The role of technology and management for the success of an organization - Essay Example

Running head: management The role of technology and management for the success of an organization submission: Abstract Effective management can be achieved through managerial competencies that combine experience, study and skills related to people management, which forms the base of Mintzberg’s concept of management. Managers require access to information and data as well as possess managerial capabilities. Mintzberg’s conceptualization of managerial functions highlights minute nuances of managerial actions, which are critical to the business. These are studied from diversity management perspective in the present context. Reverse implications of diversity management have been studied from literature. Further, this paper examines managerial role in diversity management based on these conceptualization in addition to recognizing the significance of technology from diversity management perspective. The role of technology and management for the success of an organization Introduction: Organizational effectiveness can be achieved by employing diversified resources, advanced technology, suitable policies, procedures and systems that help in achieving organizational goals. Management of these critical components becomes extremely important not only from strategic viewpoint but also to actually derive the intended benefits. One such practice is diversity management, which organizations adopt to build better working relationship among employees and with management. This study critically views Mintzberg’s assertions related to managerial role in implementing diversity management. Theoretical construct: Mintzberg defines management as a practice that has to blend a good deal of craft (experience) with a certain amount of art (insight) and some science (analysis) (2009; p.xii). Mintzberg’s (2009) viewpoint about management is abstract, and managers’ discretion and purpose have to underpin their decisions, which need to be aligned to the organizational goals. This is, somewhat, an extension of Skinner’s (1974) proposition on bringing congruency between elements of production system and organizational goals. For instance, one of the propositions to improve performance is to include highly skilled and technologically sound workforce, which is also one of the functions of diversity management. For this, organizations employ various practices such as hiring employees with diversified skills and from different backgrounds. Skinner’s (1974) proposition with respect to workforce actually helps managers in leveraging their insight, analysis and experience in employing skilled workforce. Literature findings: Surgevil (2010) constructs his proposition related to diversity management in the Turkish setup based on the fact that increasing impact of globalization, advancements in technology, changing organizational structures and systems have affected Turkish organizations more than ever before. Advancement in technology that has resulted in greater communication media, effective communication and vast opportunities to communicate and learn has been the major factors affecting organizational systems; in a sense, this advancement has also been the cause for increased competition, globalization, and aggression in the service and production industry throughout the world. The process of diversity management imbibes certain procedures, formulated at strategic level, which managers have to implement. Cockburn (1991) points at this as the schemes or initiatives meant to help or provide certain social groups with opportunities to improve their position, which can be exercised as per the managerial decision (Kirton & Greene, 2005). However, managerial decision that is actually aimed at focusing on improving the socially diffident groups is misinterpreted as ‘special treatment’ by the other employees thereby spreading the notion of biasness. Such perception ultimately results in suffering of the employees. Besides this, Hofstede’s (1980) study identified that cultural differences often form the obstacles to effective management. This is because cultural differences have an impact on individual and managerial behavior and working pattern, as proven by Hofstede (1980). Discussion: Although organizations adopt diversity management as a regulatory requirement to manage discriminatory behavior, their main focus is to expand organizational capabilities and performance and reap the advantages of (or so called challenges) globalization and increased competition. Amidst this paradoxical situation, organizations formulate diversity management practices such as equal employment opportunities, fair pay and performance management, promotion policies, employee benefits etc. Advanced technological systems are employed to enhance overall performance; however, they also have shortcomings. For instance, advanced communication media such as email, intranet, tele-and-video conferencing etc are used to hasten speed of communication and provide valid clarity to information dispersed related to anti-discriminatory procedures and diversity management practices, these advanced technological systems contribute little to execution of these practices by managers and leaders. Mintzberg (1990) asserts that the manager is challenged to find systematic ways to share his privileged information (p.13), which in the case of diversity management comprises of the anti-discriminatory regulations and diversity-related practices. The manager not only has to share this information but has to also constantly repeat and reinforce the same through decisions and actions. In addition, manages have to validate and cross-check the information being shared through various media in order to ensure accuracy; erroneous or misguiding information can have serious consequences. Mintzberg’ also asserts, ‘the manager is challenged to deal consciously with pressures of superficiality by giving serious attention to the issues that require it, by stepping back from his tangible bits of information in order to see a broad picture’ (p.14). This fact is reflected in Cockburn’s (1991) point that highlights possibilities of biasness in implementing practices meant to provide opportunities for specific groups of people that are otherwise dominated by the larger groups. For instance, conducting training sessions for non-English speaking groups in order to prepare them for other roles could be perceived by the English-speaking employees as giving ‘special treatment’ to privileged few, which is far from reality for the manager. The same could be applicable for providing greater focus to the non-performing individuals that are physically challenged. In such situations, manager has to strike a balance between the regular and unexpected actions he/she performs keeping in mind the broader picture, i.e., organizational performance, which is out of the employees’ purview of understanding. Influence of culture on managerial and employee behavior has serious implications for managing diversity climate within organizations (VonBergen, Soper & Foster, 2002). Like the Turkish organizations, many other organizations worldwide are not only adopting diversity management, but also recognizing the impact of cultural differences on management and practices. Applying this to Mintzberg’s assertion of managerial challenge to gain control of his or her own time by turning obligations into advantages and by turning those things he or she wishes into obligations, cultural diversity, in a way, provides scope for learning and improvement for the manager and his subordinates. However, this would require constant verbal communication, reiteration, and understanding of mutual objectives for which diversity training needs to be provided to the employees without triggering reverse discrimination or causing stereotypes or demoralizing the employees (VonBergen et al, 2002). Thence, diversity training becomes manager’s obligation, which he could turn into a learning opportunity for both employees and himself. Conclusion: To conclude, managerial role cannot be limited to or defined by the conventional functions of management which are crafted in the form of policies and procedures. While organizational policies and procedures are meant to enhance organizational performance, managers have to be conscious about their actions, behavior, and decisions in implementing them. As seen in the context of diversity management, managers have to ensure diversity policies and procedures are communicated and explained to their subordinates; secondly, managers have to assess subordinates’ understanding and address their misperceptions in a manner not to create any reverse reactions; thirdly, managers have to take advantage of the cultural influence on individual behavior by learning and helping subordinates learn impact of cultural differences on work in order to foster diversity climate that enhances overall organizational performance. In order to perform these roles, managers need to continuously learn and improve through retrospection and introspection of self. Annotated Bibliography Hofstede, G. (1980). Motivation, Leadership, and Organization: Do American Theories Apply Abroad? Organizational Dynamics.9(1), 42-63. A ground-breaking study conducted by Hofstede and colleagues in European organizations identified various dimensions to behavior influenced by culture. These findings have been extended to organizations to understand the difference between individual behavior in home and foreign organizational settings. This study also explains the influence of culture on organizational policies and practices and on managerial practices in home and foreign locations. This is a very insightful learning for managerial behavior and decision making as well as for formulating organizational policies in multinational companies. Kirton, G and Greene, A.M. (2005). The dynamics of managing diversity. (Ed 2). Oxford: Butterworth-Heinemann. This is a book explaining diversity-related modules meant to promote equality and antidiscrimination with insights into theoretical, practical and conceptual aspects of diversity management. It focuses on diversity management at workplace that includes five main groups such as minority ethnic people, older people, women, disabled people, and lesbians and gay men. Mintzberg, H. (1990). The Manager’s Job: Folklore and Fact. Harvard Business Review. 68, 163-176. Retrieved December 8, 2011 from, http://www.e-learningforkids.org/Courses/Coaching_for_Results/res/media/hbr/90210.pdf In this article, Mintzberg challenges the classical concept of management and managerial duties. Here, he highlights certain myths about managers’ roles and proves these myths as misunderstandings and proposes alternative, yet realistic facts. This article instigates powerful insights about managerial duties and functions that are more practical than theoretical; hence, these facts are greatly applicable to situations than theoretical concepts. Mintzberg, H. (2009). Managers Not Mbas: A Hard Look at the Soft Practice of Managing and Management Development. (Ed. 18) CA: Bennett Kohler Publishers Inc. Henry Mintzberg explains management and elaborates the requirements to become managers based on critical thought. His critical thought throws light on the educational process that produces formal managers; it highlights incorrect managerial practices and organizational procedures. Through this book, Mintzberg draws an outline of requirements for developing managers in a rather abstract manner, which is also the essence of managerial role. Overall, Mintzberg asserts that management study has to be subjective and the same needs to be registered in the minds of students studying management, and not that management degree will provide answers to becoming good managers. Skinner, W. (1974). The focused factory. Harvard Business Review. 51(3), 113-121. In his article, Skinner challenges conventional management practices that actually hinder productivity and improvement. Skinner focuses on key organizational elements such as machinery and equipment, work-force, scheduling and planning, quality, and organizational structure to identify the causes that have potential to cause organizational deceleration; further, he proposes new approaches to managing these elements, which would directly impact organizational performance. Through his study, Skinner attempts to change the notion of managing a complex organization to converting it to a focused organization by changing the way its key elements are managed. Surgevil, O. (2010). Is Diversity Management Relevant for Turkey? Evaluation of some factors leading to diversity management in the context of Turkey. Ozbilgin, M and Syed, J (Eds.) Managing Cultural Diversity in Asia. (Ch.17, pp:373-392). Massachusetts, USA: Edward Elgar Publishing Inc. Retrieved December 8, 2011 from, www.elgar.com database. This chapter provides an overview of impact of cultural diversity on organizational effectiveness in religion-and culture-dominated country like Turkey. In this chapter, the authors assess the implications of globalization, changing workforce, and changing organizational priorities on Turkish organizations and their employees from various diversity perspectives. Von Bergen, C.W, Soper, B and Foster, T. (2002). Unintended Negative Effects of Diversity Management. Public Personnel Management. 31(2), 239-251. This article highlights managers’ role as critical to diversity management. The authors point out issues such as reverse discrimination against majority group, demoralization and reinforcement of stereotypes as the potential bounce-back implications of ineffective diversity management. Overall, this article stresses on the importance of diversity training and the potential sparks these trainings can trigger that could further ruin managers’ efforts to manage diversity. Read More