Managing People within Any Organization - Essay Example

People in Organizations Introduction Managing people within any organization is indeed one of the most difficult tasks that there could be. Diversity of these people makes it even harder. There is so much to understand in the wake of their differences and styles that they bring to the table that the organizations face problematic situations whenever they hire new employees or retain old ones in the face of a changing culture. (House, 2004) Such is the nature of this quagmire that organizations are known to wilt under pressure from different quarters when it comes to having a clear cut understanding of the way people would react to a ‘change’ scenario and as to what their reactions would be in the wake of closing certain offices and more than that putting an end to their jobs. This brings to light the situation at NIC. The key issues which could be had in the wake of Gloria Barker’s initiatives are bringing a sense of change within the attitudes of the people as they must know that this change is for their own betterment, both in the short term scenario as well as in the long run. They must be told that these initiatives will bring in the much needed stability for the operations of the organization as well as provide incentives to the employees in different forms. However this is a totally different matter altogether that the people who are told to leave their jobs, as the offices coming under the direct hold of NIC close, will have a sense of resentment which is quite understandable but within the global contexts of a changing business climate, this is all the more common at the present. The key issues also bring to light the aspect of ‘Building the New NIC’ which is a philosophy that needs strenuous thinking and action to back up the very mindset which has been developed as a result of the same. This asks of the management culture to bring about an environment which is full of positive attitude since this is much needed at the end of the day. People must be motivated enough in their job to adopt the changing regime because if the same is missing, then there is little room for improvement within the changing culture of the organization. (Gellerman, 1968) Also the role of Human Resources Department is of essence since it must cut down on the traditional mindset that it has had of late and give up the same for the contemporary office climate as the latter will bring in employees who are better equipped to handle tasks and more learned than are present within the realms of NIC at the current stage. It will also motivate and encourage the already recruited staff and the up and coming ones to give their best shot whilst doing their bit for NIC. The need of the hour thus is to make sure that the key issues are dealt with in an adequate way and that there are no apprehensions at any stage whatsoever. 2. Critical Evaluation of NIC’s Proposed Program The critical evaluation of NIC’s proposed program is under three different aspects: 2.1. Cultural Vision The adoption of a cultural vision for NIC must be based on its philosophy. If its organizational philosophy is set in the right direction, there is a lot of chance that the cultural vision would be enacted in close alliance with the same. However straying from the already set basic premises would mean that the organization has lost its footing and could lead itself into muddle sooner rather than later. The need is to be culturally ahead of time and think of the organization in a manner which is in line with the changing organizational philosophies – relying more on getting work done through the provision of objectives rather than focusing on stringent measures like a 9 to 5 regime, proper dress code, sitting straight on the meeting table and so on. It is obvious that these points do bring in discipline within the relevant ranks of an organization but it also means that the potential candidates who want to work within such an organization start distancing themselves from attaining a job in the first place. This means that the organization has a weak rapport with the right candidates and all forms of secondary audiences for the organization start making its round which is a disaster, waiting to happen. Any organization would want to have a pre-defined cultural angle which will pave its way within the industry as well as make things easier for it to happen in the long run. NIC must be proactive in its approach towards enticing the right mix of people and groom them for getting things done in a proper and sound manner. Also there must be a suggestion for NIC to adopt a mechanism for properly placing the employees who have had a strenuous time at the hands of NIC whilst relieving them of their jobs under the banner of “Building the New NIC”. This will make the potential employees relieved from their job security aspects as well as reinforce the current employees that they would not be left high and dry in the wake of NIC cutting down on its employees or closing office units in the wake of reducing expenses and the like within the future. This also means that employees would be mentally satisfied and contented with their current job postings and would not show resentment in the event that there is any dispute or rift happening amongst the different cadres of the organization from time to time. (Thomas, 2005) Thus the modernization program for NIC seems adequate only if the above-mentioned points are adhered to and the barriers in the wake of these points are removed at the earliest so as to reinforce a positive thinking mindset within the organization and also to tell all and sundry that NIC exists to serve everyone’s interests and more so the ones who work for its betterment day in day out. The modernization program would assist NIC to undertake measures which are pertinent for its very existence as well as keep the employees abreast with the changing industrial needs and the same coming in close alliance with their very organization. This would enable them to be more productive and efficient for their own organization as well as contribute in a much more solid manner than ever before. Thus when it comes to having a clear cut understanding of the cultural vision, there is a need to be more focused on how to do things the right way and leave no stone unturned during this whole process. Gloria Barker and her whole team would do NIC a world of good if it dedicates itself whole-heartedly towards the betterment of the organizational policies and create an environment which is filled with organizational harmony and a sense of ethics making the right rounds. (Shiplett, 2000) 2.2. Key features of HR Strategy Any HR strategy would aim to take into consideration the role of diversity within the business ranks. It is a fact that those companies which are ready to upgrade their human resources regimes are indeed the ones that have found success in different segments of corporate and industrial business. With minor changes here and there, NIC can have giant strides in its respective human resources department and indeed the chosen strategy and thus made a mark for its own selves. It is a common phenomenon that a business can move away from a stand of firmness and consistency to one of a comprehensive weak one as the same is willing to grab hold of the varied means present within the market as well as the driving factors. Thus for this reason a business needs to tilt its position every now and then in order to live up with the changing times under different conditions considering the presence of its competitors and importantly the customers. Moving along the same notion, one finds that the HR strategy is easily related with other facets as well. When one speaks of the tenet of employee motivation within NIC’s HR strategy, there is a need to understand that the same becomes a plus point for the employee and/or the worker to perform to his best possible levels and thus provide the productivity that is need from him, both in the crunch times and under normal circumstances. It facilitates to the working basis of NIC as well as the people who are on the top – they come to know of the employee’s potentials as well as their organization’s strengths. Also they get assured of the commitment levels of the employees on a proactive basis as well as the intensity of the hard work that they will put in day in day out. This would also include the most strenuous of circumstances. Human motivation seems to exist only if the top management understands the concerns of the employees within the realms of NIC cadre and tries its best to allay them with the passage of time. However this motivation seems to fade out sooner rather than later if the top hierarchies present within NIC do not take any note of the basic needs and requirements of the employees and start giving them a tough time all said and done. (Halachmi, 1996) A conflict within NIC can take place due to differing personalities of the employees or in their attitudes that lead in their linkage with each other. This could also happen due to their norms and behaviors which might not be liked by any one party (person) and thus lead to a conflict of thoughts, ideas, actions and eventual behaviors towards each other. There is a degree of power when we speak of the manager in terms of the same over his subordinate or the employee who is working under him in a direct or an indirect capacity. Thus, people factor has been at the core essence of any organization mainly due to the fact that it is the ultimate resource which brings about completion of work and duties. (Richter, 2006) People factor within NIC gains an even more significant position as NIC can move from a position of stability to one of a complete unstable stance as it acquires different means of gathering the market and its driving factors that come along with it. NIC needs to change its position with the changing times otherwise it will literally vanish away from the industrial folds. NIC must bring about certain efforts which are geared up to make it sound, look and eventually feel different from the rest of the lot and in the long run, have a selling proposition in it and in its products that help it in winning the customers time and time again. For getting on to this track of success and achievement, it is significant to understand that having the most sought after employees and workers in the market is necessary since they will give the most productivity in the toughest times possible. (Fox, 2004) 2.3. Measurement or Assessing Effectiveness Managing change within NIC is one of the most significant aspects that come under its sound functioning regime. Only the companies which are able to come to terms with the new norms and practices are the ones that succeed not only in the short term but also in the longer scheme of things. This means that NIC has to devise certain ways and means through which it can manage change, measure it and effectively counter the problems that come in its way all this while. The learning process, meanwhile on the part of NIC is immense since it finds out the exact mechanisms and procedures through which change is going to affect the employees’ and stakeholders’ relationship with NIC’s central essence, which is the top management, making all the decisions that would eventually benefit the company in the long run. Human resources of NIC could make a better use of their staff if they chalk out a strategy as to what exactly their set criterion would be for selecting the employees. A more diverse workforce could only be encouraged when there are efforts made by NIC to incorporate certain policies which are in line with the ethical and moral code of workers’ regimes. This means that the workers must be considered human beings first and then they are assigned work in a manner which is manageable for them realistically as well as theoretically. (Caluwe & Vermaak, 2000) Just getting the work done out of them is an exercise in futility since it would not reap rich dividends at the very end and there would be problems for NIC left, right and center. The laws that permit the effective handling of employees and workers within a country must be followed to the end limits since the authorities at the helm of affairs know that it is best for both NIC as well as the employees to make effective use of these laws and respective procedures as the end result is one that will benefit not only them but also the country’s government and the related industries. It would be fitting to state that the human resources management of NIC can be managed much better and in a more effective manner if the above mentioned points are incorporated every now and then. It is only the determination of the people sitting at the helm of affairs that things could change further and that too in a positive direction, in the times to come. (Gannon, 1987) 3. Conclusion In the end, it is significant to understand that within the terms of relationships in NIC where power and authority is concerned, the change could be in the form of clearly outlining the points of strength and the areas where downsides reside. The different barriers to change which could arise with the passage of time in NIC include the ways in which the traditionalists think with regards to activities, processes and tasks and not only that but also the cultural hindrances and problems that might arise with those changes. A firm might not be ready to go the modern way as it does not meet eye to eye with the vision of its traditional owners or the ones who founded it in the first place. The role of the general people within NIC and as to how they actually bring about a change, with the assistance and help from the human resources department in entirety is also deemed significant. The people power is another aspect that can shed some light on the aspect of not changing just for the mere sake of it. (Kelly, 2000) They do not want to change their present lines of action and thus there is a serious resentment present within the current lot to not change. This means that the higher authorities face a lot of troubles which could even mean protests, strikes and even closing down of NIC offices. It is a fact that the effectiveness of the HR strategy would indeed bring in the much needed rich dividends at the end of the day – what was envisaged and envisioned right at the very beginning! Bibliography CALUWE, Leon de & Vermaak, Hans. (2000). Learning to Change: A Guide for Organization Change Agents FOX, John. (2004). Organizational Discourse: A Language-Ideology-Power Perspective. Praeger GANNON, Martin J. (1987). Organizational Effectiveness in Entrepreneurial and Professionally Managed Firms. Journal of Small Business Management, Vol. 25 GELLERMAN, Saul. (1968). Management by Motivation. American Management Association HALACHMI, Arie. (1996). Organizational Performance and Measurement in the Public Sector: Toward Service, Effort and Accomplishment Reporting. Quorum Books HOUSE, R. J. (2004). Culture, Leadership and Organizations: The GLOBE Study of 62 Societies. SAGE Publications KELLY, G M. (2000). Employment and Concepts of Work in the New Global Economy. International Labour Review, Vol. 139 RICHTER, Rudolf. (2006). The Art of Managing Everyday Conflict. Journal of Comparative Family Studies, Vol. 37 SHIPLETT, Myra Howze. (2000). Introduction: Workforce Planning and Human Capital. The Public Manager, Vol. 29 THOMAS, Stephen J. (2005). Successfully Managing Change in Organizations Word Count: 2,538 Read More