Teamwork and the Critical Analysis of Foucaults Statement - Essay Example

The Critical Analysis of Foucault’s ment about Trapping into the Illusion of Power AFFILIATION: SUBMISSION Contents Introduction 3 Means of Motivating Employees 5 Developing vs. Developed World 6 Value of Human Resource Management 7 Globalisation and the Local Firm 8 Conclusion 11 References 12 The Critical Analysis of Foucault’s Statement about Trapping into the Illusion of Power Introduction The humans are having a weakness for contextual behaviour, and therefore, they exhibit attitudes and gestures that are well aligned with the surrounding environment. The implications of culture are significant in this regard as well. The sense of right and wrong in people are greatly influenced by the cultural and communal realities of a certain geographical location even in the modern times of the 21st century. According to Michael porter, there is no point in fighting the culture, and the businesses must adapt their operations and strategies in such a way that they should correspond to the societal setup of the culture in, which they have to operate. The human resource management as a research field describes and deals with the organizational human capital. Wherever, humans are involved, there will be power politics present as well. In this way, the philosophy of postmodernism defines organizations as a setup that is a social entity, and it remains subjected to political forces as well (Jordan & Troth, 2004). The sub-concept of power roles emerged because organizations are powerhouses, and therefore, somebody has to house the power. The operational power of getting things done resides with the middle managers, and the top ones have to operate through them in order to keep moving the organization forwards in strategic terms. The humans have a propensity to watch their self-interest as well. The managers create problems by choosing strategies that cause them to face least amount of pain and struggle. They do not necessarily safeguard and look after the interests of the shareholders that is the prime purpose of their existence (Solansky, 2008). The literature of management calls the abovementioned phenomenon as the agency problem. The agency problem manifests itself when agents do not serve the objectives of their principles. The managers are agents of the shareholders of a specific company, but the former group has to assist the latter one in the process of attaining the goals. The corporate world operates in order to provide dividends to the investors, and the organisations also provide capital gains to the shareholders by increasing the market demand of their shares. The agency problems originates when managers have a belief that they can get away with committing fraud with the investors. The employees develop the tendency to skip and avoid their responsibilities because they might be experiencing psychological contract breach. They attempt to balance out their professional efforts with their current compensation. The managers remain committed towards the organisations in the early days of their hiring because they expect that their supervisors will reward their efforts in monetary and nonmonetary terms (Zárraga & Bonache, 2005). However, the insensitive behaviors of the bosses impress the middle managers to drop off their efforts, and they betray their professional obligations during the process. Human psyche has been known to seek revenge as well, and the managers think that they do not have to pain themselves for the purpose of serving economic and fiscal objectives of the investors. The managers are becoming entrepreneurs increasingly because they have to transit from the exploited to the exploiters. The human behaviour is greatly impacted by the external environments. The strategic leaders have to give the managers the message that they do care about their personal and professional developments. The concerned organisations offer their managers the compensations in terms of shares, healthcare benefits, insurance, and educational plans for their children. The only purpose that the organisations intend to accomplish is to create commitment in the employees so that they should not leave the organisations in the long term prospective. Teamwork and Japanese Culture The Japanese culture has taught the rest of the world about teamwork. The concept of group dynamics formed the basis of modern organisational science because nobody can take the burden of decision-making. The external environment is changing with every passing moment, and therefore, they have to develop teams at each organisational level so that every aspect can be discussed at a table before the finalising of futuristic layout of the company (Salas, et al., 2007). The humans have the tremendous likeness for power, and while working in teams, everyone will have an opportunity to participate in the process of decision-making. The employees have to feel important and powerful in order to have motivation that they can use in order to perform the job both effectively and efficiently. Means of Motivating Employees The employee motivation is directly related with the level of compensation. The only method of keeping employees attached with the organization is to offer them more than what they deserve because in this way, they will develop the attitude of gratefulness and thankfulness towards the company, and this development will go a long way with reference to easing the tensions between the employers and employees. The human psyche does not only respond to monetary benefits, but supervisory behaviours play a strong hand in this regard. Humans have to need a leader in order to find direction, and there are various leaders present in the organisations. The followers of one leader will lead others as well. The strategic leaders guide middle managers and then, the middle ones have the responsibility of guiding the line employees so the presence of effective communication system will create an ideal organisation. The consistency and timeliness of the information will create a viable lifeline for the entire company. However, the leaders have to follow civic principles of interaction in order to hold on to their top positions, and formal titles and positions do not make them leaders. Their political ability and power to influence others will determine their overall effectiveness as the leaders (Rever & Gelferd, 2005). The leaders have to maintain their distance with their subordinates so that they do not get too frank with them, and it might compromise their power in the organizations as well. At the same time, the top management has to remain vividly available to the staff so that they can convey their problems and issues with their leaders. The leaders are following open door policies at Apple in order to keep the employees motivated. However, one can have the company of his or her spouse at work, and in this fashion, they are integrating the concept of life within the organisational system. Developing vs. Developed World The population of developed world considers work as worship, and therefore, they are going to find satisfaction and happiness in the experience of personal and professional development indeed. The people want themselves to become growingly useful in their work so that they can reap psychological and mental rewards of happiness and serenity as well. The companies have to offer challenging jobs and roles to the employees so that they do not experience boredom with the passage of time (Arnolda & Sikkab, 2001). The employees have to receive promotions in order to feel the sense of accomplishment in their lives. The companies have to create a proper balance between monetary and nonmonetary rewards in order to create adequate level of job satisfaction in the workforce. However, the developed world has learned to value the employees, but the developing ones have not received this message yet. The statement of Foucault applies to developing nations rather than developed ones because the formerly mentioned types of the countries have the rigid social and economic setups, and therefore, they are not interested in promoting equality and justice in the society, and in the organisations as well. The managers in the featured geographical locations do not build close ties with their subordinates, and because of this reason, there is no significant sense of teamwork present in them whatsoever. The organizations work and operate as teams. They survive through the impossible because of trust upon their colleagues. The developing areas of the world do not have any successful corporate entities because they follow the regime of command and control. The mindset of centralised authority did not let the notion of innovation to flourish in the world for number of centuries. The enlightened world of the west carried out the latest developments in the field of science and technology so the rest of the world has to follow them in order to find social and corporate success in the future. Value of Human Resource Management The human resource development is the cornerstone of modern organisational science, and innovative thinking, and entrepreneurial skill is the means to survive in the world that can be characterised as the jungle of organisations. The managers have to be enclosed in the offices, the employees have to make rudderless efforts in order to get nowhere, and days keep on passing by. The whole economic systems have to flouter as a consequence of incompetency of managers to practice leadership in the times when it is their utmost duty to lead from the front. The managers whom focus too much on their pristine outlook and they do not communicate with the workforce will eventually fall down because they will not be able to retain their employees, and the top management will notice heightening turnover rate. Finally, they will blame the manager and then, he or she will lose his or her credibility first, and upon not learning the intended lesson, he or she will forego his or her job as well (Barnes & Kaplinsky, 2000). The organisations in developing parts of the world are always looking to find managers with good characters, but they find very less number of people who can fulfill their professional needs and requirements because they are all followers, and in current teams, the manager has to be a leader under all circumstances. The statement that provided the basis for this analysis wants the managers to open up towards the staff so that they can allow the people to grow into better human beings. Globalisation and the Local Firm The trend of globalisation is currently killing the local firm, and therefore, each of the business has to consider and treat itself as a international company in order to keep living in the modern industrial world. The demand for all kinds of products and services is saturating with the passage of time, and the companies have to operate in multiple nations just to remain afloat. They have to support weak and compromised business units with the help of transferring profits from stronger ones. The managers who are not willing to talk to their local employees cannot incorporate the trend of internationalization in the business (Hitt, et al., 2013). The time is nearing when workplaces will become colorless, emotionless, religion-less, and race-less in order to serve one purpose that goes by the name of team development. The companies have already made their preferences genderless. The humanistic and optimistic values of organisational development will guide the strategic choices of the managers in upcoming times, and those whom are working to uphold the system of command and control will have to find other jobs where they have to follow others because they are not going to make leaders in the future. The companies have to assess one’s proficiency regarding the need to manage emotions at the workplace, and those who lack this ability should and must not receive leadership positions until they considerably improve in this regard. Human behaviour needs to be flexible while doing professional work because it has to manage each situation and problem with the will of getting around it. The managers do not have to press the panic button each time they face a dead end. They have to keep moving forward despite setbacks. They have to be the fans of evolution rather than entropy. The manager can only develop the power of innovation if he or she has the “can do” attitude. The attitude makes all the difference in the prevalent organisational world because before now, the companies were operating with the narrowest possible strategic bandwidth. The limited strategic outlook served them well enough, but the time has changed, and the sciences of management evolved as well in order to integrate new business realities. The time when one company served one or two societies at best is over because the world was made of close national systems at that time, but now the globalisation has influenced everything. The business community is the one that welcomed the trend of internationalisation with open arms because it brought the possibility of increased profits with it. The progressive managers made a lot of difference in their field of work, and they managed to do so by following the trendsetter influence of globalisation. The impact of internationalisation could not be controlled and managed by the best of the managers because it was like a flowing river, and one cannot possibly stand against the tide. They have to move with the trend, those who did that, reaped great fruits, but those who made the choice of fighting the trend lived to regret it. The English companies stood against the influence of globalisation, and the country was left alone in the international arena of countries in recent times. The customers consider the products produced by the nation as expencive. The companies who are doing poor in the area of team building will not emerge as successful businesses in the future because it is just the first and initial stage of a bigger and extremely sophisticated game of economics. The teams will leave the current confines of the business. They will become global in nature, as the rest of the business too. The teams will constitute the organizations in the near future so the managers who are running away from the current dynamics of the companies are doing so with their careers. There will be no room for individual stars in the companies of the future. Future of Team Building The team players dominate the game. The pain of personal development is growing, and the human resource development section of the companies will have to step forward in this regard, and put in its overdue share in the process of organisation development. The organisational development will take place with human resource department within the limelight. The team building, fun, and recreation activities will be the defining highlights of the department’s contribution in the success of the business (Dann & Haddow, 2008). The humanists within the organisations have to take the burden off from the shoulders of the employees so that their professional performance can enhance. However, this is not the end of the story, but it is just the new beginning, one can hardly imagine that what future is holding out for us. The companies have transformed into borderless, office-less, and timeless entities. People are already working within their homes, and they are making a lot of money by doing that as well so those who are not welcoming and accepting technology in their lives will face and are facing problems because they are living conventional lives in a nontraditional era. The success lies within one’s ability to be different and unique (Boddewyn & Brewer, 1994). The organisations of the developed world understood that, but those of developing ones have not received that message yet. They will have the idea in due time. The technology brought some powerful changes in the social setup of the world as well. The technology impressed managers and businesses to value the worth of human capital (Baron & Tang, 2011). The businesses realised that they need more and more people to work for them because the possibilities of success are endless, and there is no need to give up on putting in the effort (Clarke, 2005). At the end of the day what matters is the will to standup on more time in order to fight yet another day. One has to keep on playing the game of life with the constant belief that things will improve, and they always do. Conclusion The managers do not have power, and they live in the illusion that they have the ability to control others. They have to build close ties with those who are working with or under their supervision. They have to realise that they have to work with and through the people in order to complete their intended goals and objectives. The teamwork is the important and valuable part of the contemporary organisational philosophy, and that requires the manager to be a leader. Leader is nothing without resourcefulness. 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