Management as a Leadership Attribute - Coursework Example

Critical Analysis of Management Name: Course: Institution: Date: Critical Analysis of Management Introduction In an organizational context managers play various roles aimed at growth and development. These include decision-making, information processing and engagement in interpersonal communication. For the success of these functions, the management must ensure that the employees execute their functions in accordance with the organizational culture and existing organizational values and norms (Anderson & Pulich 2007). The main objective of this essay will be to assess the role of mangers in the managing people. This will be through an analysis of their role from the perspectives of organizational management and organizational culture. Management as a leadership attribute From a leadership perspective, the role of managers is to focus on the relationship between the management and the ability of the employees to recognize the authority inherent in the manager. Effective management of people requires good management. According to (Fairholm 2004), good management, which is an essential attribute of organizational excellence with regard to execution of organizational responsbility, entails the ability of the managers to institute strategies essential in shaping the values of employees within an organization. Management in such context the role of the management is to focus on the abilities and levels of creativity of employees as a technique of ensuring the production of high quality products and services (Beeman, Jernigan & Hensley 2007). According to the total quality management movement, in the process of managing the affairs of an organization, managers must demonstrate effective leadership attributes which include knowing when to pause, the type of questions to ask. The aim of management from this approach is to ensure an improvement in employee performance and quality of work (Talib, Rahman & Qureshi 2010). Furthermore, through this leadership approach to management an organization has the ability increasing employee productivity and instilling workmanship pride among its employees. Through this approach to management of people, the managers do not play the role of finding and correcting errors. Instead, they help the employees develop techniques and strategies that can be used in the execution of their responsibilities for the success of the organization (Voorde, Pause & Vaneldhoven 2010). The value based approach to effective management assets that managing people requires servant leadership. This is because for an organization to experience any form of success with regard to its mandate it is the responsbility of the management to focus on the needs of the employees as a mechanism of raising organizations to higher levels with regard to employee performance (Covey 2009). From the value-based approach, it is the responsbility of the manager to develop strategies on how to create a culture supportive of organizational values (Zu, Robbins & Fredenall 2010). This enhances the development of mutual growth and enhanced self-determination among the employees. Such a manger provides a platform of effective leadership considering that the employees will develop a culture of trust towards its leadership with regard to the development a highly performing organization. When managing people the manager must engage in the creation of a culture through the definition of shared values and beliefs within an organization (Zu, Robbins & Fredenall 2010). Managing people through values helps in the definition of the right thing that must be done while beliefs define the expectations of the employees and other members of an organization based on their actions. Shared values and beliefs within an organization form an organizations culture. To ensure effective management of people, the manager has the responsibility of defining and shaping organizational culture (Deal & Kennedy 2010). Hierarchy and authoritarianism in the context of an organization limits the ability of employees to consider their managers as effective leaders. This is because through these approaches to management the manger becomes the sole authority and decision maker limiting the involvement of other players in essential organizational matters (Covey 2009). In effective management of people, the manager has the responsbility of sharing the creation and maintenance of organizational culture with other stakeholders within the organization (Zu, Robbins & Fredenall 2010). This is because managing people entails the recognition that stakeholders such as employees and customers in an organization play a significant role in the management process. This approach views employees as capable personalities who are eager to engage the management in a relationship that enhances the success of individuals and that of the organization (Deal & Kennedy 2010). Managing people through this approach to leadership ensures that the employees are not compelled through the mechanism of the management to participate in the relationship. Instead, they are involved in voluntary participation because of the level of trust in organizational culture and in the ability of the mangers to act in accordance with organizational interests and goals (Covey 2009). Successful leadership with regard to managing people requires voluntary part of employees in organizational development. This is because through this approach to management employees choose to the policies and strategies of the leader because they trust that he or she operates in accordance with the values of honesty and integrity (Covey 2009). Unlike in authoritarian management where leadership is defined by strict rules and regulations, effective management of people does not necessitate the provision of control mechanism. Instead, in this approach to management, employees execute their responsibilities as part of their mandate with regard to its importance in the realization of organizational goals and objectives. Effective management of people must therefore be built on trust between the management and the employees (Zu, Robbins & Fredenall 2010). Managing people and organizational performance The success of any organization does not only depend on the existence of the right strategy and resources, it is also dependent on the ability of the management to bind, direct and support groups and individuals to engage in effective delivery of the undertaking and objectives of the organization (Voorde, Pause & Vaneldhoven 2010). The process of working to deliver these objectives entails management of people and effective manager have a critical responsbility in the delivery of performance. The manager must demonstrate consistency in the delivery of performance and results from the teams and individuals that they manage. Failure by organization to ensure high-level performance can be attributed to failure in the management techniques employed by the managers (Voorde, Pause & Vaneldhoven 2010). This is because the realization of effective performance requires the manager to develop strategies that enable employees and teams to identify organizational goals and recognize how individual and team output contribute to the realization of organizational objectives in line with the values of an organization. Managing people, in the context of an organization therefore requires an integration of people, planning, and performance with regard to organizational objectives. This will result in the development of individuals, teams and an organizational capacity capable of leading to effective organizational performance (Hales 2010). Effective management of people as a performance management approach requires require the manager to establish and support the association between strategic business objectives and the daily activities and tasks of the employees. This requires the development of an effective goal setting system combined with a technique of tracking progression for individual and team performance (Voorde, Pause & Vaneldhoven 2010). Through the establishment of such mechanisms, it becomes easier for the management to measure and evaluate individuals and team performance. The measure and evaluation of performance levels facilitate the development of effective strategies on how to improve on the weak areas and optimize on the strength of individuals and teams (Covey 2009). The use of this approach in people management foster a mutual relationship with the employees considering that the management will have a platform of assessing their responsibilities and tasks with regard to existing job description. In turn, the employee will be engaged in a self-assessment process leading to the development of workable strategies on the best techniques that can be employed to improved individual and team performance (Sears 2007). Performance management is therefore critical for managers in the process of managing people because it provides an integrated framework essential in the connection of different aspects of business and people (Mintzberg 2009). Through the development of an effective performance management with regard to the roles of employees within an organization, it will be possible for the management to ensure that the teams and the individuals they manage possess relevant skills and knowledge in in the tasks they execute (Voorde, Pause & Vaneldhoven 2010). In addition, these teams are provided with an opportunity of discussing their performance with regard to the available feedback. Managing people as the responsbility of the management provides a platform for eh employees to discuss and contribute to the identification and achievements of individual and organizational objectives. Through effective management systems, managers have the ability to understand the impact of their beaver and action to the performance of the people they manage (Covey 2009). Delegation and consistency as a people management tools The role of manager in managing people to provide a platform of empowerment and equipping subordinates with skills for preparation of future responsibilities. There are different reasons why a manger in an organization may decide to delegate responsibilities (Snell and Bohlander 2007). Despite the reasons, the best approach is to ensure that employees delegated responsibilities understand their obligations as temporary holders of these positions. Managers with insufficient managerial skills have been accused of using bureaucratic and controlling delegation system, which limits their ability to make unbiased and effective decisions when making decisions, and building consensus on who to give responsibilities (Sears 2007). Through effective management and a reputable delegation system, employees within an organization often prefer a system where rewards and recognition are handled in accordance with the existing organizational values and norms. Managing people with regard to delegation also requires consistency (Snell and Bohlander 2007). This is considered possible when both the management and the employees understand the rules and behaviour expected in the operationalization of an organization. Consistency requires that when managing people the management mist demonstrate strict adherence to the rules to increase the possibility that employees will learn and embrace them as part of the systems that define their performance (Phillips 2006). In an organization, delegation or failure to delegate can be used as a tool for enhancing trust within an organization. Irrespective of the process, it is important for the employees to be aware of its existence and the management must adhere to the requirement of the law. By treating all employees fairly, managers will be considered effective in managing people because they will be perceived as role models (Sears 2007). Ineffective management with regard to delegation of responsibilities emanate from the unpleasant nature of a task. Scholars have argues that the more repugnant a task the lower it will be delegated. To be able to demonstrate effective management of people, the manager has the responsbility of ensuring that everyone delegated a responsbility has the skills and capacity of execution (Snell and Bohlander 2007). For instance, the manager must not compel employees to stay late if they are unwilling to put extra hours in their work. The approach that managers give to delegation of responsibilities is critical in the establishment of leadership and trust among employees. From the perspective of Cohen (2010), whenever managers delegates responsibilities, other employees within the organization often look at the people delegated responsibilities, the type of responsibilities delegated, the frequency and the reason for delegation. Successful delegation can act as a platform for the manager to earn respect from the employees based on the people management skills that they employ (Sears 2007). Consistency when dealing with employees whether in the form of reward or punishment can be perceived as an essential people management tool. When enshrined as part of an organization’s culture the management has to ensure that employees feel that rewards or punishment are provided based on substantial reasons. It is often relatively difficult for employees to trust the management if they feel that the reward and punishment systems are lacking in fairness and consistency (Covey 2009). Conclusion Good management entails the ability of the managers to institute strategies essential in shaping the values of employees within an organization. Managing people, in the context of management requires an integration of people, scheduling, and performance with regard to organizational objectives. This will result in the development of individuals, teams and an organizational capacity capable of leading to effective organizational performance. To be able to demonstrate effective management of people, the manager has the responsbility of ensuring that everyone delegated a responsbility has the skills and capacity of execution. The success of any organization does not only depend on the existence of the right strategy and resources, it is also dependent on the ability of the management to harness, direct and support teams and individuals to engage in effective delivery of the mission and objectives of the organization References Anderson P. & Pulich M. 2007. Managerial competencies necessary in today’s dynamic health care environment. Health Care Manager 21 (2), 1–11. Beeman K.L., Jernigan A.C. & Hensley P.D. 2007. Employing new grads: a plan for success. Nursing Economics 17 (2), 91–95. Caroll, S. J & Dillon, D. J. 2010, Are the classical management functions useful in describing managerial work? Academy of Management Review. 12: 1, pp. 38 – 51 Cohen S. 2010. Delegating vs. dumping: Teach the difference. Nursing Management 14, 18. Covey S.R. 2009. Principle-centered Leadership. Simon & Schuster, New York, USA. Deal T.E. & Kennedy A.A. 2010. Corporate Cultures: The Rites and Rituals of Corporate Life. Perseus Publishing, Cambridge, MA, USA. Fairholm, M. R. 2004. Different perspectives on the practice of leadership. Public Administration Review, 64(5). Hales, C. P. 2010, What do managers do? A critical review of the literature. Journal of Management Studies. 23:1 pp 88 – 115 Mintzberg, H 1, 2009, The manager’s job: Folklore and fact. Harvard Business Review Mar- April. pp163 – 176 Phillips, Annie 2006, Assertiveness, and the Manager's Job. Abingdon, U.K.: Radcliffe Medical Press. Sears, Woodrow H. 2007. The front line guide to mastering the manager's job. Amherst, Mass: HRD Press. Snell, S. and Bohlander, G. 2007, Human Resource Management, India Edition. Talib, F., Rahman, Z., & Qureshi, N. 2010. Pareto Analysis of Total Quality Management Factors Critical to Success for Service Industries. International Journal for Quality research, vol. 4 (2), pp. 155-168. Voorde, Van De, Paauwe K. J., Vaneldhoven, M., 2010. “Predicting Business Unit Performance Using Employee Surveys: Monitoring HRM-Related Changes”, Human Resource Management Journal, 20: 1, p.44, pp. 44–63. Zu, X., Robbins, T. L & Fredenall, L. D. 2010. Mapping the critical links between organizational culture and TQM/Six Sigma practices. International Journal of Production Economics, vol. 123 (1) pp. 86-109. Read More