Supervisory Behaviour: Photoproducts UK - Essay Example

?Running head: Supervisory Behaviour: Photoproducts UK Insert         Insert Grade Insert 29 February Supervisory Behavior: Photoproducts UK Q1: What is the role of the Trades Union and what are the implications of a 75% unionized workforce? Greenfields factory has a total of 350 employees among the 10,000 in other sites, 75% of them being unionized. Trade unions are mainly formed with the aim of looking after the interest of employees; in the workplace, both the employer and a trade union may engage in a collective agreement, which involves negotiations of the terms and conditions of employment for trade union members. Needless to say, negotiations include conducive working conditions, salary increase, and allowances among others. According to Directgov (2012), the ability of trade unions to negotiate with employers about the issues that affect employees is a very important role. In addition, when the employer is willing to bargain with the trade union, this implies that the trade union is recognized. The implication of a 75% unionized workforce at Greenfields is that, employee empowerment is greater; these employees are in a position to demand for their welfare. The ability to exercise collective bargaining at Greenfields is possible due to the presence of a trade union. The trade union can represent fellow employees in demanding for better pay or better working conditions; as a result, the collective bargaining may lead to a collective agreement, which fosters change in the place of work (Directgov, 2012). Moreover, 75% of unionized workers are a big number, which can affect the productivity of the company incase of disagreement between the trade union and the employers. Incase of a strike, the unionized members can mobilize the 25% un-unionized employees to engage in the strike, mainly because of their large quantity. As a result, the company’s image is greatly affected when the unionized employees are higher in number compared to the un-unionized employees, especially when strikes are involved. Another implication is capability of trade union to create opportunities for employees to voice their pleas; as a result, they raise awareness of a problem in the workplace. Subsequently, the employers are motivated to address the arising problems, hence avoiding clashing with the trade unions. Employment growth has also declined in the past, especially in companies with presence of unions; as a result, trade unions may have negative effects on employment growth (Joseph Rowntree foundation, 2001, p.2). In addition, Greenfields’ trade union can contribute to pay rise of the employees in this company, mainly because of the representation of employees’ interests to the management; however, trade unions do not guarantee changes. Having a 75% of unionized workforce means higher degree of employee empowerment. Needless to say, the influence of the unionized members on the company is high. As a result, the Greenfields employer is forced to recognize the union and enter into collective bargaining, with an aim of avoiding negative repercussions such as, tarnishing the company’s image. According to Kestar and Britwum (2007, p.227), trade unions can sometimes fail to address the needs of the represented group; also, the type of trade union representatives selected may influence the ability of the trade union to perform. Therefore, for a trade union to be effective, the union representatives must emphasize on solidarity and democracy. Q2: How is communication achieved, and how could it be more effective? It is evident that communication in Greenfields is considered as a tool that maintains good relationships in business; nevertheless, communication is verbal but it is not effective, especially between production supervisors and shift engineers. In addition, the shop stewards try to avoid the supervisors once called upon to solve a problem. It is evident that communication at Greenfield is neither adequate nor effective. However, the training sections conducted at the factory, improved communication, although more training is required to attain effective communication. The continuous change in shifts also contributes to the ineffective communication, since the supervisors are not able to communicate with each other because of the different work shifts. Communication is essential in an organization, as it aids the business to function effectively, hence guaranteeing success. As a result, both the management and the employees must be in a position to improve on their communication skills in order to qualify as effective communicators. According to Hare (1991, p.549), effective communication must incorporate motivation for it to succeed. Generally, communication can vary from verbal, written, and oral. Needless to say, honesty is an ingredient of effective communication. The manner in which an individual communicates affects his listeners; indeed, people enjoy listening to a calm, honest, and sincere communicator. The different shift patterns in Greenfield should not limit effective communication. The supervisors can note down the progress of their shifts, leaving the information readily available for the next supervisor. Nevertheless, the supervisors can also communicate via phone or mail, illustrating the occurrences during the different shifts. However, for communication to be effective, feedback is important. Effective communication motivates employees, and as a result, increasing their productivity. The working atmosphere is likely to improve due to effective communication, which yields to healthy relationships. However, several barriers affect communication, for instance, poor listening skills. The cognitive dissonance theory explains that, individuals will avoid listening to opposing views, and as a result, effective communication is hindered (McGraw Hill Company, 2001). On the other hand, communication accommodation theory entails that, individuals are willing to embrace and adjust to each other’s style of communication, and as a result, effective communication can be achieved. In addition, the results from the questionnaire revealed that, employees were not comfortable relating to a new boss; however, it is common for the factory to receive new bosses now and then and therefore, this situation needs to be addressed. The new manager should try to engage the employees in conversations such as decision-making. He should also have effective listening skills that will motivate employees to communicate. The new manager can also encourage communication through the internet, e-mails, or newsletters. Teamwork can also be encouraged, as this fosters integration, which enables the employees to communicate with one another while finding solutions to their assigned tasks. Effective training should also be provided for employees and supervisors on how to develop communication skills, which they lack. Poorly expressed messages and poor listening skills are some of the problems that should be addressed in order to achieve effective communication. Without effective communication at the factory, work will be affected adversely, and so will productivity. Q3: What are the implications of giving “more autonomy to employees” for both employers and employees? Employees who feel free to make choices at the place of work and are accountable for their decisions are motivated and productive. According to Nelson and Economy (2010, p.74), an organization can increase employee’s autonomy by giving them the authority to use resources. Therefore, autonomy increases employee morale. Nevertheless, flexibility and determination influence autonomy, given that employees desire to have certain independence in their place of work. The extent to which employees feel that they can control the sequence of their job tasks is employee autonomy (Breaugh, 1999, p.360). The Greenfield factory is attempting to give its supervisors and factory manager more autonomy; however, this autonomy will definitely have some implications on the organization. Needless to say, some employees do not appreciate added responsibilities, which tend to increase their workload and raising pressure, which may lead to burnout. In addition, tension may rise in the place of work when some employees are given more autonomy than others are. Those employees with more autonomy may feel that they contribute to growth in productivity, hence demand pay rise from their employers. The demand for pay rise from some employees may also lead to resentment of others who feel that their jobs may be at stake. The freedom of employees to schedule and determine how their jobs will be done may increase job satisfaction, and as a result, they are motivated to perform their job. Autonomy influences positively on employees and employer. However, it is associated with several drawbacks. Research proves that greater level of employee autonomy impacts on their job performance (Enotes, 2006). However, it is vital for the Greenfield management to know that, too much autonomy may contribute to dissatisfaction. This is because each individual has a different need for autonomy level in his or her job. In addition, when employees are not well equipped with trained skills, poor performance may arise. The employees who are granted autonomy may also feel that they are in the same position as their supervisor, and as a result, tension may arise between the two parties. Managers are also employees of an organization, therefore, when their autonomy is increased, they achieve job satisfaction as well as motivation. The result of this is putting them in a position to reward the employees. However, when managers make poor decisions, employees and the organization are affected as well. This is because managers may not be well equipped to handle autonomy effectively (Enotes, 2006). However, if the increased employee autonomy yields to high performance, improved productivity, increased employee commitment, and low labor turnover, then it is beneficial. The autonomy of employees reduces the barriers that exist between managers and the subordinates, and as a result, improving workplace functions, and fostering healthy relationships and trust between the management and subordinates. Needless to say, increased autonomy can also contribute to employees engaging in unethical behaviors; therefore, oversight is important in the organization to prevent unethical behavior among employees. Greenfield factory management should keep in mind that increased employee autonomy impacts positively as well as negatively on the organization, employees, and employers. Therefore, a lot of care should be taken when increasing autonomy, as it is accompanied by several challenges. Q5: What are the characteristics of teams and how would you enhance teamwork at either of the two sites? Greenfield consists of several teams in its factory, which can be seen as competitive. The supervisory team’s responsibility is ensuring that the expected output levels are maintained. During the training period at the factory, team leaders were expected to co-ordinate the team activities, head meetings, and monitor their teams performance. Nevertheless, the supervisory teams at Greenfield have been criticized for not embracing technology by not utilizing the new computer system. The management team exerts a lot of pressure on the supervisory team, leading to confusion on the supervisors; however, management team does not understand the supervisory team. There is notable lack of communication between teams in Greenfield factory, for instance, between shift engineers and production supervisors, the cause of which can be argued to be a difference in careers. Therefore, Greenfield factory consists of competitive teams in the two sites, which do not prioritize communication and are unsocial. According to Hall (2005, p.40), teamwork involves cooperation, sharing of knowledge, and coordinating of activities within a group with an aim of achieving a common goal. When the teams change their behaviour, they are in a position of working together to achieve the organizational objectives. Improving communication among the involved teams is very important; therefore, they should be trained on communication skills and the importance of such skills. In addition understanding the differences between teams assists in enhancing teamwork. As a manager of the sites, it is important to propose training on the importance of teamwork and organizing activities, which will enhance communication. Co-operation between the teams is also necessary. These activities may include dinners outside the working hours where the team can socialize and bond, and as a result, creating good working relationships. According to Strockdale and Crosby (2004, p 113), establishing a one-on-one communication with the team members enhances teamwork. Individually, one can only achieve a lot; however, a team can achieve much more. Teamwork is integral in any place of work, as increased productivity can be achieved when the team works together without prejudice. In Greenfield factory, the supervisory team feels inferior compared to the shift engineers who feel superior, hence, the two teams cannot relate well. Needless to say, the factory is left at a disadvantage in case of miscommunication, which can lead to low productivity; therefore, increasing collaboration between these teams is necessary. However, these teams do not have to set aside their personal goals, NO! They can enhance each other’s personal abilities, and as a result, grow professionally and personally. Salas, Bowers and Edens (2001, p ix) argue that, effective teamwork increases productivity of an organization, job efficiency and reducing errors and promoting job satisfaction. When employees have a sense of belonging, they are motivated to work extra hard, and as a result, productivity increases. In addition, when effective communication exists among teams, good work relations are developed. As a result, employees enjoy working with each other, thus increasing their morale and performance. Therefore, Greenfield’s management should emphasize on training as a way of improving teamwork with an aim of achieving effective communication skills, listening skills, and collaboration. Q8: What are the characteristics of authoritarian management and what other styles of management could be employed? Which would you adopt and why. Authoritarian management falls under behavioral theory, which focuses on the behavior of a leader. Here, a manager is likely to make decision solely, and therefore, team contributions are not considered important for a successful outcome. Authoritarian managers make decisions independently, therefore disregarding input from others; as a result, decision-making process is fast but less creative. These kinds of leaders just give order and expect no opposition. According to Bass, Bass and Bass (2008, p.446), authoritarian leadership may be productive in cases where the manager has the appropriate skills needed to solve a problem. However, this type of leadership is negative when it results to negative outcomes; for instance, employees resigning from their jobs. There are several other leadership styles such as democratic, laissez-fairre, and entrepreneurial leadership styles. Democratic management consults with the employees before finalizing a decision; however, the leader determines the level of input. In addition, the leaders offer guidance to their group members and encourage participation. Nevertheless, they decide on the final decision. The consultation of employees before making final decisions is a motivating factor for employees. They feel that their views are taken in to consideration, thus creating a sense of ownership (Pride, Hughes and Kapoor, 2011, p.180). However, the democratic leaders can be grouped in to three categories. Consultative leaders discuss issues with subordinates, but they have the final say on the matter. On the other hand, the consensus leaders seek views of most of the employees and make final decisions based on these views. Finally, democratic leaders give the employees the final authority to make decisions; however, these types of leaders base their decisions on the opinion of the group, (Pride, Hughes and Kapoor, 2011, p.180). Laissez-faire leaders allow employees to make decisions. This type of management is successful, especially when the employees do not require monitoring and supervision. However, if employees are irresponsible, this type of leadership may backfire. Entrepreneurial leadership is considered independent, as it is task-oriented, charismatic, enthusiastic, and driven. Entrepreneurial leaders have enthusiasm nature that inspires their followers. These leaders take full responsibility for the success or failure of a firm (Pride, Hughes and Kapoor, 2011, p.180). The style of leadership that I would adopt as a leader is democratic/ participative leadership, as it motivates employees by allowing them to engage in the decision making process. Employees develop a sense of ownership, and therefore, they are motivated to work extra hard. Democratic type of leadership is effective, as it fosters effective communication between the leaders and their employees, and as a result, employees do not fear their leaders, but they respect them. Therefore, they are confident and willing to communicate with their leaders concerning a certain problem. Moreover, an effective leadership style is one that considers the interest of the organization a well as those of employees. However, Pride, Hughes and Kapoor (2011, p.180) argue that, the type of leadership style used should match the situation at hand. Reference List Bass, B., Bass, R., & Bass, R., 2008. The Bass handbook of leadership: theory, research, and managerial applications. Edition 4. Simon and Schuster Publisher. Breaugh, J., 1999. Further investigation of the work autonomy scales: two studies. Journal of business and psychology, Volume 13, No. 3. Directgov. 2012. Public services all in one place. Collective agreements and collective bargaining. (Online). Available at: http://www.direct.gov.uk/en/Employment/TradeUnions/Tradeunionsintheworkplace/DG_179244 (accessed 01 March 2012). Enotes. 2006. Autonomy. (Online). Available at: http://www.enotes.com/autonomy-reference/autonomy (accessed 01 March 2012). Hare, D., 1991. Good communication: How it can be achieved. (Online). Available at: http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1481072/pdf/canvetj00071-0005.pdf (accessed 01 March 2012). Hall, M., 2005. Quality work environments for nurse and patient safety. Jones & Bartlett Learning Publisher. Joseph Rowntree foundation. 2001. The impact of trade unions on jobs and pay. (Online). Available at: http://www.jrf.org.uk/sites/files/jrf/681.pdf (accessed 01 March 2012). Kestar, G. and Britwum, A., 2007. Trade unions and workplace democracy in Africa. Ashgate Publishing, Ltd. Nelson, B., & Economy, P., 2010. Managing for dummies. Wiley & Sons publishers. Pride, W., Hughes, R., & Kapoor, J., 2011. Business. Cengage Learning Publisher. Salas, E., Bowers, C., & Edens, E., 2001. Improving teamwork in organizations: applications of resource management training. Routledge Publisher. Strockdale, M., & Crosby, F., 2004. The psychology and management of workplace diversity. Wiley-Blackwell Publisher. The McGraw-Hill Companies.2001. Defining Communication Theories. (Online). Available at: http://www.mhhe.com/mayfieldpub/westturner/student_resources/theories.htm (accessed 01 March 2012). Read More