Management Challenges in a New Satellite Office - Essay Example

Table of Contents Table of Contents Challenges in a New Satellite Office 2 Introduction 3 References 9 Challenges in a New Satellite Office This report looks into the management issues faced in the first six months of operations in a satellite office. The office has eight members that work on a full-time basis. The report will focus on management and leadership. Additionally, the report will give recommendations to the most efficient approaches that can be implemented to ensure the clients’ needs are met while ensuring that implementation of the project is cost effective. Introduction JA Consultants won the contract to provide cost control services in construction project that will be in operation over the next few years. The company resolved to establish an on-site satellite office with new appointments composed of eight employees. The new appointments are composed of the senior consultant, the secretariat and administrative support as well as the senior and junior quantity surveyors. The report looks into the managerial challenges as management and leadership and some of the strategies that can be used to handle these setbacks. The terms management and leadership may be used interchangeably while it is clear that the two are different in the daily operations of companies in the modern world (Wang and Pizam, 2011: 15). It has been observed that the two concepts are important to ensure continued success for companies. The first are that will be discussed in the essay is management. Management 2.1 Management refers to the practice of controlling and dealing with individuals to achieve the preferred result. The management function within an organisation determines the organisational structure within a business determines the level of authority and is a major contributing factor to operations within a business (Mullins et al., 2013: 23). Management and leadership work hand in hand to ensure success and smooth operations in the business (Mahadevan, 2010: 34). The management will need to understand the different style of management and the different impacts it is likely to have on the team members. 2.2 JC Consultants will be required to stipulate and implement the four key management functions that determine success within an organisation. These functions include controlling, directing, organising and planning and they enable companies to handle their operational decisions and business strategy (Samson, 2010: 15). The controlling function institutes the standards that are to be attained within a company. It also entails evaluation of outcomes with the established standards and helps the management come up with the proper measures where there are variations. Secondly, directing helps in channelling of resources and monitoring the employees towards the attainment of the company’s goals and objectives (Williams, 2008: 55). It requires positive interpersonal relations between the management and employees and effective communication within the organisation. It also helps employees towards achieving their career goals. Thirdly, organising requires the management to manage the resources during the planning stage and this helps attainment of the set goals and objectives. It also helps the management towards establishment of an internal structure (Selto and Curry, 2008: 35). Finally, planning is the most important function of management and it is the basis of all other management functions. It requires the management to do a comprehensive evaluation of the present state of the company and its position in future. During this stage, the management takes into account the internal and external factors affecting operations within the entity. 2.3 There are three management approaches that can be adopted by the management towards attaining the set goals and objectives. To start with is the autocratic management style whereby the manager makes all decisions individually (Rao, 2010: 16). Secondly is the democratic style of management where all the decisions are made through a team effort. Finally is the laissez-faire management style that allows decisions to be made by the team while allowing management to give their opinion on what they think is right (Mullins et al., 2013). The best management styles in this situation are the laissez-faire and democratic styles. This is owing to the fact that achievement of the company’s goals will depend on the team’s effort. 2.4 The management may review their approaches based on the features of the new appointments (Dunker, 2012). There are two important approaches in managing employees that are determined by the manager. The manager may assume that employees are self-sufficient and responsible or that employees detest work and avoid responsibility as expressed by Dunker (2012). The manager will need to realise the consequences of the decisions they take on their employees. Additionally, managers should be able to point out the mistakes they make in their management efforts through mentoring and appraisal. 2.5 The project that JC consultants was appointed to do is greater in size than its previous projects. It is therefore important to sustain a positive cash flow during the project. This is done by adhering to the management’s goals and objectives and by relating them to performance (Pettinger and Nelson, 2010: 15). This would contribute positively to the growth of the business while motivating its employees. 2.6 Tasks and duties will be required to be completed to perfection while maintaining positive relationships within the team (Lee, 2006: 44). If this is not attained, the output will be highly compromised. An executive leadership style could be adopted where the management staff shows a higher level of staff. This promotes team work while providing motivation to the employees (Riley, 2012). The next section discusses the concept of leadership within the entity. Leadership 3.1 Leadership is an important concept in businesses in the contemporary world. It refers to the process in which an individual with a team influences fellow members towards attaining the set goals and objectives (Wise and Kowalski, 2010: 65). These goals are achieved through cohesive behaviour and cooperation. A leader instils positivity and inspires other employees towards achieving the set goals. Leadership is an individual’s behaviour that demonstrates high self-esteem, assertiveness and high self- esteem (Northhouse, 2010: 34). Leaders are individuals that have managed to gain trust and confidence from the employees. They are highly respected as they are considered to be highly knowledgeable. The team leader should have such an impact on the subordinates to ensure that the goals and objectives are attained. 3.2 An effective leaders should possess the following character traits to ensure success of the project. An effective leader should have excellent communication skills. Leaders should be able to listen to their subordinates’ views and understand their requests and should also effectively communicate what is required of the employees. Secondly, they should be decisive as leadership for the making of tough decisions. Some situations call for the making of hard decisions and effective leaders should rise up to the occasion (Winkler, 2010: 15). Thirdly, effective leaders should be highly optimistic and this helps to instil positive energy among the subordinates. Fourthly, leaders should have integrity and treat all employees with honesty and fairness. Fifthly, the effective leaders should facilitate and support their teams. This is by establishing an environment that allows employees to develop their skills and express their sentiments without the fear of being reprimanded (Bloisi and Cook, 2007: 22). Finally, effective leaders should be confident and assertive and this will inspire respect among the subordinates. 3.3 There are various approaches that can be adopted by effective leaders. There is the participative approach that is suitable for the current situation (Waite, 2007: 14). In this approach leaders have the right to allow participation by employees and encourage it as it makes them feel relevant to the decision making in the company. The second approach that may adopted by the leadership is the situational theory. (Winkler, 2010: 15). Various situations call for different leadership styles. For example, in situations where the team members are skilled, the democratic approach is appropriate whereas in situations where the leader is more experienced and knowledgeable, the authoritarian style is appropriate. The third approach that may be adopted by the leaders is the relationship theory that is also referred to as the transformational approach. This approach requires high moral and ethical standards. Leaders are focused towards encouraging employees exploit their full potential and motivate them towards achieving the set goals and objectives (Winkler, 2010: 15). The final approach that may be taken by the leaders is the management theory. This approach states that leadership is s system of rewards and punishments and focuses on the role of supervision within an entity. In instances where employees succeed, they are rewarded and where they err, they are punished. Conclusion Management and leadership are important concepts to businesses in the modern world. Management refers to the way businesses deal their employees in order to achieve the preferred outcome. The style of management that is adopted by companies determines the employees’ attitude and the entity’s success. It is therefore important for management to establish whether their management style is effective. It is clear that employees and companies have a common goal that allows for evaluation of performance. It can be concluded that effective management can lead to a great accomplishment in the set goals and objectives. On the other hand, leadership is also an important concept in ensuring success with an entity. Effective leadership is attained through cooperation among the team members. An effective leader is able to inspire positivity among the employees, is assertive and has high self- esteem. Leaders should also be able to inspire trust and respect among the employees. Leaders are advised to apply the leadership style that suits the respective situation. Recommendations The following recommendations are important for the Satellite office: The management should adopt a participatory leadership and management approach that motivates employees to work harder as they feel important in the decision making process. The company should conduct regular training programs for its employees and management to improve their efficiency. The management staff is encouraged to reward their employees when they do a good job. References Bloisi, W. & Cook, C.W. (2007) Management and organisational behaviour, (2nd European edn.), Maidenhead, McGraw-Hill Education. Dunker, P., (2012) Management - tasks, responsibilities and practice, London, Taylor and Francis. Lee, D.E. (2006) Practice management, Philadelphia, Saunders. Mahadevan, B. (2010) Operations management: theory and practice, Pearson Education India. Mullins, L., Christy, G. & Scott, P. (2013) Management & organisational behaviour, London, Pearsons. Northhouse, P.G. (2010) Leadership: Theory and practice, SAGE. Pettinger, R. & Nelson, B. (2011) Management for dummies (2nd edn., UK ed.), Chichester: Wiley. Rao, P. (2010) Management and organisational behaviour, Mumbai, Himalaya Pub. House. Riley, J. (2012) Motivation theory - Maslow. Retrieved from http://www.tutor2u.net/business/people/motivation_theory_maslow.asp Samson, R.M. (2010) Supply-chain management theories, activities/functions and problems, Hauppauge, NY, Nova Science Publishers. Selto, F. & Curry, D.W. (2008) Introduction to management accounting: study guide, (14th edn.), Upper Saddle River, NJ, Prentice Hall. Waite, M.R. (2007) Fire service leadership: theories and practices, Jones & Bartlett Learning. Wang, Y. & Pizam, A. (2011) Destination marketing and management theories and applications, Wallingford, Oxfordshire, CABI. Williams, C. (2008) Effective management, Mason, Ohio, Thomson/South-Western. Winkler, I. (2010) Contemporary leadership theories enhancing the understanding of the complexity, subjectivity and dynamic of leadership, Heidelberg: Physica-Verlag. Wise, P.S. & Kowalski, K. (2010) Leadership, Philadelphia, PA, Saunders. Read More