Managerial Perception and Operations - Example

Managerial Perception and Operations Name Course Name and Code Instructor’s Name Date Table of Contents Introduction 3 Effects of manager’s perception of workforce 3 Ways of improving knowledge management 7 Conclusion 8 Reference 9 10 IntroductionTop of Form There are so many factors that influence the attitudes of the managers in dealing with the employees. The perception of the managers towards the workforce is the factor that greatly influences managerial behaviors in terms of the styles of management and their attitudes in dealing with the employees. The manner in which the manager in an organization treats the employees will influence their productivity towards the organization. This is because they are likely going to react according to the way the managers react towards them. On the other hand, the managerial styles used by the managers will also greatly affect their behavior (Becker & Huselid, 2006). Effects of manager’s perception of workforce The perception could be positive or negative. This means that the attitude that the management as well as the styles of management that he managers uses will greatly contribute to the output of the employees in the organization. There are three ways in which this will affect. It is very important for the management to recognize the human resource in the organization , the importance of knowledge management and the importance of motivation and reward systems in the organization. Human resource management is one of the most important activities as far as the success of any organization is concerned (Boxall & Purcell, 2003). This is because it entails the management of the employees in the form of recruitment and management. It also deals with all the other issue that involves the employees in the organization. Some of these issues are like the hiring, compensation, management of the employee’s performances, development of the organization, wellness of the employees, motivation of the employees, training, administration communication and the employees’ benefits among others. If in any organization the above factors are well taken care of, then I is very definite that the organization’s performance will improve. Organization’s performance refers to the status of the organization measured in terms of its output. It should be noted that this output is because of the employees work. The more the employees work the better their work performance while the lesser they work the less the performance in the organization (Joann, 2009). One of the ways of human resource management is through motivation. Through motivation, there can be a great deal of improvement in performance. Motivation has been defined as the combination of one’s desires as well as energy, which are all directed in achieving a certain goal. In other words, it is what causes a certain action to be taken. In order to influence people’s motivation then it means to get them to do what you actually want them to do. It should be noted that not all people are motivated by the same things to perform (Boselie et el, 2005). This is whereby the issue of intrinsic and extrinsic motivation comes in. some people are motivated from within themselves while other have to be externally motivated through rewards and other things. In most cases an employee knows perfectly well what it takes to gave an excellent performance but still chooses not to give the best for reasons known best to him However, it has been discovered that it is the personal inherent problems (John, 1994). Rather than the challenges in the work place that interferes with ones ability to work and give better results. These motivational personal problems ranges from the pressure in the family, lack of the understanding of the effects of behavior to other people and personal conflicts. This means that if there is a problem existing between the employer and the employees then thee employer must seek the problem and then come up with a solution for the same (Corby et el, 2009). By doing this, the leader is trying to get facts right. However, it should be noted that if he gets the facts wrong, then there shall never be a lasting solution. Therefore, the leader should start by finding out what the employees should be doing and is not doing, then to go ahead and record. This means that the employer can be forced even to watch the employees as they work and try to range their standards. If we have to consider the Maslow’s hierarchy of need, then money is one of the motivating factors. Other motivating factors include praises, recognition, respect and sense of belonging. Therefore it is very important to note that motivation is vital in any organization because it helps the employees to work harder and better, to get to be more reproductive and also to do a more quality work (David, 1987). Other importance of motivation in nay organization includes: putting the human resources available into action by ensuring that all the employees have had willingness built up, it also leads to efficiency improvement of employees hence increased productivity, cost of operation reduction and overall improvement in efficiency, it also enable an organization to achieve all of it organized goals. This is because there is better resource utilization, better working environment, all employees are goal oriented. Another importance of motivation is that it help build friendly relationships due to reduction of industrial conflicts by the employees, effective co-operation and prevention of employee resistance to changes in the organization. Finally, motivations cause workforce stability. This is whereby, employees tend to remain in the same organization simply because the fell appreciated and also part of the organization’s management. To the individuals, motivation is important in helping one achieve goals, individual’s self-development, working in dynamic team and finally helps one be satisfied in their jobs (Harold & Michael, 2003). Knowledge management in any kind of organization is very important because it is one of the ways through which any organization can attain organization excellence. There are number of factors that still lead to a slow knowledge sharing and management in the organizations. They include increase in the turbulence level, growth in the globalization, dispersion geographically and finally the localized movement. There is need for increase in the area of organization knowledge sharing. This means that there is need for involving the employees in the process of knowledge sharing through involving them in meeting sharing the objectives of the organization. Knowledge sharing at each level f the organization is the best tool to enable the organization work better (Gottschalk, 2005). Apart from the organizations focusing on competition with their rivals, it is also very important for it to think beyond the existence problems and try to improve the company’s ways of operations by ensuring that the employees are getting the knowledge they need especially on what is happening in the market at that particular point. This is where the issue of knowledge management comes in. There are a number of advantages of sharing knowledge in an organization which are as follows. It leads to improved level of creativity at a personal level hence leading to the creation of a room for innovation It leads the organization to a point of realizing economy of scale and so lowering the production costs. It ensures the company maintains consistency in terms of the quality of its services and products. It also enables the organization or the organization repeating the mistakes it had committed. Improves responsiveness in terms of competition Improves the organization’s process of decision making Ways of improving knowledge management I. Setting up a committee for the purpose of knowledge management. This is a group of people that will be there to review all the laid down issues and also carry out further research to affirm the truth of the matter. The following are the duties of the committees a. To give proper support as well as initiate learning, practice and communication b. To offer training to the employees on the issues of knowledge management as well as expose them to the experience of the same. c. To come up with a proper approach as the best tool for promoting knowledge management in the organization II. To come up with a strategy that transforms knowledge management into the context of business (Jashapara, 2004)). This is whereby the committees or rather the people responsible draw a framework that will accommodate knowledge management in the form of the kind of the activities is involved in, which is entertainment. it entails a. Creation of knowledge to the subordinate staff especially the new areas that are coming up so as to ensure the organization’s employees are up to date with the new technology. b. Assimilation or dissemination of the knowledge through connecting the consumers, the employees and the other stakeholders to get to share information, learn from it and then transfer the knowledge to each other. This can be through forums. c. Exploitation of the knowledge. This involves the maximum use of the knowledge gained in the process of making decision, solving problems, planning of scenarios and finally the creation of value of the products in the market. d. Review of knowledge. This is whereby the company must ensure all the processes towards knowledge management are business oriented so that the issue of profitability does not get forgotten. III. Sharing of knowledge, motivation and convergence of learning The knowledge locus and knowledge level are very important factors as far as effectiveness of knowledge management is concerned. There is a need for the structuring of knowledge management in such a way that it will encourage motivation of the workers to share their experiences for the purposes of convergence learning (Jashapara, 2004). IV. Setting up a committee for the purpose of knowledge management. This is a group of people that will be there to review all the laid down issues and also carry out further research to affirm the truth of the matter. The following are the duties of the committees a. To give proper support as well as initiate learning, practice and communication b. To offer training to the employees on the issues of knowledge management as well as expose them to the experience of the same. c. To come up with a proper approach as the best tool for promoting knowledge management in the organization Conclusion There is a very great connection between the management of the human resource and the level of organizational performance. This has been clearly been brought out by the work done by my researchers. Therefore, different ways of human resource management are very instrumental in ensuring the performance of the organization is improved. These ways are however not sufficient, this is whereby the issue of other variables comes in. one of the most important is the strategy of the implementation in terms of effectiveness and efficiency. The researchers have also expressed their feeling of the need for providing an adaptable environment and flexibility for the workers to ensure that they can freely work and achieve their targets. Also it is very important to have good relationships in the organization to ensure there is a level of trustworthy that is reached in the organization. Reference Becker, B. and Huselid, M. 2006. Strategic Human Resource Management: Where do we go from here? Journal of Management, vol. 32, no. 6, pp. 898-926. Boselie, P., Dietz, G., and Boon, C. 2005. Commonalities and contradictions in HRM and performance research. Human Resource Management Journal, vol. 15, no. 3, pp. 67-94. Boxall, P. and Purcell, J. 2003. Strategy and Human Resource Management. Oxford: Oxford University Press. Corby, S., Palmer, S. and Lindop, E. 2009. Trends and tensions: an overview, in S. Corby, S. palmer, and E. Lindop (eds.) Rethinking Reward, Palgrave Macmillan, Basingstoke, pp. 3-20. David, C., 1987. Human motivation. Oxford: CUP Archive. Gottschalk, P. 2005. Strategic knowledge management technology. London: Greenwich publishing group Harold, F & Michael, D., 2003. Motivation: theory and research. Cambridge: Cambridge University Press. Jashapara, A. 2004. Knowledge Management: An Integrated Approach, London: Peason Education Limited. Joann, A., 2009. Monetary motivation, performance and job satisfaction. Oxford: oxford university press. John, B., 1994. Role motivation theories. Oxford: Oxford university press. Read More