Responsible Management - Literature review Example

BS1952- Responsible Management No: 1308756 Assessment Individual essay Assessment Type Essay Student Number 1308756 Individual/Group Individual Module Name & Code BS1952- Responsible Management Submission May 2014 Introduction The scope of observations within research of the field clearly delineates the models, leadership accountability, competencies, and partnership structures and organizational limitations, challenges, and ethics. Many organizations re-examine such behavioural pattern in the framework through a start of their journey onto sustainable approaches that are integrated into various business strategies. Responsible Management Personal Values Responsible management calls for utmost accountability from all organizations, leaders, stakeholders, individuals, community members, and customers. However, the concept of accountability remains complex. The aspects influencing corporate accountability efficiency and effectiveness are tightly interconnected and multiple. Such interconnectedness and the relationship to utmost accountability reputation that represents the application of values in illustrating the notion of considering businesses as interconnected relationship webs. They are marred with consequences for action taken by the company through addressing the impacts of the world and the long-term processes in business. Corporations have to continually engage the stakeholders in developing valuable actions in responsible management relations. Third, business citizenship: In the face of the high levels of worldwide uncertainty and hardship, the backlash against globalization and doubt of the big company, there is increasing stress on company management and their organizations to deliver broader social value (Winkler, 2010). Once again it needs new types of public-private collaboration to address difficulties that are beyond the potential or liability of an individual company or the personal industry. These consist of issues like access to training, healthcare, water, credit and marketplaces, as well as dealing with problems like crime, and criminal activity. The stakeholders facing the threats and challenges are likely to form partnerships with the corporations regarding responsible management -related issues and stakeholders for a higher likelihood of succeeding in the long-term vision. This literature illustrates that the focus of corporate leadership needs to have a fundamental approach in engaging with the stakeholders together with the vital links between stakeholder and business as managerial leadership. The responsibilities of leaders in having to guide business into sustainable social responsibilities are vast. It is alleged that this will require unique scope of leadership competencies and skills (Kilroy, 2008). Changes in managerial thinking turn from organisational process to the people. In the awaken of business governance scams and community concerns over bookkeeping problems, disputes of interest and insufficient market management, there is a massive stress on company management to restore community trust and to recover trader assurance in their own positions, in their organizations, and in the capital marketplaces. These requirements a persistent concentrates on business reliability, liability and visibility (Goodenough, 2008). It also requirements practical involvement between personal industry management and community regulators to ensure that new rules and standards are suitable for defending traders without ruining the soul of business, advancement and risk-taking that pushes marketplaces and financial progress. Cultural values Leadership competencies, styles, and capabilities have a high prevalence among leaders with organizations that have a successful experience of changes across organizational focus and strategy. The transition is towards the achievement of socially responsible behaviours as presented across the piece of literature. The responsible managers take the definition of people with a high level of integrity coupled with a deep understanding for the difficult concepts like sustainable development. They have a commitment to building sustainable organizations while associating success to others. The leaders have deep senses of purpose coupled with true call for their integral values. With increasing requirements for management that is essential, the improving company facts of globalization and an improving lack of experienced, knowledge labour, the need to balance individuals and efficiency must become an essential problem of management concept, analysis and exercise (Pepper, 2007). Leadership concepts similar to that of organizations can be substantially helpful for this end. This theoretical structure could be used by experts to appear sensible of the several management concepts at their disposal--that is, to structure and contextualize these concepts in terms of the management program needs in their efficiency program. The leaders within the socially responsible organizations continue developing associations with charismatic leadership styles that the link between the top managers to the firm production rates becomes dependent on the managers’ charismatic leadership. The underlying conditions include the perceived environmental uncertainties (Cameron, 2006). Organisations could also be used to identify, develop, and assess present management and management potential needs in various efficiency systems, guaranteeing that management is placed as a key method for efficiency and not as an end in itself. Organisational and Moral values The hurdle for the modern-day leaders is performing effectively within environments of uncertainties and ambiguities as they reconcile the diversity of demands, interests, and needs of the various stakeholders. The consideration is the manner in which the concept can be incorporated into the corporate structure. The conclusion is that this issue become less of the issues of sustainability together with the major aspect of leadership for sustained development. Continued research and clarity becomes a necessary component in understanding the differentiation across the leaders’ skills and styles, or competencies, and practices (Taylor-Moore, 2007). While this perspective may be somewhat idealized, we plan to improve significant effort in analyzing the theoretical design that we have defined in this paper. The other challenge in this CSR implementation field is the development of managerial leaders within sustainable global societies while asking the kind of leaders necessary in building sustainable global societies. This gives rise to how there is a way of developing individuals across the leadership capabilities (Fernando, 2007). The challenge and task is the development of leaders towards sustainable global societies and the encouragement of imagination through accomplishing positive change. It is also a perspective that present management methods must modify. While we publish our design as currently established only in the literary works and how we consider that accountable management might work, we desire to spend significant initiatives analyzing the precision of our evaluation (Moos, 2013). Should we find this theoretical design to be precise (after significant longitudinal investigation) we would also wish that management might see that accountable (effective, moral, and enduring) management can be connected directly to the efficiency of the company. Should this be the case, again established on ultimate years of collective analysis, the effects of our theoretical design could cause changes in the way management is designed, developed, and sold to organizations throughout the world (Heifetz, 2009). Introduction to My Stake Holders Group In my experience, when management groups begin such a journey of sincere self-exploration, it is their actions, and not the primary principles, that are most likely to modify. While primary principles that are a true representation of the best management offer their elements, the fundamentals are not immutable. Eventually, sectors and cultures develop and this has an effect on the importance of an organizations principles, and cause management to re-evaluate their principles (Mendonca & Kanungo, 2006). Whatever changes are made to these key adjusting points, it is critical that the changes perfectly indicate leadership’s values about how their company should work its company. While changes in primary principles will be relatively minimal, returning to the primary principles and asking whether they are still relevant, indicates a desire on the part of the management to look at its actions to create an evaluation of their own incorporation of the preferred actions (Sarantopoulos, 2008). Changes in the primary principles should indicate the actual precise actions preferred by the company to succeed legally. The values also play a critical organizational role through helping to develop and set motion of direction. Together with the main vision and mission, the management values facilitate the formation of organizational culture and identity. Management aligns within the code of behaviours through which they conduct their respective businesses while communicating them. They also demonstrate through behavioural dispositions. Even as there are several opportunities for the managers to develop an egalitarian and inclusive aspect in the organisations, with setting examples for the success to be focused on seems like the organizational focus is on them (Fairholm, 2011). With reference to the leaders, there is delegation of this responsibility for abdicating the core element with their responsibilities and sending messages to the departments. The leaders are rather unwilling to be accountable for behaviours while they operate unacceptable cultures. For the best cases, the organizational leaders have an acute awareness of the manner in which they continue demonstrating the organization values as well as reinforcing them across all their various interactions with the people daily (Johnson, 2012). The behaviours are displayed for the viewership of everyone and are normative models to other people’s emulation. A clear definition of this value provides assistance across decision making processes. This is mostly the case while organisational leaders focus on implementing the decisions from the top organization management.  Decision making in the Stake Holders Group The experienced leaders gain broader perspectives regarding the best ways of growing in their respective sustainability approaches and developing innovative models in business according to the bottom line set. The aspect of CSR becomes a lead top management principle for the entrepreneurs. Subsequent leadership attributes have a great relationship to the sustainable social success as well as values of leaders like integrity, respect, teamwork, and professionalism as elements in global responsible leadership (Kraemer, 2011). Success in this illustration are attributed to the relentless focus of the leaders on the clients, continuous values and beliefs communication, engaging with others, reliability, and accountability, not leaving out a long-term perspective. Leadership capabilities are reliable with “responsible” management consisting of bravery, company expertise, interest, sympathy, and perspective for heritage (instead of perspective for activity). A leader should be viewed as a person designing the success of a community that is knowledgeable, eco-friendly, safe, and financially maintainable. The effects of using this theoretical structure in management exercise are quite extensive (Bass & Bass, 2009). It would require that experts recognize that management is more a car owner and less the result of efficiency. It indicates that management would have to be recognized and followed as a system-in-focus and thus in service to the efficiency program and perspective in which it occurs. This theoretical structure states that experts recognize the trend of management as a program with information, procedures, results and reviews, in the form of concerns of the constituency, accountable management methods, habits and resources, and several efficiency results (Snyder, 2010). The concept understands and requirements whole program efficiency as an indication of management result, and fifth, are the effects of this theoretical structure to management growth. In brief, the effects of this theoretical structure for management growth could indicate an extreme reorientation of present management growth methods. Suggestion for Future Career A major challenge for the middle managers regards the making of decisions which can match the scrutiny as well as the stakeholders’ second-guessing who do not benefit from immediate gains of the decisions. Within the appropriate conditions, the element of decision making comes virtually in halting the need for managers to seek advice and approval from stakeholders living higher on certain chains (Scott, 2012). Clearly, most of the stakeholders develop conflicting interests while their advice becomes influenced by the various interests unlike what the most appropriate outcomes are for the firms. What is relevant for the firm is illustrated within the values. The focus remains on the financial and economic problems and its human and social repercussions. It will keep working together to recover assurance and set growth on a more effective, extensive and maintainable path. This will consist of building up requirements of reliability, propriety and visibility for financial actions (Poh, 2012). It plans to secure our present and future success by getting the lead in the fight against international warming. It is dedicated to attaining an international, dedicated and extensive contract. In this respect, it calls upon other developed countries and growing financial systems to interact with, continually with the most crucial of common but classified obligations and specific abilities.  The decision makers of any level of the organization continue making decisions towards aligning with the values of the organization while enabling the justification of the decisions to other stakeholders where the organization depicts better stakeholder treatment. While the alignment is not a fully guarantee of their decision’s implementation, it ensures they are in a position of answering the doubts and standing behind the decisions made (Laputare, 2013). Charming management design conveys an advancement perspective, stimulates others to innovate, and speeds up advancement procedures and CSR; entertaining management usually encourages workers to innovate and to become advancement management themselves. The life changing leader can connect so happily that the result is taking individuals to make to the perspective of the leader on durability (Gallicono, 2011). Some efficient business models for CSR. However, assistance a multiple life changing and experienced management design, together with the need for visibility. Moreover, CEOs’ perceptive activation is found to be significantly associated with the tendency of the firm to take part in ideal CSR, or those CSR actions that are most likely to be related to the organizations business and business-level strategies. Conclusion In summary, there is growing levels of awareness that the needs of a business in managing the relationship with broader societies are incorporated. The corporate leaders become more responsible with respect to the impact of their corporations to society while the natural environment past legal compliance engages the liability of various individuals. The novice illustrates an offering of short but deep narration of the field. References Gallicono T.D. 2011. A Critical Analysis of Green washing Claims, Public Relations Journal, Vol. 5, No. 3 Laputare. 2013. The Island of Laputare, retrieved on January 10, 2014 from http://laputare.wordpress.com/stakeholders/local-farmers-fisherman-and-artisans/ Poh, M. (2012). 5 Characteristics of A Positive Work Environment. Retrieved on January 10, 2014 from http://www.hongkiat.com/blog/positive-working-environment/ Scott, M. 2012. Problem solving for Managers. The managers guide. Snyder, N. 2010. Vision, Values, and Courage: Leadership for Quality Management. New York: Simon and Schuster Bass, B. M., Bass, R. 2009. The Bass Handbook of Leadership: Theory, Research, and Managerial Applications. New York: Simon and Schuster Fairholm, G. W. 2011. Real Leadership: How Spiritual Values Give Leadership Meaning. New York: ABC-CLIO Kraemer, H. M. 2011. From Values to Action: The Four Principles of Values-Based Leadership. New York: John Wiley & Sons Johnson, H. H. 2012. Becoming a Values-based Leader. New York: IAP Winkler, I. 2010. Contemporary Leadership Theories: Enhancing the Understanding of the Complexity, Subjectivity and Dynamic of Leadership. New York: Springer Kilroy, J. J. 2008. Development of Seven Leadership Behavior Scales Based Upon the Seven Leadership Values Inspired by the Beatitudes. New York: ProQuest Pepper, J. 2007. What Really Matters: Service, Leadership, People, and Values. New York: Yale University Press Cameron, K. S. 2006. Competing Values Leadership: Creating Value in Organizations. New York: Edward Elgar Publishing Moos, L. 2013. Transnational Influences on Values and Practices in Nordic Educational Leadership: Is there a Nordic Model?. New York: Springer Fernando, M. 2007. Spiritual Leadership in the Entrepreneurial Business: A Multifaith Study. New York: Edward Elgar Publishing Mendonca, M., Kanungo, R. 2006. Ethical Leadership. New York: McGraw-Hill International Sarantopoulos, N. D. 2008. The Relationship Between Values and Leadership Styles of Nonprofit Leaders. New York: ProQuest Goodenough, P. L. 2008. Ethical Leadership, Values Congruence, and Work Place Deviance: An Exploratory Study. New York: ProQuest, Heifetz, R. A. 2009. Leadership Without Easy Answers. New York: Harvard University Press Taylor-Moore, S. 2007. Helen Young: Her Leadership Values, Style and Contributions from 1957 to 1998. New York: ProQuest Read More