Jameson Holdings Management - Case Study Example

JAMESON HOLDINGS ***Please have look at my work send me your feedback.. I will complete everything today** Submitted by: Lecturer Class Day and Time:________________ Due Date:_________________________ Computer Word Count:______________ Table of Contents Executive Summary List of Recommendations ***will be done today after finishing the recommendations section*** 1. INTRODUCTION This paper examines how a construction company can manage its human resources with the aim of maximizing future company-wide benefit from these resources. There will be real benefits to a company if it can ensure that its employees or team member are working efficiently. However, the larger and diverse the company is the more difficult this objective to realize. A review of current practices with the selected case study identified shortcomings in the extent and success of human resources management and control. Based on this case study review, and drawing on current understanding of management literature, a general strategy was proposed for the initial and on-going development of a management system for human assets. A key conclusion from this research is that it is the management is responsible to identify key management requirements particularly control design consideration for employees. 2. BACKGROUND INFORMATION Control theory provides some understanding regarding acquisition of organization effectiveness which seems connected to control processes that generates uniformity and coordinated effort behind the pursuit of common goals (Miner, 2006). The ability of management to attract, retain and develop employer is a key feature of successful organizations since people are the most valued asset particularly in labor-intensive industry such as construction (Loosemore et al. 2003). However, poor management can lead to limited organization growth that would threaten the viability of a business. People’s behavior is the most common crisis in the construction sector as there are considerable of number of players; architect, designers , main contractor and dozens of subcontractors and material suppliers. All these parties are involved in managing information and material flows thus coordination with these players is vital (Vink et al., 1998). People according to Hollway (1991), gradually adapt or adjust to most work conditions although some of them underutilize their talents considerably (p.163). From the management view, this type of employee behavior leads to better control of work procedures and enable close monitoring of work outcomes. However, in case employees failed to adapt, management would try and change the behavior of their employees through motivational devices which oftentimes left workers with little personal control over their work (p.163). Consequently, many organizations changed their management style and adapted a more decentralized control system that relies on employees’ cultural values, tradition, common beliefs, and trust (Samson & Daft 2009). In other words, decentralization gives lower level staff greater responsibility which allows them to exercise greater power over their work and performance. An organization form relies on “functional processes, extensive delayering, and empowerment” (Child & McGrath 2001, p.137) However, although the idea of self-management in a decentralized organization sounds challenging for employees, it is accompanied by processes that ensure employees selected are having the behavioral norms and ethical standards required (Hales, 2001). 3. KEY PLAYERS AND THEIR ROLES **today…. Just making up the roles** 4. KEY ISSUES One noticeable problem with the company was that, although there were some form employee management control systems exist, there was evidence that these were not functioning as ideally intended and further improvement is undoubtedly necessary. Such example examples include the commonly found repeating or delayed design works and late reporting of project status. In addition, engineering staff are often caught unprepared in weekly project meetings and reluctant to take risky decisions on matters that can obviously improve critical areas of the project. Another problem was the lack of effective internal formal communication between higher management and seemingly impassive field staff that oftentimes result to wasteful revisions and costly modifications. A careful analysis of the situation reveals that problems are generally arising from the company’s existing organizational culture and managers own beliefs about control. In other words, the organization’s ‘unrealized’ bureaucratic type of management is directly affecting the project’s quality and the business in general. According to Samson & Daft (2009), a management’s bureaucratic control enhances organization efficiency by influencing employee behavior through strict implementation of rules, policies, and other formal mechanisms (p.719-720). However, since not all of them were functioning as they are supposed to, managerial control in this organization seems to decentralize itself inadvertently. Decentralized control can also help foster compliance without the need for stringent rules and procedures since employees will have the motivation required to attain company goals if power in the organization is more dispersed and based on knowledge and experiences (Samson & Daft, 2009). However, because management is not aware of the shift in the type of managerial control, they cannot act accordingly. 5. RECOMMENDATIONS The real value of human intelligence according to Thomas (2002) becomes evident when there is negative feedback or when something is not working (p.34). In other words, people tend to investigate only after when things went wrong and we come to understand that it is more complicated than we ever imagined. Managerial control is something by definition is actions a manager takes to ensure that his people’s performance conforms to the plan. It involves assessment, feedback, and sometimes expansion of control (Miner, 2006). The level of managerial control has significant implications for relationship and a means to reduce conflict (Coward 1980) thus managers should take into account the need to secure the allegiances of their people in order to establish a form of control (Vallas, 1993). Similarly, neglecting the needs of employees may have a negative effect on the ability of the institution to perform effectively as a whole (Emmitt & Yeomans, 2008). As in the case study, managerial control is a clear failure because it does not encourage positive employee behavior, coordination, and effective communication. According to Baecker (), one of the most important aspect of work life in socialist studies is the issue of control (p.260). For instance, it is important to know who controls and organized the work and how workers with different skills are motivated to cooperate and communicate. Motivation is important because according to Di Norcia & Tigner (2000), business practices are filled with different motives that involve ethical values found in other common social practices (p.3). Similarly, there are also issues of managerial control where managers are expected to be in control of their employees and have a hand in all aspect of the organization’s activities (Baecker 19955). Leading and managing is both important to the organization as they promote stability, problem resolution, and order within an organizational structure. However, leadership or the capability to lead is a personal attribute and can be influenced by vested interests, values, and orientation. For this reason, depending on the quality of leadership, it may or may not encourage vision, creativity, and progress in the organization (Samson & Daft, 2009). Managers with quality leadership and effective management skills are typically concern in their relationship with employees and the future direction of the company. Consequently, they are always in touch, communicating and listening, and keeping all channels open during times of crisis, uncertainties, and organizational turbulence (Samson & Daft, 2009). Jameson Holdings’ management should consider at least one philosophy in corporate culture and not to remain ignorant of the obvious negative behaviors of their employees and staff. They should realize that their efforts cannot be successful without considering the deeper cultures that underlay people’s practices at work (Bate, 2000). In addition, employees can perform well and oftentimes, it is the leadership that makes them does so (Druskat & Dahal, 2005). Since they cannot survive without one, they should choose between bureaucratic and decentralized managerial control and persistently pursue their objectives. The following recommendations may help Jameson’s management as they rectify their organizational deficiencies. Since Jameson Holdings generally manage knowledge-based workforce, they must consider several effective leadership practices. Based on the recommendation of Bassi and McMurrer (2005), managers and executives must be inclusive and should be involved in effective communication. They should possess exceptional supervisory and leadership skills and capable of identifying which of their employees are potential leaders. They should be committed to their employees and always make thoughtful decisions particularly between workloads and job efficiency. Adapt and implement systems that identifies and retain good performers and determine key drivers of productive work and satisfaction. More importantly, particularly in the case of Jameson Holdings, adapt processes that help get work done and held employees accountable for their actions and quality of work. An ideal manager who could effectively do these changes is someone who possesses transformational leadership qualities that includes being assertive, active, warm, generous, cooperative, trusting, and with emotional stability (De Hoog et al., 2005). 6. CONCLUSION ***will be done today 7. REFERENCE LIST *** at least 18 of you references will be included here…others are from google book which you can also access and read… trying my best…thanks** Bassi, L. and McMurrer, D. (2005). Developing measurement systems for managing in the knowledge era Organizational Dynamics, 34 (2), 185-196. Baecker R.M. (1995). Readings in human-computer interaction: toward the year 2000. US: Morgan Kaufmann Bate, P. (2000). Changing the culture of a hospital : from hierarchy to networked community Public Administration, 78 (3), 485-512. Child, J. and McGrath, R. G. (2001). Organizations unfettered: organizational form in an information-intensive economy Academy of Management Journal, 44 (6), 1135-1148. Coward W. E. (1980). Irrigation and agricultural development in Asia: perspectives from the social sciences, UK: Cornell University Press De Hoogh, A. H. B. ; Den Hartog, D. N. and Koopman, P. L. (2005). Linking the big five factors of personality to charismatic and transactional leadership: Perceived dynamic work environment as a moderator Journal of Organizational Behavior, 26 (7), 839-865. Di Norcia, V. D. and Tigner, J. (2000). Mixed motives and ethical decisions in business Journal of Business Ethics, 25 (1), 1-13. Druskat, V. U. and Wheeler, J. V. (2004). How to lead a self-managing team MIT Sloan Management Review, 45 (4), 65-71. Emmit S. & Yeomans D. T. (2008). Specifying Buildings: A Design Management Perspective. Hungary: Butterworth-Heinemann Hales C. (2001). Managing through organisation: the management process, forms of organization, and the work of managers. Singapore: Cengage Learning EMEA Hollway W. (1991). Work Psychology and Organizational Behaviour: Managing the individual at work. UK: SAGE Loosemore M., Dainty A., & Lingard H. (2003). Human resource management in construction projects: strategic and operational approaches. Taylor & Francis Miner J.B. (2006). Organizational Behavior, US: M.E. Sharpe Samson, D. & Daft, R. (2009) Management. (Third Asia Pacific edition), South Melbourne: Cengage Learning. Thomas K. W. (2002). Intrinsic motivation at work: building energy & commitment. US: Berrett-Koehler Publishers Vallas S. P. (1993). Power in the workplace: the politics of production at A.T.&T. US: Suny Press Vink P., Koningsveld A., & Dhondt S. (1998). Human factors in organizational design and management-VI: proceedings of the Sixth International Symposium on Human Factors in Organizational Design and Management held in The Hague, The Netherlands, August 19-22, 1998, Human Factors in Organizational Design and Management, Vol 6. UK: Elsevier Read More