Implementing Smart Rules In Solving Problems in a Company - Term Paper Example

Implementing smart rules In Solving problems in a company Name: Institution: Date: Table of Contents Table of Contents 2 Executive summary 3 Implementation of Smart rules In Solving Problems in a Company 4 Introduction 4 Summary of the smart rules 4 Roles and functions of a manager as it relates to the article 6 Problem solving in a company using the smart rule approach 7 Conclusion 8 References 10 Executive summary Smart rules enable organizations to handle complexity not by stipulating particular behaviors but by forming a framework within which most favorable behaviors take place, although what is best cannot be clear in advance. This method results to greater diversity of the company, and personalized solutions to problems. Yet regardless of this diversity, organizations that follow smart rules are extremely competent in terms of the used resources, since problems are settled exclusively by leveraging, via cooperation, the creativity and skills of employees. Any expenses caused by the diversity are further balanced by being capable of ditching every collaboration and coordination curriculums favored by various organizational specialists. The gratification of the employee increases together with performance, as organizations eliminate the complexity that brings both ineffectiveness and disappointment. Before overloading the company chart with various arrows and stratum, managers can implement the smart uncomplicated ways acquired from the six principles illustrated below. Implementation of Smart rules In Solving Problems in a Company Introduction A progressively more complex world is making companies to face a number of challenges. With plenty of choices to choose from, consumers are difficult to please and more unpredictable than before. Currently companies want to please their clients, who require low prices and great quality. Complexity is not an awful thing because it brings challenges as well as opportunities (Morieux, 2011). The issue is the way firms try to react to it. To settle their various differing goals, managers restructure the structure of the organization, motivations, and performance measures, seeking to align the behavior of employees with uneven external challenges. This report illustrates a number of ways that managers can use to solve conflicting goals within the company in order to fit in the complex world. Summary of the smart rules The approach of smart rules integrates a set of uncomplicated but strong rules (Morieux, 2011). These principles help managers activate the skills and intelligence of their employees. The first rule is to improve understanding of what colleagues do. In order to react to complexity wisely, individuals have to actually comprehend the work of each other: the challenges others have to face, the goals, the resources they can get, and the limitations under which they work (Morieux, 2011). It is the job of the manager to ensure that such learning happens because without this common understanding, individuals will blame issues on other individual’s lack of skills or intelligence, not on the organization’s limitations and resources. The second rule is reinforcing the individuals who are integrators. Conflicts arise in various units within the company and can result to lack of or poor coordination among the staff. Therefore managers need to identify people who can act as integrators so as to help the teams achieve from others the cooperation required to bring more value (Morieux, 2011). The third principle is to expand the amount of available power. Normally, individuals who have the least influence in a company shoulder the majority of the yoke of cooperation and acquire the least recognition (Morieux, 2011). Due to this, they withdraw from teamwork and hide. Managers who want to avoid this and improve cooperation should give more credit to these individuals so that they can show initiative, trust others, and become clear about performance. The fourth rule is to enhance the need for reciprocity. An effective way to encourage industrious cooperation is to expand the integrators’ responsibilities further than the activities they have to manage (Morieux, 2011). Enriching their goals and making them more difficult will oblige them to determine trade-offs and not avoid them (Morieux, 2011). Managers should not assess individuals only on what they can manage because they will retreat from assisting with several other issues one might need their contribution. The fifth rule is to make workers experience the future’s shadow. It becomes difficult to hold a decision maker responsible if the consequences of a decision take longer to become effective (Morieux, 2011). For instance, several who are involved at the start of a three-year development will no longer be there when it is accomplished. Therefore managers should make employees feel the future’s shadow by bringing it closer. The last rule is to place the blame on the uncooperative. A number of activities entail a long period interval between source and outcome that it becomes impossible to structure direct response loops that depict people to the outcomes of their deeds (Morieux, 2011). In such cases, managers should close the response loops themselves by clearly introducing punishment for any one or units that do not cooperate on problem solving, even if the issue does not occur in their section. Roles and functions of a manager as it relates to the article Every organization needs effective management (Wheelen & Hunger, 2008). Although the kind of business the firm is running establishes their type of manager, function and role. Managers implement a number of similar essential functions to make sure that the business runs effectively (Adair, 2007). The initiative behind management is helping employees in the path of a universal goal (Marquardt, 2005). It is the work of the manager to help evaluate every dissimilar purpose and maintain their stability. Managers carry out their tasks at a relentless rate and handle an extensive variety of issues all through the day. The article relates to the functions and roles of a manager because it handles various ways that managers implement in order to run a company effectively. To smooth the realization of complex changes in the world, managers introduce various initiatives structured to instill work with encouraging emotions and build a place of work where interpersonal association and cooperation will thrive. To cope with a more progressively compound environment, firms increase their complexity, adding latest coordination processes and structures. A better reaction is to create a surrounding in which people work together to develop solutions on the floor. The functions of a manager involves organizing the team by allocating work and granting influence, staffing which involves recruiting, choosing, coaching, and employee development (Goldsmith, Baldoni & McArthur, 2010). The function of a manager also is to lead. This involves communicating, encouraging, guiding, and motivating employees. It calls for a manager to assist, coach, and solve problems with employees (Nickels, 2004). The manager also needs to control. This is done by constantly checking outcomes against goals and taking any corrective measures to ensure that plans stay on track. The roles played by a manager involve human interaction whereby he relates with his employees (Pride, Hughes & Kapoor, 2011). A manager is required to share analyze information. Decision making is also a manager’s role. Emphasis is put equally on every function and role of a manager because all of them are significantly important to achieve the organizational objectives effectively. Personally, I think managers play extremely significant functions and roles in presently fast changing business firms. Problem solving in a company using the smart rule approach Problems of business exist when results that are desired are not attained and the action needed to get them is not obvious (Fogler & LeBlanc, 2008). A lack of cooperation and coordination between staffs can be a big issue in a company. As a manager in the company, various complaints have arisen from customers about poor working equipment and supporting services. Seemingly, these problems have come about because of poor cooperation and organization between the staff of equipment and supporting services. As a matter of fact, this is an important issue of concern because customers’ satisfaction is one of the company’s priorities. Creation of fresh coordinating sections is considered in attempt of preventing various problems from coming up. The procedure of problem solving entails specifying the problem and then implementing the solution (Vandenbosch, 2003). After the manager specifies the goal and the track of the action he believes will initiate it, he should then perform this action and appraise its effectiveness. The approach of smart rules could be implemented so as to solve the problems (Morieux, 2011). As a manager, I would reinforce the individuals who are integrates in order to solve the problem in the company. Conflicts involving various offices are frequently natural. A general organizational reaction is to build a coordinating division like a central office. However, problems may come up because of creating the middle office. Coordination matters may trigger the making of local divisions in between. Hence this may not be an effective solution. However, people who can play the role of integrators are identified, can help teams acquire from others the cooperation required to bring more value. Companies desire to gratify their clients’ needs, who want low prices and great quality. Therefore, when coordination is maintained within the company, the problem can be solved thereby improving the client’s gratification and making the company more competent. Through staff cooperation, customers can be satisfied and the competence of the company can be maintained (Furman & Ahola, 2007). Actual cooperation is not an issue of getting along well; it is taking into consideration the limitations and goals of colleagues (Morieux, 2011). Conclusion In dynamic, complex, and confusing surroundings, the speed of environmental transformation due to globalization is rapid. In order to fit in this environment, managers are eventually liable for making logic of their environments’ business. Managers need to give close interest to events and trends that are directly connected to the ability of their organization to compete. The rate at which markets and environments transform in the present world puts this as an issue of more concern. As illustrated in the context above, managers should understand closely their own business and its wider surroundings and can build up useful policies in the middle of transformation, while dealing with the improbability of what the future may convey. Managers perform various roles and functions to ensure that the organization runs effectively. However, the effectiveness of the organization may be destructed by a number of issues within the company. Some of the issues include lack of cooperation among the staff. This will then affect the client’s satisfaction. As a manger, prompt and wise measures need to be employed so as to solve such problems. For instance, implementation of the six smart rules described above may help in solving various problems in a company effectively. References Adair, J. E. (2007). Decision making & problem solving strategies. London: Kogan Page. Fogler, H. S., & LeBlanc, S. E. (2008). Strategies for creative problem solving. Upper Saddle River, NJ: Prentice Hall. Furman, B., & Ahola, T. (2007). Change through cooperation: Handbook of reteaming. Helsinki: Helsinki Brief Therapy Institute. Goldsmith, M., Baldoni, J., & McArthur, S. (2010). The AMA handbook of leadership. New York: American Management Association. Marquardt, M. J. (2005). Leading with questions: How leaders find the right solutions by knowing what to ask. San Francisco: Jossey-Bass. Morieux, Y. (January 01, 2011). Smart rules: six ways to get people to solve problems without you. Harvard Business Review, 89, 9, 78-84. Nickels, F. (2004). Distance Consulting LLC. Seven Ways to Improve Business Problems Solving Efforts, pp 1-4. Pride, W. M., Hughes, R. J., & Kapoor, J. R. (2011). Foundations of business. Australia: South- Western Cengage Learning. Vandenbosch, B. (2003). Designing solutions for your business problems: A structured process for managers and consultants. San Francisco: Jossey-Bass. Wheelen, T. L., & Hunger, J. D. (2008). Strategic management and business policy: Concepts and cases. Upper Saddle River, NJ: Pearson/Prentice Hall. Read More