Forensic Management - Essay Example

Forensic Management Motivation is the process of influencing a person to perform a given task either by use of a positive measure or a negative one. In management, motivation plays the most crucial role as it affects performance of the set goals (Griffin & Moorhead, 2012:60). Giving employees more than just financial incentives, will similarly improve their performance and the outcome is that the company will achieve its objectives. Therefore, the importance of motivation is to enable workers sense that they are part of the organization (Shah, & Gardner, 2008:123). Managers should engage in motivation as it eases unnecessary fears amongst the employees. Statistics reveal that workers perform poorly under oppression as compared to when motivated. The following script outlines the importance of motivation, and forensics. Forensic is the scientific study of observing and establishing any criminal activities at a given scene. In management practices, forensic study refers to the observation of any unethical trends that in jure organizational performance. On defining observations, a manager should understand the ability upon which challenges may occur at a stipulated time and place. A manager will then be able to come with structural objectives that will enable the company learn and counter malpractices at their early stages. In business operations, forensics does not appear as an approach to complex and unpredictable matters rather it implies on shaping and achieving goals and obligations within the organization. For example, forensics enables managers to scrutinize behaviors and establish their consequences to the organization. Thereafter, the managers will be capable of curbing unethical practices in the short-term and the long-term (Platt, 2008:45). The essence of forensics in business is to acquaint managers with adequate knowledge on how relations shape or ruin the company’s operations (Griffin & Moorhead, 2012:60). Through forensics, a leader becomes aware of any unethical relationships that target to stale business operations. Therefore, he is responsible of culling out those negative elements in order to prosper. This can happen through implementation of new rules and regulations, and if circumstances force, a manager can penalize ill practices among the employees. He can also create awareness to the employees to be careful in their duties and warn them of malpractices (Griffin & Moorhead, 2012:65). The best alternative to the above is training employees to abide by the code of conduct and report issues that they feel critical and calling for attention. Consequently, this will serve as a source of motivation as workers will be able to distinguish the good from the bad. They will also be in the capacity to express feelings as long as confidentiality prevails. All these values come from unity and value of each other irrespective of his rank in the organization (Goethals, Sorenson, & Burns, 2004:64). Every organizational goal is relatively direct to profit maximization. The key factor of production that prevails among all others is human resource. For the company to achieve all strategies effectively, it should value its labor force for it is the only way to merge it with other factors of production. All human beings adapt to change depending on the degree they perceive. The management should learn that, employees would accept positive changes and defect to negative ones. Thus, managers should endure on initiating favorable dynamics that suit the needs of their subordinates, as well as the entire organization (Shah, & Gardner, 2008:123). Through motivation refuels, employees’ zeal and they will undertake their obligations in accordance to will of the organization. Managers should understand that appreciation goes along way, and when endeared on, employees will perceive their importance and merge their efforts closer to other factors of production (Griffin, & Moorhead, 2012:60). The main reason that people seek for job opportunities is to cater for their livelihoods. A description of theories suggests that basic needs are necessary to all human beings as they persistently pursue for satisfaction. For instance, food, shelter, and clothing are necessary and no person can assume responsibility. They tend to recur upon every attempt of satisfaction, for example, on feeding, one will last hours, hunger will take its bid, and at this point, he will anticipate feeding. Therefore, all subordinates in an organization share a common goal to achieve their needs (Goethals, Sorenson, & Burns, 2004:64). The organization should show concern and appreciation towards employees by remunerating them considerably and thanking them for jobs well done. Managers will note up gradation of performance from employees and if such a trend persists, chances are that output and profit maximization will be to the fullest (Wicker, 2009:120). Whilst in the organization, all subordinates seek to link themselves and sense belongingness. They pursue this to derive affection and appreciation from fellow workers and managers mainly through, ethical relationships, groups, and sharing of ideas in the working environment. Therefore, an employee will exhibit practices that will guarantee him job security and existence in the organization after fulfilling his basic needs (Griffin, & Moorhead, 2012:60). Therefore, one looks upon the management for promotion or adequate remuneration over his performance. To ensure that a positive motive always prevails over the working environment, a tactful leader will be quick to weigh workers’ performances and decide whether to employ intrinsic values or extrinsic. Preferably, any decision made at this should focus to promote or remunerate subordinates accordingly (Ghuman, & Aswathappa, 2010:78). Subordinates pursue their status, one after the other, thus on gaining promotions, perform more relentless to achieve belongingness, love and appreciation. Thereafter, they will seek self-esteem, and it is at this point that they seek dominance over their achievements independently. They tend to that assume other people will appreciate them in accordance to their status and positions in the organization or society (Goethals, Sorenson, & Burns, 2004:64). Due to ones prospective achievement in the organization, he will seek further to derive prestige as far as he remains capable of doing so, thus; he will tend to weigh his capabilities in accordance to his job position over other people. Managers have the obligation to assign duties, promotions, as well as penalizing employees. If a manager is to deliver these effectively, he should maintain value and respect to the code of conduct. Organization’s can decide on promotion upon realizing employees’ performance and ability to deliver duties efficiently (Ghuman & Aswathappa, 2010:78). They should also weigh skills against qualification because some may lack qualifications but exhibit outrageous performance skills in the job. Therefore, those who show competence deserve the first priority during the promotion process. Such tactics when exercised result to efficiency and an increase in the level of output. It is only during maximization of output, that a company will enjoy economies of scale at reduced costs (Carver, 2005:29). Managers can reinforce motivation by rewarding employees who exhibit competence and innovation. However, it is advisable for managers to limit monetary rewards for other extrinsic rewards. For example, managers can schedule vacations for employees, praise them for every achievement in relation to the job, give them titles and exercise healthy working durations (Goethals, Sorenson, & Burns, 2004:64). Establishing an organizational culture that will coerce all behaviors and attitudes is a perfect motivational instrument. It will pain the organization to view all its incentives on monetary basis as it may drain the company’s efforts of maximizing profits. Motivation theorists’ state that; as long as workers get their respective remunerations, their achievements should indicate their dedication to the organization and not an additional pay (Carver, 2005:29). Employees’ involvement in the decision making process is critical. This is because most of the decisions made in every business relate to the company’s production variables. Similarly, these variables comprise of employees. Good managers should seek employees’ opinions before implementation of certain decisions. Thereafter, he will analyze whether the decision will effect change and resume to revise if found inadequate (Zinzius, 2004:90). Employees will sense belongingness at the extent that managers seek to work close to them despite their different ranks. Therefore, managers who show empathy to worker related issues will indirectly steer up progress through motivation. Employees will endure on undertaking performances for best of the organization. A manager should seek to understand everyone’s role in the organization, establish on the strengths and weaknesses, and design an approach to the problems. In cases where problems seem to exist in the working process, it is advisable that he calls for trainings to solve the problems. Therefore, employees will abide by the organization’s framework and deliver the best (Carver, 2005:89). Motivation comprises mainly of all assets that push an individual to perform a duty. It can either occur by will or force depending on the situation. However, business’ approach to motivation reveals that, it is best when it applies positively to the employees. Some theorists’ state that, motivation is inborn and cannot appear from anywhere (Goethals, Sorenson, & Burns, 2004:64). Contrary, motivation is the only human resource gear to performance; hence, no matter how a manager may feel uncomfortable to work with other people, he must exercise motivation for the purpose of the organization (Zinzius, 2004:90). References Carver, D. A. 2005. What's wrong with management. New York: IUniverse, Inc. Crouse, N. 2005. Motivation is an inside job: how to really get your employees to deliver the results you need. New York: iUniverse. Ghuman, K., & Aswathappa, K. 2010. Management: concept, practice and cases. New Delhi:Tata McGraw Hill. Griffin, R. W., & Moorhead, G. 2012. Organizational behavior: managing people and organizations. Mason, OH: South-Western/Cengage Learning. Goethals, G. R., Sorenson, G. J., & BURNS, J. M. 2004). Encyclopedia of leadership. Thousand Oaks, Calif:Sage Publications. Homas, T. R. 2010. Forensics. Irvine, Calif: Saddleback Educational Pub. Platt, R. 2008. Forensics. London: Kingfisher. Shah, J. Y., & Gardner, W. L. 2008. Handbook of motivation science. New York, Guilford Press. Wicker, D. 2009. Motivation: an interactive guide. [S.l.], Authorhouse. T Zinzius, B. 2004. Doing business in the new China a handbook and guide. Westport, CT: Praeger. Read More