Experience from the Management Process Study - Essay Example

? Learning From Management Process Study Management is the key function of any organization. For an organization to be able to pursue their goals and objectives, the management of that organization should be strong and properly organized. Management as a process is known as the set of inter related activities that are carried out to benefit from the human resource that is present in the organization (CALHOUN and WESTON, 2006). The organizations are always on the lookout to realize whether their employees are working properly or not. The main thing for which the employers are looking for is the meeting of the goals and the expectations that they have. It is the duty of the employers to give a constant feedback to their employees so that they are aware of actually what their employees are up to (WESKE, 2007). This also helps the organization decide how much they actually need to train or guide their employees towards a better form. Feedback also makes them figure out if the profession they are pursuing is something they really want to do or if there is something else for them in store (MACMILLAN and TAMPOE, 2000). The Tuck man model of growth development of the group is related to the formation of a group and how the members of the group continue to behave in the group. The group that I have chosen to discuss is the group from my Organizational Behavior class. Group Formation The group that was formed contained of people all unknown to each other, since they all belonged to the different sections. The tuck man model explains the process a group of individuals go through to achieve a synchronized group that has cohesiveness and integrity. There are four stages given by the Tuck man model which claims that each and every group has to go through these stages before either the group forms completely or is dispersed completely failing to achieve any sort of cohesiveness. The stages in the model are Forming, Storming, Norming, and Performing. Forming In this first stage, all the people are new to each other; they are usually at their best behavior trying to gain the impressions of the others around them and assess them. The people are usually focused on the task at hand and are goal oriented. In this stage of team, the supervisor should play the most active role by maintaining a cordial relationship between the members and making sure that no team member is left out. My group is past this stage, the process of forming went really well, where each of us realized the potential of each other and learned to respect each other for it. The forming process of our team was quite beneficial too as we learned about each other and were able to decide the tasks at hand in a good manner. Storming In the storming process of any group the members of the group openly begin giving their ideas and sharing with one another. At this point in time the group members also decide who their group leader will be and what type of leadership they prefer (POIRIER and WALKER, 2005). IN our case, the leader was predefined therefore the only that we had to decide was the type of leadership that we will have. There were a bit of issues as well because some of the members in our group were not agreeing to give-up their ideas. But thankfully we reached a common point and the whole process was decided then about how to carry on. We came out of this phase successfully as well. Norming In the norming stage the team members are all in harmony and happily working with each other in achieving the goal (PICKETT, 2005). Our group is currently at this stage, we are all synchronized in our ideas and our working towards our goals. There is perfect harmony and no more clashes in ideas of the group members. Performing Performing stage is when the group starts to perform the tasks and behave like one unit. The things are all decided the task distributed and there is the smooth working of the group then. There are no internal or external conflicts. Our group is yet to reach this stage. LEARNING FROM THE GROUP WORK The basic issue that always arises from the group work is that of conflict. Conflict management is the key to manage those issues with being able to keep every person happy. After evaluating myself through the grid I was able to come to the analysis that I have the qualities of a chairman. This shows that I am a person with the competency skills of being able to manage under pressure, and this is what helped me when I was working in the group. During the time when there was tension going on in the group, I was the person who worked as a negotiator, and was able to satisfy both the conflicting parties. My ability to be able to work under pressure helped keep a straight head even when things did not seem straight. Since I had a very clear vision of the objectives that were required from us as a group, I was able to steer the working capacity of my group members in the right direction. The constant role as a facilitator and a group leader also showed my ability as a person who could deal with different people in the organization. Since the group that was formed consisted of people who were not known, therefore, the ability to get together with different people was also displayed. It is a very important factor that employers consider when they are hiring. It is a norm that the organizations look for the ability to work with different people. You can never choose a person that you have to work with, and therefore, it is important that a potential employee needs to be a team worker. Since, through the grid the other ability was that of shaper, a person who was able to drive through the complacency that is occurring while in the team. Even as a person this is a very important quality that should exist in a potential employee. The main reason that the performance evaluation is done is to improve the overall performance of the organization and it is achieved step by step. At first there is improvement in the employees and then the organization itself is improved on the overall basis. It also helps increase communication between the employers and the employee. The employees know about their progress in the company and at the same time the employers are also aware of the performance and this helps employers decide about promotions and upgrades or firing of the employees. The employees can also realize their lacking and then set personal goals related to training so as to groom themselves and making themselves “fit enough” for the organization. Proper and regular performance appraisals also help the organization decide upon the job criteria through which they can analyze and keep track of the job in the best possible way. There are quite a number of benefits of performance appraisals both on the organizational level and as well as an individual level of the employee. It is a general belief among the HR professionals that regular and proper performance appraisals can lead to positive developments in the organization and can increase the overall effectiveness of the organization. It has also been seen that the performance of the employees increases with regular performance appraisals (WYSOCKI, 2004). There are many types of performance appraisal that can be conducted in an organization. It has been seen that the managers are not particularly interested in conducting Performance Appraisals as they feel it creates differences among the employees as they feel they are being differentiated. Some of the most used are listed below: 360-Degree Appraisal : In this appraisal the forms are sent out to all the employees who have interaction with that person, this helps collect information from each and every one and helps the administration realize the kind of behavior that person has with his subordinates and as well as seniors (JESTON and NELIS, 2006). General Performance Appraisal: In this appraisal, the manager gives details about the employee’s performance keeping in mind his behavior and work throughout the year. The only people involved in this appraisal are the employee and the manager. Technological Appraisal: In this kind of appraisal the employee is judged according to the technical skills that he possesses. It is far more focused on the skills that are required by an employee while he is on the job. Such appraisals are more job specific than general (GRAY and LARSON, 2008). Employee Self-Assessment: In these appraisals the employee is asked to judge himself. In organizations that follow this appraisal system, the employees are asked to set themselves goals keeping in mind their job descriptions and as well as the organizational goals. Then at the end of the year the employees are asked to see what goals they have achieved and what goals remain to be achieved, this way the employees can judge themselves whether or not they are meeting the targets and organizations requirements. The organizations use appraisals as a means to judge their own performance on the whole and the performance of their employees. It is very important that the organization remains aware of its own standing so that they know how to develop future strategies. Considering today’s competitive environment it has become important that the organization work on the work force that they have hired. Human resource of an organization is now the distinguishing feature of any organization and enables it to create a USP for itself in the business world (HLUPIC, 2003). If the organization fails to meet the targets that are the industry average then they suffer in the form of financial losses as well as human drain. Employees tend to switch to organizations that offer them better career opportunities and promise them better compensation. Performance appraisals are a means to an organization to concentrate and invest in their employees and develop to meet the challenges of today’s world. Better career opportunities and better career advancements makes sure that organization can hold on to the talent that they have. If as a potential employee has all the competency skills, then they are eligible for the best kind of companies. If a person has learned and understood all the things involved in the management process, then functions involved in the management are clear and, therefore, understanding of the issues and other things that crop up. References Top of Form CALHOUN, F. S., & WESTON, S. W. (2006). Protecting judicial officials: implementing an effective threat management process. Washington, D.C., U.S. Dept. of Justice, Office of Justice Programs, Bureau of Justice Assistance. GRAY, C. F., & LARSON, E. W. (2008). Project management: the managerial process. Boston, McGraw-Hill/Irwin. HLUPIC, V. (2003). Knowledge and business process management. Hershey, PA, Idea Group Pub. [Online] Available at http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=71074. JESTON, J., & NELIS, J. (2006). Business process management: practical guidelines to successful implementations. Burlington, MA, Butterworth-Heinemann. MACMILLAN, H., & TAMPOE, M. (2000). Strategic management: process, content and implementation. Oxford, Oxford University Press. PICKETT, K. H. S. (2005). Auditing the risk management process. Hoboken, N.J., Wiley. POIRIER, C. C., & WALKER, I. (2005). Business process management applied creating the value managed enterprise. Boca Raton, Fla, J. Ross Pub. [Online] Available at http://www.books24x7.com/marc.asp?bookid=18345. WESKE, M. (2007). Business process management concepts, languages, architectures. Berlin, Springer. [Online] Available at http://site.ebrary.com/id/10230314. WYSOCKI, R. K. (2004). Project management process improvement. Boston, Artech House. [Online] Available at http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=104664. Read More