Impact of Line Managers on Organizations - Essay Example

Impact of Line Managers on Organizations Impact of Line Managers on Organizations Every organization around the world needs a manager that is competent and willing to work so as to get the job done. Line managers have the task of ensuring that the organization’s objectives are met, and that every department is generating the intended revenue. This may be semi-annually, or at the end of a financial year. To get to the top and stay there, line managers have to have different skills to enable their organizations grow. They must have the uncanny ability to make split-second decisions when it comes to their organization (Hase 2007). This may work toward incorporating self-drive among staff members, and all related parties. Also, they must set targets which every department must attain by the end of a certain period. It is their leadership that may see the organization grow or decline. This paper will discuss the impact of line managers, and how their role is cemented in many organizations across the globe. An increase in the global business environment requires that organizations have clear-cut policies that run the organization. Line managers have the task of ensuring that departments in the organization have their work mapped out for them. Through the organization and coordination of different and diverse economic resources in the organization, line managers work to promote the efficiency that departments bring to the organization. To run a successful organization, employees have to simply emulate their superiors. In this scenario, line managers must set the tone for their employees through proper behaviour. If employees get more involved in the running of the organization, their ability to perform and be productive also increases. That being said, it is vital for line managers to involve their subordinates in policy making (Hase 2007). Organizational Culture and its impact Before a line manager can manage a team or head a department, they must be able to identify their organizational environment (Moseley & Dessinger 2009). In doing so, they are better placed to know what is required, and when it is required. An organization’s culture may also determine the style that a manager may use for their organization. For instance, a manager may choose to exert authority over employees, dictating their every move and what must be done at certain periods. This may be the autocratic style in which employees have set expectations, and must perform to conform to the organization’s policies. Another may choose a less dramatic approach where there is freedom of having to interact with employees and get feedback on some of the policies implemented. This is the democratic approach. The democratic approach is best suited for line managers because they can easily delegate duties to different employees. The skills that employees bring to the table may determine if they are worth the responsibility bestowed upon them by the manager. It is usually a welcome approach since most of the employees feel involved, and become more receptive to the responsibility and tasks (Moseley & Dessinger 2009). Communication is also intricate in this form of management as the line manager may be relying on the team’s ability to get the task/jobs done correctly. However, this form of management has a downside. It may slow down a line manager’s strength and ability to make decisions that may require a bit of urgency. In today’s business environment, managers are supposed to create an environment where employees need to feel safe. In doing so, employees might get motivated to work and perform according to the organization’s expectations. In the different business environments that exist, managers have an uphill task of conforming to what their consumers want and desire (Harrison 2005). This is rather than just what they have to offer as an organization, like it used to be in the past. In the banking environment, for instance, banks are now going out of their way to lure customers to do business with them. This is unlike in the past where the customer would beg the bank to take care of their financial obligations. New, better, and well-thought of services are coming up to suit the fast-changing environment, and this only works to satisfy the customer. In entertainment, the diversity, tenacity, and drive of what is available by an organization rely solely on consumer preference. If what an organization has is not preferred among consumers, it will likely collapse. This is because, in the modern business environment, there are too many options to choose from, and this makes many organizations nervous. This is if they cannot keep up. Line managers work toward understanding consumer behaviour and what is needed to satisfy their desires (Armstrong & Baron 2005). Failure to do this may lead to the collapse of the organization as it may become harder and harder to satisfy the organization’s objectives. This is if customer needs are not met. Through another style of leadership, a manager may work toward promoting staff engagement and motivation. Employee motivation and engagement The participatory style of management may feel like a manager is giving employees a free pass at leadership. Through brainstorming, especially during new projects, employee input may make them feel like a part of a team that cares about how they feel (Passmore 2010). Also, during decision making, managers using this style may opt to have their employees’ input and feedback. However, it may be easy to reach a consensus while using this strategy among members of the organization. Policy changes that would otherwise affect members of the organization may have to pass through all members before implementation. As employees see the value of their participation, they are motivated to perform and become more productive. Efficiency in terms of decision-making, however, is reduced as it may be a daunting task to please everyone with some suggestions. Individuals are different and they may have different reasons for wanting certain things. This may prove to be difficult especially when the manager goes ahead and makes a decision that does not have their input. During projects, finding out who is best suited to lead others during the task may be hard (Passmore 2010). Everyone may be willing to take the position because of the perks it may come with. However, not all of them are matched for the leadership role. This may cause tension among them as individuals, which often tumbles down to their productivity and performance. This ultimately means that the disgruntled parties may be a hindrance to the organization’s targets and objectives due to personal reasons. Development of employees is equally as important as developing the organization. This means that, employee training may play a tremendous role in the development of the organization and individuals, as well (Passmore 2010). Having programmes for the staff may prove an asset to the manager. If these programmes are done with the correct timing, many of the employees may play an intricate role in product development. This is through coordination of economic resources that are within the organization and proper maintenance of these resources to maximise output. Moreover, these programmes may improve different skills an employee may exhibit over the years. The current business environment requires and demands that employees in various organizations must evolve. This is to conform to the diverse needs of the environment, and assist in satisfying the present different needs. Employee skills may be improved after a period in the organizations. This can then lead to an improvement in their capabilities as the business environment demands more from them. Through all this, they might come out on top as their careers may also be developed. They could, therefore, find themselves in different power positions in the organization. These processes only work when the manager and employees in the organization communicate and trust each other. This foundation creates a lasting impression, which then fosters room for productivity, efficiency in work performance, and employee satisfaction (Hase 2007). By grooming employees to become better in the organization, the organization may benefit tremendously. This is because the employees know the organization’s foundation and culture, and this only serves as extra motivation. Moreover, measuring progress on an individual capacity may serve to act as motivation. Line managers can always measure the progress by employees and then reward them. Once it is seen that an employee has surpassed certain objectives set, it is only fair for the organization to recognise this effort, and reward this tenacity in the organization. It can be done through the department or any other avenue available. This may force other employees to work in order to receive the reward that comes with being aggressive (Passmore 2010). Competition in the organization may result in the attaining of objectives within or before the specified time. This means that there will be time for other activities and operations that still bring in revenue. Resources in an organization should be plentiful to allow employees to look for different projects that may assist in the growth of the organization. Importance of effective line management There are various reasons why the line manager is considered a pivotal point in the organization. They are supposed to be the link between the inside the organization and the outside environment. They link customers with the products and services in the company. At the same time, they act as a link between senior/top management and employees in the organization. This means their roles are focused on the organization’s success (Armstrong & Baron 2005). An effective line manager must link all these elements so as to attain the organization’s objectives without having to put any of the organization’s resources at risk, or its members. Being resilient may be one trait that focuses on keeping the line manager together in the event of any change. This is maybe during cut-backs where the line manager may lose valuable people in the organization. Effective line management may bring focus to the building of trust among employees. The speed through which change occurs in the organization may be directly proportional to the trust have between its members. Effective management may bring light to how these changes might affect them, and how people can thrive through the changes (Armstrong 2002). Line management that is out to succeed may focus on coaching. This may happen for employees having a difficult time trying to adjust in the system of work. There needs to be some level of understanding when it comes to such issues, because not everyone may behave the same toward the working environment in which they are exposed. Effective line management focuses on networking, where employees are taught on how to build each other and create relationships that may work to their advantage. Effective management works to focus clarity among all members of the organization. Any ideas that are run in the organization must be clarified to ensure that uncertainty and unpredictability do not have a place among members. All the above mentioned changes can take their toll on managers, employees, and even customers. Line managers and their roles must try much as they can to alleviate all possible scenarios from affecting the organization negatively (Armstrong 2002). Taking the initiative to be ahead of the pack is one of the strongest motivators to employees. Once a person in a position of power sets the standards, it may be next to impossible to do otherwise. All these factors come together to form the foundation of a growing business environment and organization, and may act as a recipe to success. In conclusion, the presence of line managers in an organization can act as motivation for individuals in the organization to be better than they are. It may be possible for the entire group to be better as they learn from each throughout their stay at their organization. Top and senior management need to cooperate to ensure the smooth operation of members in their organization (Armstrong 2002). This may increase the performance and efficiency of all staff members, hence; increasing the profits the organization brings in annually. Nobody is in business to make a loss; profit is the main reason why people strive to have smart, innovative, and decisive people in their organizations. This works to promote the organization’s chances in making it in the big leagues, and stay at the top. References Armstrong, M 2002, Employee reward, Bantam Books, New York. Armstrong, M & Baron, A 2005, Managing performance: performance management in action, Cambridge University Press, Cambridge. Harrison, R 2005, Learning and development, PULP, New York. Hase, CA 2007, First-line leadership development: its impact on organizational performance, Hart Publishing, New Zealand. Moseley, JA & Dessinger, JC 2009, Handbook of improving performance in the workplace, measurement, and evaluation, Prentice Hall, NJ. Passmore, J 2010, Excellence in coaching: the industry guide, Macmillan Publishers, New York. 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