A Necessity for Effective Management of Modern Organization - Case Study Example

CASE STUDY ON MANAGEMENT Name Institution Course Professor Date CASE STUDY ON MANAGEMENT Introduction The effective management within an organization is a responsibility of the entire organization. However, the manager of the establishment oversees the operation of the employees by ensuring the active performance of assigned responsibilities and realizing a conducive work environment for all. According to Clegg, Kornberger, and Pitsis (2016, p. 81), management defines the process of coordinating, communicating, and performing actions with respect to the organization objectives while maintaining a relationship with the stakeholder. The challenge in efficient management is a result of the continuous changes in existing organizational situations (Clegg et al. 45). Consequently, with the changes, the application of traditional management procedure and models become impractical. Therefore, it is necessary for managers to adapt new techniques such as the exercise of soft power over hard powers, managing through vision, mission, and values, and incorporating more dialogue and discussions (Clegg et al. 2016, p. 45). Similarly, Philip (2013, p. 165) agree on the centrality of communication in the day-to-day activities of a manager. Focusing on the responsibilities of managers, the essay discusses three challenges in managing an organization presented in the case study (Active Aging Today). It proceeds by providing solutions to the particular challenge with an aim of realizing an excellent organization. Lack of Formal Training of Employees Clegg et al. (2016, p. 59) discuss the importance of managing changing times in the employment sector. As generation changes, employees and employers of different generations face the challenge of effectively developing commitment and motivation of the workforce. According to Clegg et al. (2016, p. 59), changes in the work environment develops different attitudes about the possible uncertainty in the business. Moreover, there is the development of different types of operational risks influencing the relationship between the employees and employers relative to the work expectations. The imperative is the understanding of individual identity shaped by the responsibility and roles accorded to the particular employee (Clegg et al. p. 77). Identity in a work environment dictates the personal conduct in respect to others, which may be more or less secure, problematic, fragmented or stable. Based on Clegg et al. (2016, p. 77), these paradigms of identities are dynamic whose expressions follows the characteristics of the particular setting. Therefore, in reference to the case, the organization and its management may suppress the development of positive identities of its workforce, especially those that provide a deeper understanding of responsibility and expectation pertaining to the position held in the organization. However, by focusing on the particular aspects that define a manager and their roles in the organization, it is possible to introduce an employee training program to impact enthusiasm and encouragement in the new employee to the role and in the firm (Clegg et al. 82). Through active training of employees as an initiation and introduction program, the employee becomes more aware of their identity in their institution and is likely to better perform. In regards to Clegg et al. (2016, p. 82), the imperative in training is the provision of direction allowing a clear understanding of duties and objectives of the position relative to those of the organization. The absence of formal training of employees about their roles leads to poor worker engagement. According to Mone et al. (2011, p. 205) employee engagement relates to performance management. In this case, managing performance develops a framework for managers in spearheading efforts to encourage positive worker engagement in the organization. Mone et al. (2011, p. 206) explain engagement as the sense of purpose in an employee displayed by the focus of energy in developing initiative, effort, persistence, and adaptability to the organization. Therefore, for the organization to enhance the engagement of its workers, it is necessary to apply the performance management models discussed including developing goals and setting performance, training and developing employees, provide feedback and recognition, conduct sequential appraisals, and build a culture of trust and empowerment (Mone et al. 2011, p. 206). Table 1 summarizes the particular activities in the aforementioned areas of performance management. Communication plays a significant role in the performance of management activities including planning, directing, and organizing, and controlling (Philip, 2013, p. 165). It is through communication that the organization manages to convey its goals, directions and plan to its workforce as a means to ensure effectiveness and accountability of its employees. It is evident from the case study that there is no communication during the induction process where the employee is left to decide what to do and how to do it. In this case, the absence of communication limits the sense of purpose and understanding of responsibility (Philip, 2013, p. 166). Therefore, the organization can train its team on the importance of communication in enhancing collaboration and a shared sense of purpose following the firms’ goals and objectives. Few Organization Systems According to Clegg et al. (2016, p. 49), managing technology changes is vital in the new digital age where the division of labor characterizes the contemporary society. The changes in technology imply a parallel change in work performance breaking the routine traditional systems and introducing a developmental framework in performance (Clegg et al. 2016, p. 46). Moreover, as organizations adopt technological innovations, there is the need to address the change in skills competencies and employee training to manage the technical operations and maximize its benefits in the organization (Clegg et al. 2016, p. 49). The imperative in the case study is process innovation which implies a change in the delivery of services to the end-user (Clegg et al. 2016, p. 764). However, the active realization of innovation follows the stages of initiation, development, and implementation. Comparatively, Lundvall et al. (2016, p. 2) introduce the concept of innovation drivers categorizing them into employee, cost, user, and demand-driven. Moreover, Lundvall et al. (2016, p. 3) distinguish the innovation process based on the learning mode including changes born from codified knowledge (STI- science, technology innovation mode) and experience based innovations (DUI- doing, using and interacting mode). Therefore, the relevance of these processes and categories in the case study is to highlight the particular options available to the organization in developing an upgraded organizational system. Before introducing a new system, it is important for the management to learn of the stages in its development, especially the adaptation of the employees to its working systems. In this case, it is necessary to ensure a tailoring of the system to the particular needs in the establishment parallel to competencies of the workforce. Dwivedi et al. (2015, p. 3) explain on the relevance of integrating Information System (IS) in an organization owing to the numerous benefits its profits the enterprise. The imperative in its application is the mitigating the probability of failure following the different stakeholders and perspective involved in its implementation. According to Dwivedi et al. (2015, p. 4), the success of IS occurs as an outcome of six variables including organizational impact, system quality, information quality, individual impact, use and user satisfaction. Moreover, the application and meeting of either of the six variable depend on Information Technology (IT) which addresses three categories of people, task and structure in IS management (Dwivedi et al. 2015, p. 4). Therefore, it is important for the organization to include IS as part of its operation system, especially following its advantages such as increased organizational performance, maximizing profits, developing effective business processes, and establishing work routines specific to the level of the employee (Dwivedi et al. 2015, p. 3). Seethamraju (2015, p. 475) explain the concept of Software as a Service (SaaS) in Enterprise and Resource Planning (ERP) as a significant business innovation model. The introduction of SaaS replaces the traditional business models by including cost-effective and scalability of resources to improve the performance of the organization. Based on Seethamraju (2015, p. 476), SaaS allows the organization to achieve a centralization of information while integrating the users through its networked and data centering features. Moreover, its application has the advantages of higher intuitive usability, short implementation time and availability of regular enhancement and upgrading to tailor performance to the user's specific needs (Seethamraju, 2015, p. 476). It is for these advantages that it is imperative for AAT to adopt a SaaS ERP system to improve its performance through technology advancement and become aligned to the contemporary society and its needs. Reluctance to Change Clegg et al. (2016, p. 52) address the increase in knowledge-intensive work methods requiring the remodeling of the management exercise. As knowledge and technology become fundamental components in the environment, it is necessary for employees to adjust to these changes by gaining subtle knowledge and mastery of skills (Clegg et al. 2016, p. 52). As these changes continue to shape the society, there is the shift from the traditional instructional and command strategies to more collaborative and cooperative input in realizing a common objective. Moreover, there is the growth of diversity as a significant contributor to organization success. According to Clegg et al. (2016, p. 55), diversity allows room for varied insights, knowledge, and skill far better than a homogenous setting. Therefore, it is important to educate the AAT workforce on the advantages of diversity and innovation in enhancing the growth of the firm as well as identify solutions to the existing challenges. Based on Madsen et al. (2004, p. 759), effective management of change is crucial in today’s organization following the dynamism in culture, technology and operation strategies. Change defines the alteration of the actions, interactions and reactions of the employees with an aim to achieve a future desired state in the organization (Madsen et al. 2004, p. 759). However, such alteration of existing state involves increased anxiety, stress, and resistance from the employees who fail to see the advantage or the errors in the existing systems. According to Madsen et al. (2004, p. 759), the level of readiness for change follows the availability of appropriate Human Resource Development (HRD) structures. HRD facilitates the preparation and readiness of the work team for change through active training on ways to overcome the anxiety and fears regarding the change. Moreover, HRD enhances communication in the organization by developing a culture of collaboration which creates dynamism (Clegg et al. 2016, p. 660). Examining the case study, it is imperative for the organization to create a HRD department to train its employees and sensitize their participation in innovation. Moreover, through the HRD, the establishment may encourage the growth of teamwork through developing projects that discourage independence and facilitates information and skill sharing. Vakola and Nikolaou (2005, p. 160) examines employees attitude in light of developing an understanding of the high resistivity toward change. Research indicates the factors of occupation stress and organization commitment as significant contributors in managing organization changes. Stress in the occupation leads to low ambition which progresses into poor performance and low job satisfaction (Vakola & Nikolaou, 2005, p. 161). The aforementioned reasons necessitate the need for change to introduce a more effective organization system. However, Vakola and Nikolaou (2005, p. 161) suggest the creation of a stress management program to assist the workforce in shifting into the new model. Concerning organizational commitment, Vakola and Nikolaou (2005, p. 163) identifies it to the individual identity of the organization. Therefore, when commitment is low, it generates a parallel decrease in acceptance to change even when perceived beneficial to the firm. Comparatively, Vakola and Nikolaou (2005, p. 163) argues that if the commitment is high, the persons may resist change viewing it as a threat to the rewards he/she is currently obtaining. Nevertheless, research supports positive commitment with acceptance to change. Therefore, in AAT, the management could encourage the high commitment of employee by providing training and development as well as a reward system to boost morale in the work. Conclusion In summary, efficient organization management involves the entire workforce and the level of collaboration. However, the responsibilities of the manager and their degree of performance significantly affect the success of organization management. Focusing on the case study, the three management challenges of lack of formal training of employees, few organization systems, and reluctance to change are evident. The difference in their nature develops diverse solutions in their mitigation; however, a common a requiring solution involves proper training and preparation of the workers before and during their performance in the company. Therefore, the management should affect appropriate management strategies based on the problem at hand and objectives of the firm. References Clegg, S.R., Kornberger, M. and Pitsis, T.S., 2016. Managing & Organizations. London: Sage Publication. Dwivedi, Y.K., Wastell, D., Laumer, S., Henriksen, H.Z., Myers, M.D., Bunker, D., Elbanna, A., Ravishankar, M.N. and Srivastava, S.C., 2015. Research on information systems failures and successes: Status update and future directions. Information Systems Frontiers, vol. 17, no. 1, pp. 143- 157. Lundvall, B.A., Gregersen, B., Johnson, B. and Lorenz, E., 2016. Innovation systems and economic development. Madsen, S.R., Miller, D., John, C. and Warren, E., 2004. The Relationship between an Individual’s Margin in Life and Readiness for Change. Mone, E., Eisinger, C., Guggenheim, K., Price, B. and Stine, C., 2011. Performance management at the wheel: Driving employee engagement in organization. Journal of Business and Psychology, vol. 26, no. 2, pp. 205- 212. PHILIP, D.D., 2013. Communication: A Necessity for effective Management of Modern Organization. Organization, vol.3, no. 11, pp. 165- 171. Seethamraju, R., 2015. Adoption of software as a service (SaaS) enterprise resource planning (ERP) systems in small and medium sized enterprises (SMEs). Information systems frontiers, vol. 17, no.3, pp. 475- 492. Vakola, M. and Nikolaou, I., 2005. Attitudes towards organizational change: What is the role of employees’ stress and commitment? Employee relations, vol. 27, no.2, pp. 160- 174. Read More