Coordinating People Towards the Goal - Essay Example

Employee Reward 1.0 Introduction The management process encompasses the controlling and directing of people in the organization with the intention of harmonizing and coordinating the people towards the direction of attaining the goals and objectives that the organization has set. In order to attain these organizational objectives, the management uses the resources available for instance financial, natural, human resources, as well as technological resources at the organizations disposal. In the building environment, the understanding of people and the management of the organization are important owing to the nature of the work in this kind of a working environment. Building is a form of service that is offered to the clients and the quality of the service offered depends on the ability of both the people and the organization to harmoniously work towards the attainment of the goals set by the organization. 2.0 Importance of understanding people in my profession People or the organization’s human resources are a very integral part of the organization. They operate and run the machinery and carry out the roles that the machines can not do. The people are even more important when it comes to the built environment since the nature of the work is manual and the people directly offer services to the clients. People are a core resource in every organization. It is always important to fully understand these people and more so get to know how well they are able to interact with the organizational structures in totality. This is a very important aspect and highly contributes to the success of the organization. Watson, Tony J. (1994).This process of understanding the people in the organization is able to explain best the relationship that exists between the organization and its people in a building environment. Understanding the people is important as it is able to unearth the social and managerial functions that may affect the behaviour and the attitudes of the people working in the organization. This in turn may affect the performance as well as the effectiveness of the organization, Willcocks, Leslie and Jenny Harrow (1992). Understanding the people helps in exploring the on the most effective ways of improving the organizational effectiveness and performance. 3.0 Organizational management principles The principles of management are of importance to my profession because they lay the guidelines to successful management. Waterhouse, Mike and Geoff, C., (1995): The fourteen principles highlight the guidelines that managers need to follow in their actions and decision making process. These include; 1. The division of work; When people in the organization specialize in particular areas, they create specific professional and personal development within the workforce and this increases productivity. Specialization is known to enhance efficiency of labour. This is very applicable to both the managerial and technical professions. 2. Centralization; This is concentrating the power and authority of decision making in the hands of the top management. The opposite is decentralization. The corporation should try to balance between the two. 3. Presence of unity of command; All the subordinates in the organization should take their orders from one person and in addition be answerable to just one supervisor. This reduces the likelihood of occurrence of conflict and confusion among the various professionals. 4. Initiative; This is one of the areas where the organization can build its strengths. This is because it is a source of innovation and better ideas. 5. Discipline; In order for the organization to function and operate smoothly, all the professionals must be obedient, respect the authority and also have good conduct regard to other people in the organization. 6. Equity in the organization; The entire work force should be treated well. The management should be just and fair to all. 7. Chain of command; The superiors are ranked from the top to bottom. The difference between the ranks should be clear. 8. Responsibility and Authority; People should take up the consequences of their responsibilities. Superiors in the organizations have every right to give direction and order to the respective subordinates. 9. Unity of command; All the employees must cooperate in receiving orders from one superior and also be answerable to one superior. 10. Remuneration; The professionals in the organization must be given a sufficient pay for their work. This not only motivates them but also influences the worker productivity, Torrington, Derek and Laura H., (1998). The methods that are used in paying them should always be reasonable, fair and rewarding to the effort put by the people. 11. The Accurate subordination of personal interests; Personal issues should be put aside in the organization and first peruse the organizational goals. 12. Unity of direction; This principle states that all the people who work in a common line of work should understand and also have common objectives at all times. Taylor, Stephen (1998). All the activities that are much related should be grouped together. A common plan should be made for all the activities and the supervision should be charged to one manager. This ensures that there is unity in the actions taken and that the efforts are focused to one direction and that the strengths of the people are coordinated. 13. Esprit de Corps; This refers to the spirit of team work. Managers are expected to develop and sustain employees’ morale through teamwork. 14. Order; There should be organization at the place of work to ensure safety as well as efficiency. 4.0 Theories of management Several theories of management have over the years been used to guide and direct the management process, Stewart, Dorothy M. (1994). Here below, some of the management theories have been explained and a description given on how they can help to meet the core challenges of the 21st century. 4.1 The scientific management theory The theory looks at management as the function of planning the people rather than a function of the people. From this theory, management is supposed to select potential people as well as train them and latter cultivate cooperation and harmony between the people and the management rather than create division of tasks and individualism between the two entities, Ridgeway, Christopher and Brian W., (1997). This management theory in the concept of the 21st century is useful in facing the challenge of discrimination, bias and enemity between the management and the people in the organization, Pugh, D. (1975). The theory approaches the organization as an entity that is not divided between the employees and the workers but rather attempts to boost cooperation and harmony between the two. 4.2 The hierarchy of needs theory This theory by Abraham Masslow has put a persons needs in order of a hierarchy from the most basic needs to the need for self actualization which is the highest order. From this management theory, a need ceases to be a motivator once it has been attained. From this, employees have needs that are arranged in a hierarchy, Mintzberg, H. (1989).The needs that are lower on the hierarchy for instance conditions of work, and employee safety, must first be satisfied before the needs that are higher on the hierarchy like self actualization and self esteem. In this century, problems will be avoided and challenges faced by the organization that treats the people in the organization in order of needs, Peters, Tom (1992).The most basic needs like a good salary, allowances and promotions should first be met before the rest of the needs this will cultivate harmony and cooperation in the organization, McKevitt, David and Alan Lawton (1994). 4.3 Theory X, Theory Y This management theory has two factors namely X and Y. Theory X has its assumptions based on the early school on human relations. From theory X, people in organizations inherently dislike work. Goleman, D. (1996). According to this theory, the people are lazy and they must be supervised closely at all the time. It insists that these people can only be motivated by money. On the other hand, theory Y has a different take on the same thought, that the mental and physical effort that people put is very natural just like rest and play. Those employees or the people in the organization are perfectly able to practice self-control and self direction when they are in the organization and precisely at work, Pepper, Allan D. (1989). The employees are hence better motivated by opportunities to take up responsibility and the behaviour at work than money, coercion and threats from the management. In the 21st century, the management must learn the kind of people that they have and also understand the motivator for these people. This will help the organization to overcome the challenge of low employee motivation and understand its people better hence treat them respectively. 4.4 The two factor theory In management, two factors influence performance among people in the organization. These factors are equally important in the building industry. Gennard, John and Graham J, (1998): Satisfiers are the factors that positively motivate people and hence improve performance for instance, if the people in the building industry advance in ranks, are appreciated by the work itself and are appreciated and recognized, in the organization they will be motivated. The job dissatisfies are extrinsic factors that do not cause positive motivation and are hence dissatisfies, Armstrong, M (1998). In the building industry during the 21st century dissatisfies like salaries, company policy and administration problems should be avoided so that the people are motivated to work harmoniously and be productive. 5.0 MY personal management competencies In my profession I am motivated by the fact that I love my job. I am it the profession that I had always wanted since my childhood. This gives me job satisfaction. To motivate other people, I would advice them to like what they do, be comfortable in their profession and always aim to develop their profession so that they move up and not just remain in the same position in the organization. My strengths in communication are that I am eloquent and very confident; however, I tend to emphasize on my points and sometimes repeat myself. I am a good leader and very capable of coordinating various activities with inherent charisma. I have been able to demonstrate strong organizational skills and planning during my course of study an in the course of my two years working experience. While taking a degree in architecture, I was a team leader in my class. I was able to coordinate the activities if my team members. I have on many occasions organized for my team members to lead in architectural exhibitions .While at work for two years; I have been able to lead people in to successfully completing building plans which were all very successful. I have absolutely no doubt in my leadership potential. The organization I worked in had a democratic management style. The people in the organization were not dictated upon by the management and were involved or consulted in one way or another in the major decisions of the organization or even in the management of change. The workers were motivated by this kind of organizational culture and took pride in being part of the organization. This was because they felt part of the organization and more importantly felt wanted and appreciated. In the organizational teams, I mostly act as a team leader. I do not volunteer but the team members normally recommend me because of my degree of leadership and professionalism. My colleagues say I am a strong leader who is confident and self driven as well as a person who relates well with the other team members. I perceive my self in this light and the response from my colleagues only what I think about myself. The process of Recruitment and selection is one of the most remarkable activities in management. This is because I meet potential employees who are qualified and know their respective fields without any doubts. They are promising and display potential, ambition and the diligence of well trained people. The worst part of it is that you end up recruiting very few of the potential employees just because the organization can not absorb every one of them. In change management, I always consult my colleagues so that I do not implement c change that they will later not accept. My weakness however is that I tend to overlook some details with the assumption that my colleagues will take the time to read out the framework for the change to be implemented. They sometimes do not get to read the details and this raises questions on the plan. 6.0 Conclusion Management is the process of ensuring that the organization runs smoothly and attains the set objectives through planning, controlling, organizing, staffing and directing, Armstrong, M (1996). The principles of management serve as guidelines towards the effective running of the organization considering the management, the employees and the work itself. References Armstrong, M (1996): A Handbook of Personnel Management Practice (Sixth Edition), London, Kogan Page. Armstrong, M (1998): Employee Reward, London, Institute of Personnel and Development Gennard, John and Graham J, (1998): Employee Relations, London, Institute of Personnel and Development. Goleman, D. (1996): Emotional Intelligence: Why it can Matter More than IQ, London, Bloomsbury McKevitt, David and Alan Lawton (1994): Public Sector Management: Theory, Critique and Practice, London, Sage Publications/Open University. Mintzberg, H. (1989): Mintzberg on Management, The Free Press, New York. Pepper, Allan D. (1989): Managing the Training and Development Function, Aldershot, Gower. Peters, Tom (1992): Liberation Management, London, Pan Books. Pugh, D. (1975): Organization Theory, Harmondsworth, Penguin. Ridgeway, Christopher and Brian W., (1997): Empowering Change: The Role of People Management, London, Institute of Personnel and Development. Stewart, Dorothy M. (1994): Handbook of Management Skills (Second Edition), Aldershot, Gower. Taylor, Stephen (1998): Employee Resourcing, London, Institute of Personnel and Development. Torrington, Derek and Laura H., (1998): Human Resource Management (Fourth Edition), London, Prentice-Hall. Waterhouse, Mike and Geoff C., (1995): Management and Business Skills in the Built Environment, E & FN Spon. Watson, Tony J. (1994): In Search of Management: Culture, Chaos and Control in Managerial Work, London, International Thomson Business Press. Willcocks, Leslie and Jenny Harrow (1992): Rediscovering Public Services Management, London, McGraw-Hill Read More