Competition As the Way to Entice the New Customers, Build Partnerships With Stakeholders - Essay Example

At the end of the day, competition is the only thing that motivates – the theories revisited Organizations worldwide, big or small, bank on the premise of competition to remain abreast of the changing norms and procedures which are happening on the global front. These companies do their best to thwart this competition, look to build their own bases and thus defy the odds which they face on a consistent note. It is a fact that competition brings in value for the end users but it gives a tough time to the companies which are fighting with each other to earn the extra value which they need to remain in the business. They are also trying their utmost to entice the new customers, build partnerships with stakeholders and remain steadfast in lobbying for the sake of their respective business enterprises. All of this adds up to the smooth working mechanisms which an organization undertakes within the midst of ever-growing and ever-present ‘competition.’ The manner in which this competition is given a new twist is dependent a great deal on the ways adopted by the individual employees – in solitude as well as in the form of groups and teams. At the end of the day, competition is the real instigator for change, and a true motivator. Nothing else can beat the hype created by a competitive environment and the users are, rest assured, quite wary of this very tussle. As a matter of fact, motivation comes about within the thick of things when there is competition to bring about the value which the customers are looking towards at having. This motivation is exponentially increased when the organizations understand the very quotient of change happening within the dynamics of business undertakings and processes. Quite rightly so, competition brings in the metaphor of change – a change which eventually promises to motivate the organizational players into giving in their very best. Whether or not this motivation is enough to reap results, and that too of an effective level, this remains highly dependent on the motivation which is being brought about by the realms of competition and competitive activities. The different theories of motivation thus take into account the element of competition coming into their domains. This means that motivation comes about when there are competitive levels doing their very best and thus bringing about a solid change within the dynamics of processes and norms which are relevant with respect to business regimes. Organizational philosophies have long banked on the premise of motivation and if its instigation is happening from the competitive levels, one can be sure that this is not a negative sign for the organization at all. Hence the need is to remain proactive in its approach to defy the odds and look to build a solid rapport with the employees and the stakeholders so that motivational levels are easily identified and surpassed, and competition thrives in the long run (Fincham & Rhodes). This is so said because competition is important for an organization to remain in business. A monopoly would actually mean that the organization becomes a big white elephant, unable of helping its own self as well as the customers, its own employees, stakeholders and so on. However one thing is given – since the needs, wants and desires of these people are being met by the monopoly, money keeps pouring in. Competition looks to change all of this, and that too in a good enough way. Abraham Maslow’s theory of needs looks to satisfy the different questions which this discussion aims to ask. First of all, Maslow has been pretty vocal about looking after the most basic of needs that an organization would have. This would mean that its basis (establishment) is of utmost significance more than anything else. Without it being a force to reckon with, motivation does not come into the equation at all. However when the organization is a known entity within the relevant business domains and circles, it can stand up and tell one and all what it is all about. It can actually put its mouth where its dollar is. However the lack of a proper regime in place would mean disaster and thus the most basic needs would receive a setback right from the starting. When the physiological needs of the organization are met in essence, and these might be suggested as the needs that look to bring the basis of existence for it, then only can an organization stand up, compete and thus thrive on its existence in the first place. Without its physiological needs being met, it would be a Herculean task to understand what it can deliver in the heat of the moment, let alone when it has desired to bring about a solid difference within the different business processes and undertakings, under the auspices of the organization itself. Maslow’s Pyramid is thus dependent on meeting the most important blocks, when it comes to finding the needs to remain motivated, and thus the whole basis of this theory is reliant on the said premise. It is important that organizations understand the very essence of meeting these needs before delving into the zones of being competitive enough to satisfy their existence within the said market domains. Sustaining the same is an aspect which comes quite up within the Maslow’s Pyramid. When the organization is able to sustain and survive, then is the time to comprehend that it is a mighty good organization and one which has built its credibility and trust amongst all concerned. Now is the time to rule the roost, compete aggressively, sell to the strengths and look to break new grounds (Mullins, 2007). Within the workplace domains, the competitive regimes come into play when there are solid footings for it to be able to deliver quality and the much touted proposition of value. These aspects look difficult to have when the industry is going through a transition and when there are problems left, right and center. However when there is a smooth sailing mechanism in place, it is pretty much understandable to have success within the related regimes. Competition can become a true motivator if there are profits for the taking of all the players in the business and when sustaining for the sake of competition means ‘life’ for an organization. However the aspect of lifeblood can only be sustained upon if the profits outnumber the losses and when there are long term advantages of the organization to remain in the business (Boddy, 2008). This indeed is an element that means success and without competition coming to the fore, the example of an elephant ruling the roost within the midst of monopoly does not seem quite untrue and unreal. The need is to avoid the gap left behind by the monopoly and look to have full throttle competition – an act which will ensure each of the industrial players remains motivated, committed and on their feet, at all times and on all occasions. Without a doubt, competition brings in rich dividends in the near future for the business, its said undertakings and the related mechanisms with which it is tightly bind. The competition activities ensure that the business remains committed to its cause to deliver high value and quality for the sake of the clients and customers and satisfies the needs, wants and expectations of the stakeholders – without whom the business will not remain competitive at all and thus fall flat on its face. Maslow’s Pyramid emphasizes the fact that when a business is sound, resolute in its stance, firm in its demeanor and absolute committed to what it does best, over and over again, then is the time to understand that it has achieved the self-actualization stage – the stage where it can see itself at par with the best in the business, or be the best amongst the business players, and look to change competition with its own actions and undertakings. Unquestionably, competition brings in expectations by the customers, end users and all those who depend a great on the said business. This is because competition has motivated them for so long now that the absence of competitive activity would mean a loss-loss exercise. This is generally an unacceptable phenomenon and needs to be taken care of by the people who matter the most within the helm of affairs in the organizational domains (Worthington & Britton, 2006). Motivation will only take place when competition is sound enough to send shockwaves within the industrial domains and set the ball rolling as far as delivery of value and quality for the sake of end consumers is concerned. This means that motivation will act as a reinforcing agent once the organizations become competitive and show resilience in the wake of adversity. All said and done, the organizations which are ready to face competition head on and which remain open to fresh and innovative ideas, without getting bogged down by them, are the ones which will reap the greatest rewards out of this competition that is coming to the fore. All the rest can sit back and analyze where they have gone wrong and try their best to motivate their ranks in the best manner they possibly can. Bibliography BODDY, D. (2008). Management: An Introduction, Prentice Hall FINCHAM, Robin & Rhodes, Peters. (n.a). The individual, Work and Organization. Second Edition, Oxford University Press MULLINS, L. (2007). Management and Organizational Behavior, Prentice Hall WORTHINGTON, I. & Britton, C. (2006). The Business Environment, Financial Times Press Word Count: 1,533 Read More