Managing and Leading People - Role of the Manager in Organizational Performance - Coursework Example

PGBM02 Managing and Leading People Role of the manager in the effective management of organizational performance ID Due Date Contents Q7. Role of the manager in the effective management of organizational performance 3 Introduction 3 Role of the manager 3 Different approaches of Management 5 Director role 9 General categories 10 Performance improvement 10 Development 11 Managing behavior 12 Conclusion 13 Bibliography 14 Q7. Role of the manager in the effective management of organizational performance Introduction Almost every organization in the world has a bureaucratic management team that is maintained by a manager. A manager or any other figure like a CEO leads some organizations, government agencies, and personal business groups. Any organizational success cannot just be realized by depending on the available resources and strategies that have been put in place. The vision and mission of any organization cannot materialize effectively without the support and daily input of a leadership force that comes from a manager. Success and productivity is also reliant upon the present management team. The management team, led by a manager helps to harness, support, and offer direction to what is to be done within and outside the organization. The manager does the role of directing individuals to engage in driving the vision, mission, and maintaining the core values of the organization so that it succeeds in a competitive market (Sims, 2002, p.304). Role of the manager Management essentially means organizing the environment for the purpose of getting things done by others. A competent manager needs to implement strategies to make the employees of the organization to perform their duties efficiently and with minimum errors as possible and to make the production workers produce things at competitive cost. Management also means to inculcate a sense of responsibility among the employees. A manager needs to supervise that there is effectiveness and efficiency in the functioning of the organization with minimum time, cost or waste. He should see that the tasks accomplished are according to customer satisfaction. In essence, there are five specified tasks of a manager. Managers “set goals, organize activities, motivate and communicate, measure performance, and develop people.” (Daft, 2011, p.5) There are different approaches to management. Some of the most influential ones are classical or scientific approach, the human relations approach and contingency approach. Each approach offers valuable insights for practicing managers in their efforts to define management problems and opportunities, and to develop ways to deal with them. The manager is the sole head when deliberating on the goals and objectives of an organization. Through an effective management of an organization, the manager will be able to relay the best approaches and mechanisms of performance to be adopted by the individual workers in an organization. The manager takes the role of identifying how the individual workers and groups contribute towards fulfillment of the goals and objectives set by an organization. The organizational values are an observance of the manager in charge of an organization. Management involves almost every aspect of living within an organization, and is taken care of by the manager in charge. An organization has its own values and value systems that dictate the nature and code of living, working, and interaction within an organization. The guidance that is given by the manager is related to the nature of what is supposed to be done in order to fulfill the level of performance and management within an organization. The integration of people, integration of ideas and plans, performance and measurement of output, fulfillment of the organizational objectives and goals, together with the performance and development of the individual workers, is always the function of the manager who coordinates these activities amongst other arms of management within an organization. An organization is difficult to exist and perform without the influence of a top leadership. The top leadership helps to bring out the concept of togetherness and group work in order to meet the specific needs of the organization. Therefore, the manager is the sole leader who comes out in order to establish and keep the principles of togetherness and performance within an organization. Through an effective performance management within an organization, the manager is able to measure the level of performance together with the individual and group performances among workers. The manager is able to establish equitable links between the organization, the workers, and the facilities available for production. The strategic business objectives that are found within an organization, and the day-to-day activities promoted by the workers, are all coordinated by a strong force of unity that comes from the management team. Nothing happens without its cause. An effective and efficient organizational and team performance, coupled with effective goal-setting procedures, and progression measurements, all contribute to a greater performance from an organization. Optimum performance can only be realized through equitable production hailed by good management, through a good manager. Effective and practical management processes can only be realized when managers take probable steps towards bringing out the best among the workers in an organization. The workers, through an objective leadership of the manager, bring about optimum performance. Different approaches of Management Towards the end of nineteenth century, observing human behavior became strong criteria for an efficient management system to optimize production. For instance, Robert Owens who was a textile manager introduced several schemes for worker motivation like providing breaks and hot meals to employees. Similarly, the Pullman factory which was popular in its day is not compatible in the modern day. Rules like giving free evenings a week to men for courtship or attending churches are regarded as ridiculous today (Sims, 2002, p.4). Scientific approach It was the Industrial Revolution that brought about many changes in the managerial concept of making people work more in less time. At the turn of twentieth century, skills of craftsmanship began to be replaced by centralized work in factories. With the technological development, machineries began to simplify the production process. This increased a manager’s responsibility to maintain motivation in workers since skills became less important with the advent of machinery. However, economists like Adam Smith have stated that oversimplification of production process can result in a feeling of alienation among the workers. Frederick Taylor developed a scientific approach towards management which required “detailed analysis of tasks and time-and-motion studies in conjunction with piece-rate pay schemes in order to improve productivity” (Sims, 2002, p.5). Managers who advocated scientific approach preferred a single solution which is best for all purposes. Scientific managerial system believes in selecting workers and then training them according to their skills so that they become expert in specific aspects of production process. Secondly, increasing wages can enhance workers’ motivation thereby maximizing production (Sims, 2002, p.5). However, one negative implication of scientific approach is that job became monotonous and even financial incentives failed to motivate employees beyond a certain level. The traditional scientific theory of management was a drawback in many ways. It failed to comprehend the behavioral patterns of individual employees. This theory is a concept of rigid laws in management practice. This theory is based on the assumption that employees are motivated solely by financial incentives, and ignored the human aspect of employees i.e. their social and psychological needs. This theory assumed that productivity is the only objective of an organizational body and ignored the multiple goals of the organization. Overall, the scientific approach is more mechanical with no focus on motivation and inter-personal relationships between employees and management personnel. Human relations approach It was during the 1930s that human relations approach of management became popular. Under this approach, managers believe that workers are highly influenced by the working environment like the way they are treated by the managers and the interrelationship between workers. From experiments conducted at the Hawthorne Plant in Chicago, it was concluded that workers can give their best performance if they are given special attention by the management team even if their wages are not increased. For instance, the workplace was made brighter by more lighting and this resulted in increased production. To understand the opposite effect, the scientific researchers reduced brightness of the workplace. This resulted in more increase in output. Therefore, the Hawthorne effect is “a situation created when managers or researchers pay special attention to workers that seems to result in improved worker output” (Sims, 2002, p.7). The man behind this approach was Elton W. Mayo who stated that increase in production happen because of changed social and psychological factors as greater attention from management works as motivational factor for workers. Human resource management is based on the concept “satisfied workers will give more work” (Daft & Marcic, 2012, p.36). The initial focus of the theory was on worker cooperation and thoughtful management, but gradually the focus shifted to the daily performance of workers. The concept of this theory was to integrate skilled and quality performance with motivational aspects. The objective is to prevent daily jobs seem like monotonous, dehumanizing and de-motivating by implementing strategies to extract full potential and attention of workers. Two of the best known contributors to human relations theory were Abraham Maslow and Douglas McGregor. Abraham Maslow developed a theory of human needs based upon three assumptions – 1) humans can never be fully satisfied, 2) human activities can be motivated by means of satisfying their needs, and 3) needs can be classified according to their priorities. Mc Gregor based his management theory on X and Y concept of employees. Theory X managers believe that average employees are lazy and unambitious. These managers use coercive methods to control the employees and do not let them participate in decision making processes. They also define behavioral framework of employees. Theory Y managers assume that employees are committed towards work and can take responsibilities. These managers reward employees for good performance and give them independence to solve problems in their own way (Daft & Marcic, 2012, pp.36-37). Human relations theory believes that workers need to feel important and that they are part of the organization, and they have more social needs that financial ones. This theory of management focuses on providing the workers a sense of direction and control when performing daily activities. This will induce the workers to give their full potential. Thus, the “illusion of involvement and importance are expected to satisfy workers’ basic social needs and result in higher motivation to perform” (Griffin & Moorehead, 2013, p.92). For instance, a manager may permit a group of workers to engage in decision making process although he or she has already finalized what decision to be taken. This false gesture of making the workers feel important can motivate them to work more efficiently (Griffin & Moorehead, 2009, p.92). Human relations theory also needs to focus on retention of skilled employees for the benefit of the organization. In order to maintain satisfaction within employees and to make the organization attractive for potential employees, management must provide them employment benefits like health benefits. Employee benefits can also prove to be tax-effective as “a dollar spent on benefits gets more than a dollar of value for employees” (Rappaport, 2013, p.9). There are various advantages of employee benefit programs. First, health benefits can maintain a healthy work force and can reduce absenteeism and short-term disability claims. Second, retirement benefits can reduce the stress of workers as they do not have to worry about future financial stability. Third, with employee benefit programs, an organization can maintain competition with rival organizations (Rappaport, 2013, p.9). One major challenge of human resource management is the need of detailed study of subconscious motivations of employees. It is not sufficient that managers or senior employees exert special attention on the workers. Many managers due to their rank, experience and power try to control the workers by assuring them that they will encourage and discipline them. Although objectively, managers due to their superior rank have both right and ability to supervise the workers, subjectively they may become less concerned about the well-being of employees. Many managers develop preferences for certain workers and may exhibit more positive attitude towards these workers than towards others. Also, biased attitude based on race, gender, color and age can give rise to conflicts (Henderson, 1996, pp.17-19). Contingency approach In today’s world, it is the contingency approach of management that dominates over the other scientific management and human relations approach. According to contingency approach there cannot be a single method of studying employee behavior. What factors work towards increasing motivation among workers depend on the organization. The motivation level depends upon the skills of a manager, and his efficiency in maintaining a healthy working environment for the workers (Sims, 2002, p.7). Therefore managers adopting contingency approach “should take decisions not according to principles but according to the situations” (Singla, 2009, p.60). This means both internal factors like organizational structure and principles, and external factors like market conditions, government policies, tax structure, political and legal systems should be taken into consideration. One major drawback of contingency approach of management is lack of preparation during sudden emergence of critical situations. Moreover, many factors can be responsible for a particular situation and it becomes difficult to assess all the factors. Director role Managers work as directors within an organization. Management is a multifaceted activity that links almost every organ that makes the system of an organization. Not one individual within an organization is able to better the level of performance of that organization. Performance and improvement requires the services of many of the members. Such corporation relays better performance, unity, and improved levels of performance through teamwork. Performance management is a strategic activity that requires immense planning and implementation of the right decisions by the management team. Performance management concerns exemplification of broader issues touching on business goals that are long-term and short-term. Performance management requires integration of the right frameworks that serve to better the levels of performance of the organization at hand. Management is concern with connecting different aspects among people, resources, teamwork, and performances of the individual people. There is no way, in which people can be made to deal with the right aspects of production in an organization, without having to know how to deal with different arms that make up the system of an organization or business. Therefore, managers have a sole duty to defend the roles of an organization without having to fail on their respective approaches and decisions taken to meet the required needs of production and sustainability. General categories An effective manager summarizes his or her managerial performance in three categories as follows Performance improvement Improvement is not an easy task in every organization. To make an improvement requires the efforts and determination of the people involved, without forgetting the need to establish a true mechanism of maintaining improved performance. Performance improvement entails aspects of supporting workers or employees within an organization. Supporting employees enables them to work within their levels of performance without limiting on the requirements or expectations that they are able to meet. It makes work easier when workers are given enough resources, motivational support, and time to explore their skills and capabilities while working for an organization. Performance improvement is the work of the managerial sector of any organization. Building teams to offer necessary steps of growth and development is part of the steps taken to improvement performance within an organization. Organizational effectiveness is the work of any organization. In order to better the level of performance of any organization, effectiveness serves to prove that there are possible chances or avenues that can be used to provide steps towards growth and development. Improvement does not happen in a single day. It takes time marred by strategies, steps, decisions, and implementation of the right avenues of performance. Organizational effectiveness symbolizes readiness to better the nature of performance in any organization. Managers regarded to be true leaders who take the interests of the organization at heart. Development Development is an essential feature in every organization. Development refers to the process in which an organization grows in stature, performance, resources, facilities, and in the market. Business production and marketing helps to dictate the levels of performance and development of any organization in the world. The level of development that Coca-Cola company has achieved cannot be compared to that or a small organization or business. The level of management within a developed business organization can also not be compared with that of a small business organization. Time is one of the essential factors that help to explain how growth and development has happened within an organization. Managers have the sole role of supporting the continuous processes of development and growth of any organization. The development of the organization starts with the growth and development of the individual people working within such organizations. Therefore, it is very important that an organization manager is able to hold the hands of the employees and lift them to greater avenues of performance so that the development of the organization becomes visible. Teams have to be supported within an organization in order to achieve the corporal role of working as a union. In every organization, it becomes an important factor to master the needs of establishing a relative avenue where all the employees are able to work under one goal, objective, and leadership. This remains to be the sole role of the manager or the managerial team in every organization. Development helps to improve the general growth and development of any organization in the business sectors. Managing behavior Managers have the sole role of keeping in terms with the behavior of the workers within an organization (DAFT 2012, p.4). Organizational behavior reflects the behavior of every worker within an organization. In order to achieve the objective of managing or having a good employee behavior within an organization, there is need to master all the workers, have an intrinsic understanding of their capabilities, and hence introduce a platform where they will be able to have a great feeling of responsiveness, concern, and understanding. The managers ensure that employees and customers are supported at all times so that they will be able to have a positive attitude towards the organization. An organization cannot exist and survive within the support of the individual members. The managers therefore, have the responsibility of relaying the best mechanisms of performance that ensure stability, unity, and corporation within an organization (LUSSIER 2008, p.65-89). Better working relationships can only be established when the leadership of the organization provides a good atmosphere. There is no such aspect where employees and able to cultivate good working relationships without having support from the management of the organization. The management paves way for the employees to engage, interact, and influence one another towards corporation, value-production, and goal-oriented activities that better the overall performance of the organization (BELASEN 2000, p.67). Conclusion Multinational organizations have their offices in different nations and as such have to employ a diverse work force. It is therefore important that the management body plans the organization’s working pattern in the way that diverse views and cultures of employees can be incorporated. Managers need to understand the employee perspectives before formulating any policies that will affect them. Management techniques need to be adopted with the changing relations between employees and employers. Employees need to feel their importance in the organization they are working and mere lucrative salaries and financial incentives do not act as motivators to perform with optimum efficiency. Human Relations theory of management is the most common approach adopted in today’s corporate world. This theory focuses on employee satisfaction and motivation by fulfilling not only their financial requirements, but also their social and psychological needs. Management theories mentioned in this paper give a picture of an overall functioning of management for any organization. Since management essentially means performing tasks with the help of other people, the core element of management should be employee satisfaction and team unification. Providing favorable working conditions, giving due recognition of good work and imbibing sense of responsibility are some of the major functions of a manager. Bibliography BELASEN, A. T. (2000). Leading the learning organization: communication and competencies for managing change. Albany, N.Y., State University of New York Press. DAFT, R. L. (2012). Management. Mason, Ohio, Southwestern Cengage Learning. DAFT, R. L., & MARCIC, D. (2013). Understanding management. Australia, Southwestern Cengage Learning. Griffin, R.W. & G. Moorehead (2013) Organizational Behavior: Managing People and Organizations, Cengage Learning Henderson, G. (1996) Human Relations Issues in Management, Greenwood Publishing Group LUSSIER, R. N. (2008). Management fundamentals: concepts, applications, skill development. Mason, OH, South-Western/Cengage Learning. Rappaport, A.M. (2013) Business case for employee benefits, Benefits Quarterly, 29(1), 8-14 SIMS, R. R. (2002). Managing organizational behavior. Westport CT, Greenwood Press. Singla, R.K. (2009). Principles of Management, Delhi: V.K. Enterprises Read More