Relations of Organisation and Management - Coursework Example

Individual Essay by {name} Foundation Course – Tutor: University affiliation 12th April 2015 Word Count: [1645] Management and Organisations Introduction Management and organisations work is widely discussed in magazines, newspapers and televisions around the globe. The increase in globalization activities of the world economy has contributed greatly to the subject dealing in organisation and management in an international setting. It is worth noting that the subjects used are from a theoretical perspective, but the examples used are from international practice and thus, readers are able to understand how the theory is applied in the smooth running of organisations. The topic not only deals with traditional subjects; but also has incorporated the present-day developments of the business environment. Therefore, the study looks at the introductory part of the subject that comprises managerial roles in the organisations. Secondly, we look at how management has evolved from a traditional perspective to a contemporary standpoint that incorporates the different theories used in business. The third thing is the environment of the organisation that includes both internal and external factors. Corporate social responsibility and ethics is also a topic that is going to be looked into because the organisation faces ethical dilemmas. Hence, managers need to know and understand the best strategy to use in solving such cases. Lastly, the study looks into the planning and decision-making process of management and organisations in the competitive and global industry. Introducing the subject of discussion is important because it gives readers the direction and overview of the study. The definition of management and organisations is given using the contemporary perspective because of the increase in global activities. Under this topic the managerial roles of planning, direction, controlling and supervising are all under scrutiny to show how times have changed in terms of leadership in the international setting. Managerial roles are continuing to change with the development of communication lines and the existence of advanced technology (Schermerhorn, et al., 2011). It is important to note that during the evolution of management and organisation thoughts’ have resulted in the discussion of relevant schools of thoughts. In addition, personalities discussed play a big role in the smooth running of organisation work. Induction and deduction methods applied give a strong relation between experiences and facts from practice to theories applied in business context. The schools of thoughts are many and leaders of organisations will use the one that compliments their leadership style. The aspect of this subject is to be able to understand the theory of managing all forms of human co-operation for a common and shared goal. This is because management deals with leadership of the organisation whereas organisation is “each form of human of human cooperation for a common purpose” (Dam, Marcus & Medhurst 2007, p. 3). As such, the characteristics entailed in the organisation are that it all revolves around people working together in order to achieve a common known goal. The management of the organisation work together with available resources of the organisation to attain set goals and objectives. Thereby, the needs of all their customers are met in a professional and timely manner. Despite all this, it is important to know that the construction of the organisation by different people in the community is attributed by the existence of strong environmental factors. The environment of the organisation is considered to comprise of stakeholders or parties like suppliers, financiers, buyers and competitors (Schermerhorn, et al., 2011). Each of these parties exerts a certain influence to the growth and expansion of organisational activities that includes the inspection of organisations products and services. In addition, the placement of demand (favorable prices, fast delivery, environmentally friendly packaging and production) on the goods and services that needs to be met in order to reach the level of satisfaction (Dam, Marcus & Medhurst 2007, p. 44). They have shaped the structure and organisation of the organisation and have managed to help leaders understand the problems surrounding organisational structures. Here, organisations exert their influence on these parties through means such as information provision, advertising campaigns, and the direct maintenance of contact with stakeholders. Other environmental influences include demographic developments, economic development, climate and technological development among others. Internal factors like government authorities, special interest groups, media and employees among others have a direct influence on the organisation and management. However, the external factors have an indirect influence and are important in determining an organisations success (Schermerhorn, et al., 2011). The external factors include technological, social, economic, political, environmental and demographic factors. All these factors play a critical role in the expansion of organisational goals and objectives and the management plays a critical role in ensuring that sustainability is attained in the midst of the competition in the business world (Dam, Marcus & Medhurst 2007, p. 56). Therefore, strategic management is applied by management in ensuring that the organisation attunes to environmental changes through the maintenance of set standards. Management can apply either the classical school or approach to strategic management where a balance is found between an organisations resources, strengths and weaknesses to the opportunities and threats found in the environment (Dam, Marcus & Medhurst 2007, p. 72). The second modern approach looks at strategic thinking because the organisation looks at its vision and puts it into practice. Corporate social responsibility (CSR) and ethics is a topic that is widely discussed by management and organisations. They have helped in the solving of ethical dilemmas arising in the workplace. CSR continues to grow in importance and significance; has developed both academically and practically in communities around the world. Other responsibilities of the organisation in the society other than profit making for their shareholders have exploded thus, resulting in researching more on CSR and ethics. CSR has developed to the extent of influencing theories like institutional, stakeholder, agency, stewardship, the resource-based view and the firm theory. According to Vogel, some companies have chosen to behave more responsibly due to strategic, altruistic and defensive reasons all in the absence of an organisations legal requirements (2005, p. 2). In order to gain a competitive advantage, organisations and management adopt CSR, which has enabled them build a better image and reputation for their organisation. Globalization has resulted in the increasing concern of ethics in organisations and management because it drives to genuine communication. Managers or leaders who apply ethics in their strategies achieve coherent frameworks in organisations. In essence, CSR is seen as a commitment by the organisation and management to improve the well-being of the community. This is through the discretionary practices of business and their contributions of corporate resources (Kleinrichert 2008, p. 479). Since the entire population is whirling within mistrust, misinformation, disclosures, distrust and disinformation vortex, it is vital for organisations and management to look into their CSR and ethics in order to overcome all these challenges. This has led many organisations and management rethinking their relationships by understanding how to respond to the ever-changing expectations of the business environment. Thereby, these organisations and management meet the legal, social and ethical expectations (Kleinrichert 2008, p. 482). Planning and decision-making process is vital because it has managed to help organisations attain their goals and objectives. Management and organisation planning strategy have evolved and in the contemporary society, consultants are present to help organisations gain a direction that is going to give them success in all their operations (Kumar, Simon & Kimberley 2000, p. 25). In this case, the most critical performance indicators in any business are customer satisfaction, repeat business and profitability. Under management, the planning aspect looks into three most critical functions that encompass quality of service or good, objectives setting and problem solving techniques. Organisations and management also use integrity and honesty, credibility and client-consultant communication as their crucial skills and values. Decision-making in today’s contemporary business world is changing since it incorporates the ideas, opinions and views of all employees in the organisation (Kumar, Simon & Kimberley 2000, p. 29). This move has led to a good relationship between employees and employers thus; all parties attain organisational objectives, mission and goals. The management has adopted various decision-making processes, but all look into the well-being of their employees and this has resulted in a working environment that is positive and motivating. Motivation has also been encouraged in organisations by management through training of the employees. Planning in organisations has helped management not to waste their resources and utilize their time well when it comes to meeting the demands of their customers. Therefore, planning is vital in the sense that it helps management and organisation reach out to all their stakeholders and surrounding communities or societies (Schermerhorn, et al., 2011). As such, the planning and decision-making process should be at par with the objectives of the organisation in order to help the management delegate the duties and responsibilities to their employees without misusing their authority and power. Organisation and management is a broad and very interesting topic that has given organisation a different direction. Enlightened managerial teams are now in control of organisations and they understand their roles and responsibilities in full length. Moreover, the management has evolved from pyramids to theories that encompass contingency, OL, MIS and knowledge management. All of which contribute to the management concept applied today in the competitive environment that is in existence. More so, their environment is important to them because the internal and external factors of the environment play critical roles in the attainment of organisational goals. These environments also look at aspects of the organisations corporate social responsibility and ethics that have ruled the business environment. Scandals in existence have led to the emergence of CSR in the contemporary society with the aim of helping organisations and management meet their desired goals. It is paramount for management to put in mind the planning and decision-making processes because it is related to the ethical direction to take when faced with a problem. Consultants have helped managers to think strategically and make sound decisions that benefit not only the stakeholders, but also the society. Reference List Dam, NV., Marcus, J & Medhurst, K 2007, Organisation and management: An International Approach. Routledge, New York. Davidson, P., Simon, A., Woods, P & Griffin, R 2009, Management, 4th edn. John Wiley & Sons, Milton Qld. De Mooij, M & Hofstede, G 2010, ‘The Hofstede model’, International Journal of Advertising, vol. 29, no. 1, pp. 85-108. De Bono, SV & Foster, SF 2004, ‘Toward a multi-dimensional model of modern management’, Paper presented at the third Global Conference on Business & Economics (GCBE), Amsterdam, The Netherlands, 9-11 July 2004, published in the CD proceedings. Kleinrichert, D 2008, ‘Ethics, power and communities: Corporate Social Responsibility revisited’, Journal of Business Ethics, vol. 78, no. 3 (March), pp. 475-485. Kumar, V., Simon, AM & Kimberley, N 2000, ‘Strategic capabilities which lead to Management consulting success in Australia’, Management Decision, vol. 38, no. 1, pp. 24-35. Miller, T & Vaughan, B 2001, ‘Messages from the management past: Classic writers and contemporary problems’, SAM Advanced Management Journal, (Winter), pp. 4 – 11, 20. Lamond, D 2004, ‘A matter of style: reconciling Henri and Henry’, Management Decision, vol. 42, no. 2, pp. 300-330. Schermerhorn, J.R., Davidson, P., Poole, D., Simon, A., Woods, P & Chau, S.L 2011. Management, 4th Asia-Pacific edition, John Wiley & Sons, Milton Qld. Vogel, D 2005, The Market for Virtue: The Potential and Limits of Corporate Social Responsibility. Brookings Institution Press, Washington, DC. Read More