High Profile Organizations Including the Police Force, Mining Industry, Building Industry - Essay Example

Management in Organizations In the tough and competitive economy, high profile organizations including the police force, mining industry, building industry and other organizations find means through which they can manage their organizations effectively. They employ various mechanisms such as CSR model (Corporate Social Responsibility) and other concepts in business operation. This is essential because of the need to achieve a competitive advantage in the global competitive market; hence, these organizations have made efforts to change organizational culture. According to Schein (2010), organizational culture is one the factors that can affect better organization performance; hence, organizations should change their cultural behaviors in case they want to achieve better performance. Many companies are aware of increasing responsibilities to both employees and the society; thus, they have considered management issues as effective means for achieving their stated objectives. Therefore, organizations employ CSR model, stakeholder engagement strategy, social accountability concepts among others as effective means for monitoring social demands and managing their social response mechanisms. Organizations monitor social demands and manage social response mechanism through various ways. The CRS model is one of the mechanisms organizations employ in order to manage social response mechanism. CSR is a sustainable response model used in many organizations for monitoring an ensuring that the organizations actively comply with the required ethical standards, regulation and international norms. It is a self-regulating mechanism that embrace the responsibilities for the organization’ actions and encourages a positive response from stakeholders, employees and consumers (Carroll and Buchholtz, 2003). Social responsibility is one of the significant themes that organizations give considerable attention. This is through employing various models such as the CSR model for monitoring the responsibilities. The growing attention to organization ethics fits well in the evolution of thinking on the quality services offered to customers. Many companies have employed the CSR as a model for creating positive social change in organizations. For instance, the police force employs CSR through integrating corporate governance and other organization theories into various actors, which are driven by moral motives. The aim is to improve the quality of services and enable customers to achieve effective satisfaction. Organization design effective grievances mechanism and dispute resolution methods through incorporating CSR strategy as one of the organizational management system. Many organizations work hard and commit themselves towards conflict solution and managing any crisis that may affect successful organization management. Conflicts of interest are likely to occur in any organization; thus, quality negotiations are effective in shaping the organization. Organization leaders cannot achieve genuine agreement in case they do not employ effective mechanism for overcoming disputes. Sustainable change is possible through advancing the company’s set interests by jointly taking action. This is essential because it will head to achievement of optimal solutions. Norris and O'Dwyer (2004) argue that employing dispute resolution mechanism is effective because it can manage or resolve disputes and grievances. This will harness the organizational resources and capabilities towards achieving the stated objectives effectively. Stakeholder engagement strategy is among the ways that companies employ in addressing social responsibilities. Stakeholder play significant roles in the effective organizational performance; thus, employing the stakeholder engagement strategy is crucial in achieving a competitive advantage. Stakeholders expect organizations to monitor their social demands and abide to a variety of standards that are vital for promoting sustainable business environment. Therefore, many companies employ CRS in order to alter the nature of stakeholders’ anticipations. This strategy is essential because it contributes to increased quality management of services in an organization. For instance, companies employ TQM (Total Quality Management) in order to change their management and increase productivity. According to Norris and O'Dwyer (2004, p.172), the scope of quality has contributed to management change in the contemporary society. The idea of quality thinking is linked to the product or services offered to customers and their general performances. However, companies have implemented the thinking quality into a broader focus on the quality of the management system. Hence, the TQM where organizations focus on quality services have become a significant strategic issue in many organizations. The demand for good governance (DFGG) is another way through which organizations manage their social response mechanisms. Good governance is one way of being accountable and responsible for organizational activities. Companies have now resolved to educate their employees on the importance of good governance. The demand for effective governance encompasses participatory monitoring, information dissemination, handling conflicts and many other activities that will enable the company to function well (Dimovski and Penger, 2004). For instance, organizations such as the police force and armed forces emphasize on good governance as an effective mechanism vital for strengthening the organizational capacity, local communities and other authorities responsible for maintaining peace in the society. This is crucial because accountability between policy makers and clients are the core means of achieving effective developmental goals of a state. These companies engage multi-stakeholders and employ anti- corruption strategies as benchmarks for translating accountability into effective management practices. Moreover, organizations employ social accountability measures to enable them monitor social demands effectively and manage organizational, social response. Social accountability measures improve the organizational key performance areas including government reform, increasing quality services and strengthening the public governance. The aim of employing social accountability measures is to empower and engage stakeholder as well as employees to participate in the development process (Schein, 2010). DFGG is one of the social accountability measures that enhance capacity building and change of organization culture. This is because social accountability mechanism deals with all social aspects including shaping organization behaviors, promoting good governance and strengthening management practices. The mechanism requires organizations to monitor regularly, carry out social audits in the company and media investigations in order to generate information about organization performance. This information is vital because it will enable the company to make changes vital for making improvements. Social monitoring mechanism is another significant method for monitoring social demands in an organization. It is similar to social responsibility because it plays a fundamental role in promoting transparency to public organizations. Epstein, Rejc and Yuthas, (2010) argue that, social monitoring is evolving as a powerful mechanism for empowering local society to bring transparency in many organizations. For instance, the armed force or police force management engages local communities in revealing significant information to them when they are carrying out activities such as crime investigations. The social monitoring mechanism evolved from the process-monitoring model that attempts to achieve quality services in the organization in order to avoid unwanted costs. Monitoring is crucial because it enables an organization to utilize their limited resources effectively, and avoid the costs that may result due to poor organization management. Social monitoring is imperative because it increases public awareness and enables stakeholders to participate actively in organizational development. According to Knights and Willmott (2012), organizational, social responsiveness has become one of the major roles for creating corporate change in the contemporary economy. This is because of the tough and increased competitiveness in the business industry. Therefore, many organizations have resolved to employ corporate social responsiveness as the means through which they will achieve effective business performance in the competitive business environment. Managers implement effective decision process through anticipating, responding and managing social responsibility areas in order to achieve a competitive advantage. This mechanism is essential because organizations found that, through corporate social responsiveness, they can effective monitor various activities and respond with an immediate effect to any issues affecting organizational performance. Companies monitor social demand and organizational expectations through employing social forecasting, surveying opinions, managing issues, social audits and social scanning (Morgan, 2007). First, social scanning is a systematic method of identifying social trends and evaluating the organization trends; thus, integrating the trends into forecasting programs. For instance, managers track significant organizational trends and make attempts of predicting the impact that may arise. The management team can carry out social scanning. This is through carrying out research in order to determine the way an organization may change their trends in order to achieve the stated objectives effectively. Secondly, social opinion survey is another mechanism of monitoring social demand. Opinion survey is a method of conducting survey regarding social issues affecting organizations. Social audit is another way, which involves systematic investigation and evaluation of social issues affecting effective, economic performance. It includes assessment of social activities that may affect effective performance of organizational activities. However, this mechanism is problematic because it may lead to disagreements on issues necessary for including in the study process; hence, the result may be difficult to measure. Additionally, issues management and social scanning are among the ways through which organization can measure social demands. Issues management deals with identification of social problems emerging in an organization. This mechanism enables the organization to analyze the possible effects that may arise; thus, implementing effective responses. The strategy aims to reduce problems arising from environmental forces; thereby designing a proactive method for creating change in an environment (Miles, 2012). For example, the management teams in the mining industries try to identify social issues affecting effective organizational performance. They use the identified issues in ensuring that the organization is managed well in order to reduce those issues that may affect effective operation in an organization. Another mechanism is social scanning and this deal with environment analysis in order to find impeding issues that may hinder effective business performance. Social scanning is more informal unlike issues management, which is formal. Management utilizes the knowledge of issues that are likely to affect the business, though; they rely on systematic analysis (Morgan, 2007). Even though, it is effective to monitor social demands in an organization, developing suitable response mechanisms is crucial. This is vital because employing effective response mechanism will enable organizations to achieve social demands effectively; thus overcoming obstacles during the monitoring process. Internal social response is another mechanism that many companies employs in order to respond to social demands of the organization (Morgan 2007, p.120). The internal social response mechanism may include human resource departments and other stakeholders affecting the organization; thus, creating social, organizational changes. This mechanism encompasses various social responses including individual executives, permanent committees and permanent departments and temporary task laborers. A first, individual executive as a mechanism for social response is a task of handling critical social matters arising in an organization. Permanent committees also handle social issue such as public issues and corporate issues. For instance, the company may comprise of executive members, management team or higher level committees whose aim is to solve critical issues arising within the company. However, the permanent departments play different roles of coordinating social issues and identifying polices for such social issues. For instance, the police affairs or mining industries have permanent departments usually known as public affairs department. This department coordinates the government and community as well as other external parties to synchronize social issues. Lastly, temporary task committees are another social response mechanism and their roles takes a short period. This committee handles critical social issues in a short period and disbands after taking actions. This group is desirable and effective in an organization especially when significant social issues arise that calls for immediate attention from other organizational departments. In conclusion, many organizations employ CSR model, stakeholder engagement strategy, social accountability concept among other ways for monitoring social demands and managing their social response mechanisms. CRS is an effective model employed in many organizations in the contemporary society because it enables organizations to monitor their social demands and responses effectively. Stakeholder engagement strategy and dispute resolution methods are among the ways that companies employ in addressing social responsibilities. Social accountability, social monitoring concept and the demand for good governance (DFGG) are among various ways through which organizations manage their social response mechanisms. Organizations monitor social demand and their expectations through employing social forecasting, surveying opinions, managing issues, social audits and social scanning. These are an effective mechanism vital for assessing social demands. Internal social response is the last mechanism that many high profile organizations employ in order to respond to their social demands. This is crucial because social response mechanism encompasses diverse social responses including individual executives, permanent committees, permanent departments and temporary task committees who play different roles in handling or coordinating social issues. References Carroll, A. B., & Buchholtz, A. K. (2003). Business & society: Ethics and stakeholder management. Mason, Ohio: Thomson/South-Western. Dimovski, V., & Penger, S. (January 01, 2004). Transforming vertical organizational structure into the process organization in knowledge based economy: Theoretical perspective. 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