leadership styles The new product directors' primary responsibility is to: "plan, direct and coordinate the new product process. Primary focus 24

should concentrate on new to the world products, new to the company product lines, selected line extensions that require a technological application, and totally new business ventures or acquisitions that would take the company into new business" (Kuczmarski, 1993, p. 212). But what are the drivers for a successful new product director or manager who is to achieve business excellence in research and development? According to Kuczmarski (1993, p. 213), the mandatory skills required for a successful new product director or manager are: "Demonstrated leadership qualities; strong people-motivating skills: solid people-handling skills with experience in working effectively with various functional departments. Analyticaldriven risk taker; entrepreneurial instincts and good intuition; exemplifies and encourages product champions; has visions and a positive mental mindset. Established manager with confidence and respect of peers; has personal credibility with top management-elder statesman status (business maturity and judgement); insightful understanding of, and sensitivity to, the internal culture of the division." Kuczmarski (1993, p. 213) also deals with desired skills required for the manager: "proven track record of getting things done on time while meeting objectives set; previous line-management operating experience; appreciates the analytical approach to new product development; sensitive to, and previous involvement in, the creativity process; superior selling skills-both to internal management and externalities; strong communicator-upward, downward and across; well organized, strong administrative and detail skills; good rapport with the division president and marketing and technical directors". Whats more, Five leadership styles were crucial drivers of business excellence: In a European study, Dahlgaard et al. (1997b) found five leadership styles which were crucial drivers of business excellence. Four of the five leadership styles have a strong relationship to the success criterion 'creativity', and they are characterized by the following key attributes (Dahlgaard et al., 1997, p. 38). The captain: "commands respect and trust, leads from the front, is professionally competent, communicative, reliable and fair. The strategic leader: focuses on strategic goals, takes a holistic view of the organization, a good planner, avoids day-to-day details, processoriented, trustworthy. The team builder: tolerant, gives feedback, acts as a coach, motivates, inspires, and is supportive. The creative leader: innovative, visionary, courageous, inspiring, strong sense of ego." A remarkable result emerged from the study. When the chief executive officers' (CEOs') and employees' expectations are compared, the most significant gap exists in the creative style. Dahlgaard et al. (1997b, p. 39) conclude that "European employees seek a 25

leader who acts as a source of inspiration and motivation". The CEOs did not show much respect for the identified creativity criteria (see also Dahlgaard et al., 1997a). The Important of Interpersonal Leadership for new product development: When top management holds an individual accountable for a goal, it must provide the necessary resources. The roles and responsibilities for each participant in the team have to be clearly expressed. This delegation of responsibility will raise the motivation level. Interpersonal leadership Good communication is essential for infusing quality principles and methods into Research and Development -it gives a clear understanding of new products, the new product strategies to be followed, which processes are necessary to reach, the goals, etc. Information exchange between top managers and employees will encourage commitment. Failed communication makes people "lose hope of ever understanding the relationship of their work to the work of others, yet they do not talk with each other" (Deming, 1993, p. 31). Good and effective communication requires frequent dialogue. A well performing teamwork demands a leader who provides an environment where open communication is the norm. Moreover, a successful product development program needs to create a company culture that is closely linked to new product strategies (Kuczmarski, 1993, p. 193). Booz et al. (in Kuczmarski, 1993, p. 197) identified the following factors as having a positive influence on the product development culture: assigning the best managers; supporting entrepreneurial behavior; compensating managers consistent with long-term goals; treating the process as an investment rather than an expense. So, three different aspect of decisions making are important in relation to product development: Three different aspects of decision-making are important in relation to product development. First, when top managers have to make decisions about new product development they want to base their decisions on facts. Second, top managers should always try to ensure the widest possible participation in strategic planning for new products. Third, top managers should participate in decisions about allocating financial and human resources. Risk taking "It is top managers who must lead the risk taking and accept the uncertainty of profit generation from new products" (Kuczmarski, 1993, p. 14).Warren says one of the most important qualities in a leader is vision a clear sense of where to go. A vision creates order without demanding it. If the leaders vision is clearly articulated it will be most effectively realized by others who share it. In addition, leader vision has positive effects on follower 26

outcomes, resulting in high trust in the leader, high commitment to the leader, high levels of performance among followers, and high overall organizational performance. Whats more, the researchers recognizes that the increasing convergence of business across industries, regions and competencies will continue to push organizations vision scope beyond national borders so, they expect a global leader of the future to pursue opportunities throughout the world; virtually all reaches of the global fair prospects to compete in the fierce business environment of the future (Warren Bennis , 2001). Besides, Leader now more than ever needs to respect the people work with them. Talent is becoming a scarce resource and in competitive labor markets, firms need to find ways to keep talent they already have. There is a need for extraordinarily flexible leaders to transform todays organization. The key to this new work environment is freedom and trust. Employers will expect more from their workers, but in return will be more responsible to their employees. Expect a form of flexi-time to be offered, where the hours will be set depending on when individuals work their best, and to be able to work in any environment they feel comfortable, including telecommuting. This flexible culture is perceived to be possible in an organization where the leader respects different work styles and values. Relaxed dress codes, day-care service, and a family-friendly environment are just a few of the many changes that this generation expects to see in the organization of the future. This generation of workers will value mutual respect between employer and employee and greater individual freedom within a productive, flexible work environment led by personable, respectful and tolerant leaders-real or virtual (Warren Bennis , 2001). Due to rapid pace of organizational change, the number one characteristic identified for the global leader of the future is open mindedness. A leader who embraces the status quo will be easily defeated by a competitor who is willing to try new ideas, seek out new opportunities, and change as needed- both within the corporation and the industry. In addition, Future leaders should focus on empowering their employees by listening and responding to their ideas, issues, and ways of thinking and approaches to their work. It is the responsibility of a leader to be open to all kinds of people and recognize the opportunities and different perspectives that diversity brings to an organization without regard to gender, race or religion. This person should be intolerant of racial discrimination and harassment and should also promote people fairly. Plus, 27

cultural diversity training and international experience will be an integral part of the leadership development process. So, all future leaders should have some sort of international experience, whether that means travelling abroad or working overseas. (Warren Bennis , 2001).The leader of the future should be technologically savvy and use the technological resources necessary to make the company more efficient and competitive. It is so important for leaders use technology to improve the quality and expedite the flow of communication. Leading virtually involves leading people from different departments, organizations, countries, and sometimes even competitor companies (Avolio et al. 2001). In virtual teams, challenges are more likely to occur when distributed work occurs in different time zones, when local communication and human infrastructures fail, when team members hardware and software platforms are different, or when local work demands require the immediate attention of collocated managers and workers, thereby creating pressure to pursue local priorities over the objectives of distant collaborators (A. Weisband 2008b, p. 6). Zigurs (2003) suggested that traditional leadership models built on a foundation of face-to-face interactions may not fully explain how virtual leadership and teams work. Specifically, how one provides feedback, encouragement, rewards, and motivation needs to be re-examined where leadership is mediated through technology. Zigurs (2003) suggests that the continuing development in technology such as increased bandwidth, wireless networks, integrated handheld devices, voice input, built-in video, video walls, and automatic translation will no doubt have a significant impact on how virtual teams communicate and how leadership is manifested in such teams (Warren Bennis , 2001). Another point is that Charisma is one characteristic that, the research believes will always be vital to successful leadership. Executives may have all the necessary technical and industry knowledge, but they will not be effective if they cannot motivate and empower those who are subordinate to them. A leader must be charismatic so that others will follow without feeling that they are being bossed around Charisma is a key component of gaining the respect of employees and leading the workforce through influence, rather than through formal authority (Warren Bennis , 2001). In addition , the leader of the organization can create an atmosphere that encourages teamwork, where employees benefit from success of the group and not from personal maneuvers at each others expense. Also, future leaders should encourage participation and contributions from 28

group members and help group members feel more relevant and committed to the decisionmaking process. (Warren Bennis , 2001).Ethical behavior was identified as a key of the leader of the future and was thought to be sorely lacking on current leaders. Some felt that ethics would become the most important characteristic of future leaders. Executive must lead through example and establish the ethical standards for the company. (Warren Bennis , 2001).Shared leadership is currently the subject of some debate how practical and effective is the collaborative leadership model. Research findings, however, suggest that this will be the leadership model of the future. The model appears to respond best to the needs of organizations that have undergone mergers, acquisitions, or joint ventures that have simply grown to great size and complexity (Warren Bennis , 2001). Shared leadership means splitting the responsibilities of the CEO between two or more individuals. In the broader sense, it means empowering individuals at all levels and giving them the opportunity to take the lead. It is becoming more common as the old top-down management structure gives way to flatter more decentralized forms and is seen by some experts as a way of promoting agility, pro activity and autonomy. Shared leadership fosters an environment that responds in agile ways to newness. It promotes a greater degree of creative and rational thought at the levels where it is needed. It enables all individuals in the organization to test their own assumptions and those of others rather than waiting for the ideas and decisions to be handed down through the hierarchy. True shared leadership can happen anywhere in an organization Deiss and Soete, 1997. Also, Numerous factors contribute to the adoption shared leadership models. The most common in recent years has been the increasing if not overwhelming, number of mergers and acquisitions. Naturally, as two or more companies unite, their executive managers must integrate (or leave), and the new board of directors determines who will lead the new company. In some recent cases the leadership is shared between two or more people. A second factor is the growing number of partnerships and alliances where executives work jointly on specific projects or assignments. Basic to their success is the ability of all to work effectively together, the leaders in particular. Often new leadership teams are created with representation from each of the partners in the alliance, requiring several leaders to work together effectively in a broad coalition. Rapidly flattening often team based structures are a third reasons for shared leadership. Flatter organizations mean sharing responsibility and accountability at all levels of the company, so that power authority and decision making are more dispersed both laterally and vertically. A Fourth 29

factor is market convergence. As market become more complex and interrelated, the demands of leadership increase until the job is simply too large for one individual, and global alignment of strategy and performance are likely to suffer. The many competencies required for such global leadership are unlikely all to be found in one individual. Warren Bennis finds that many CEOs see their central task as developing other leaders and actively helping the followers reach their own leadership potential (Bennis and Goldsmith, 1997). Thus future leaders may move away from singular roles to shared leadership networks that may themselves alter the foundations of the organization (Warren Bennis , 2001) Whats more, Demands for shared leadership will continue to increase in the future. Accentures Global leader of the Future Profile indicates that dimension such as develops and empowers people, builds , teamwork and partnerships and shares leadership increase significantly in importance for future leadership. The knowledge based organization demands leaders who are ready for the participation of their workers in decisions making. Qualitative data from research participants indicates that most are already involved in some form of shared leadership; they expect to see more shared executive leadership situations ahead (Warren Bennis , 2001). In order to improve our products in BlackBerry we searched a lot of theories to look for the best to one to help us to produce un expectable product which will hit the market and will make our company go back into the competition market. What will help us is "Great Man" Theories which says that leaders are born, not made. These theories often portray great leaders as heroic, mythic and destined to rise to leadership when needed. The term "Great Man" was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership (Cherry, 2012). In addition, we found out a leader who have his own theory from his experience. Eugenia Ceballos, global procurement manager, Holcim Group Support Ltd Bjorn Z.Ekelund classifies people into three types of colors: Blue: concrete and practical people who search for solutions that must be useful and serve a cause. They focus on facts and accurate details and deliver precision of end results. Red: people who enjoy spending time with each other and get energy from being with others. They share feelings, show respect and are patient. Green: people who enjoy new and untraditional ideas. They like the idea of doing things different and

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enjoy looking deeply into issues. They have the characteristic to look at the overall picture from different angles and offer imaginative solutions. They are ambitious with high goals. According to Eugenia, Green people what we in BlackBerry are looking for in order to develop new products as we should hire people who have qualities for future leaders to build on in order to push sustainable development forward and challenging change of culture. This will help in creating new products or developing existing once like the improvement that we want to add in BlackBerry Messenger which require to have the characteristic to look at the overall picture from different angles ,offer imaginative solutions and ambitious with high goals.

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