Organizational Behaviour and Human Resource Issues in the Conservative Party - Essay Example

Organizational Behaviour and human resource issues in The Conservative Party Organisation – The Conservative Party Introduction Human resource is important to every organisation while at the same time it is the most fragile form of resource to manage. This is in part because of its complex nature while at the same time it is the most important as it influences all the aspects within an organisation (Fincham, Fincham, Rhodes & Rhodes 2005). In opposition to the other factors within an organization, human beings are wilful, subjective and demonstrate a very high degree of unpredictability, which makes the business of Human Resource Management demanding and complicated. When examining the organisational behaviour in the Conservative Party it is important to focus on aspects such as culture, attitudes, emotions, values and ethics as these are some of the critical factors influencing human behaviour and to an extent organisational behaviour (French 2006). This assignment will examine the Conservative party in terms of its formation and the composition of its membership. Thereafter, it will look at the organisational structure, organisation culture and the leadership of the party. In addition this assignment will analyse the organisational behaviour and human resource impact on the operations of the party. Party formation and membership The party was established on the basis of inclusion, reform of abuses, enhancement of law and order, reformed and organised system of taxation, trade, and industry (Kohan 2008). In 2014 The Conservative Party is guided by principles such as a stronger economy at home, renewed respect abroad and real change in Europe (www.conservatives.com). Today under the leadership of David Cameron has consistently emphasized the twin principles of trust and shared responsibility (Cameron 2005a). Most frequently, reference has been made back to the 19th century, a period when problems of social dislocation and breakdown were resolved by local initiatives, embodying ‘a new spirit of responsibility’ combined with ‘freedom and self-help’ (Cameron 2005c). In today’s world this translates into David Cameron’s Big Society (http://www.economist.com/blogs/blighty/2013/08/big-society) Key organisational behavioural issue The Conservative Party needs to become more attractive both at the voluntary and professional level to a wider section of the population. The party needs to represent more women, people from different ethnicities and socio-economic backgrounds. It needs more MPs, associations Chairs, and party workers at all levels coming from different backgrounds. This assignment will focus on the current problem, why this has happened and whether it has been sufficiently identified by the party. It will look at what the leadership has done or not done to date to address the problem and will examine the structure and culture of the party to look at how this impacts on the perpetuation and resolution of the problem. Recommendations will then be made on how the party can improve in the area of attracting, promoting and retaining women in the professional party. By the standards of the Conservative Party, October 7th was a good day for women. In his second ministerial reshuffle, David Cameron increased the number in his coalition government by four. (http://www.economist.com/news/britain/21587797-daves-problem-women). Most sensed that the party was out of touch with modern society and its sex imbalance was one of many indicators of this. The Tories were also considered hostile to gays, blacks, gypsies and foreigners. (http://www.economist.com/news/britain/21587797-daves-problem-women). Despite Cameron’s 2008 pledge that he would, by the end of his first term, give a third of ministerial jobs in the Conservative Government to women, he has so far managed just 20 per cent, or five ministers in a cabinet of 25 (Annesley and Gains). Although these figures have ebbed and flowed since 2012, is sets the tone for the nature of the problem. Women through the affirmative action direly require empowerment. This is due to the fact that women have been disadvantaged socio-economically worldwide. The conservative party has managed to inclusively bring in women from across the divide. From businesswomen to professionals: and in addition across all the ages. This has greatly increased the sense of appeal to the party on its basis of attraction to members. An increase of 16% of the Tory women in the party is significant and a good gesture; this is despite the setbacks that have been experienced by the party. Culture: In line with Deal & Kennedy (1982) – Culture is the single most important factor accounting for organisational success or failure. This is true of the Conservative Party. Decades of patrician Toryism run out of SW1 have failed. What we need instead is insurgent Conservatism; anti big corporate interests and politics-as-usual in Westminster. (http://blogs.telegraph.co.uk/news/douglascarswellmp/100226040/the-tory-patrician-hierarchy-has-failed-if-the-conservative-party-doesnt-hand-power-to-ordinary-people-it-will-die). It is this patriarchy that can be off-putting to women thinking of entering politics:"I don't think politics serves women well, generally," she says. "We have some incredibly successful women who've had great careers; who come into politics and can be left feeling quite frustrated as to the contribution that they can make. You know, sometimes it's incredibly difficult to have your voice heard. (Sayeeda Warsi interview). One female Conservative MP tells a story about how, in the weeks after the influx of new female Tories into the House of Commons at the last election, some of her male colleagues struggled to tell them apart. Instead they resorted to calling any or all of the new women "Caroline”. (http://www.theguardian.com/politics/2013/feb/14/tories-women-spotlight-female-vote)A high proportion of the 2010 intake of women MPs are in marginal seats, which will be the hardest to hold. Meanwhile, the abandonment of proactively pro-women policies, such as all-women candidate shortlists with a minimum of three out of six women for new candidate seats, could compound that problem. (Same article as above). Ann Cunliffe (2008) states that organisational culture is important for four reasons; it shapes the image the public has of an organisation; it influences organizational performance, it provides direction for a company and it helps attract and motivate staff. (Organisational Behaviour 7th edition), Harlow, FT/Prentice Hall). In the case of the Conservative Party, the public is interested, at times in a negative way by the perceived party culture. That story, from inside the party's own parliamentary ranks, reflects the wider suspicion of the Tories among women voters. Although ICM polls for the Guardian fluctuate, the Tories have a longstanding problem with the female vote. This week's poll shows that Labour has a seven point lead over the Tories among men, but a 26 point one among women. In terms of motivating staff; Jessica Lee, MP for Erewash and PPS announced in January 2014 she will be stepping down in 2015, she was of the 2010 intake. Jessica Lee is the fourth woman MP to announce her departure in the Parliament, after Louise Mensch, Lorraine Fullbrook and Laura Sandys. Culture is very important and in cases where an organization does not exhibit a clear culture, then such an organization faces a bigger risk in terms of its operations (Rothwell & Kazanas 2003). This is because it is through culture that communication, leadership, and group dynamics within an organization is enhanced. Organisational Structure The Conservative party centralises its power base at the Conservative Party Headquarters, London. Like many organizations it needs and requires a headquarters, but for effectiveness and efficiency given the length and breadth of the UK is, it has a branch network structure. Branches require local autonomy especially as the personnel in these offices can often be from the voluntary party. Conservative future (cf) national Deputy Chairman for Membership Sarah-Jane Sewell has given a revealing insight into the sexist battles she has encountered in the Tory Youth movement today. (http://www.theblueguerilla.co.uk/2013/07/tory-youth-deputy-slams-cold-hearted.html). Each local Association corresponds to a parliamentary constituency. While Associations vary in size, almost all follow the same structure. Officers of the Association are elected annually to positions that include President, Chairman, and two Deputy Chairmen – a Deputy Chairman Membership and a Deputy Chairman Political. Most also have officers with specific responsibilities and an Executive Council, which draws representatives from the Wards that make up constituencies (Need stats here how many are men V women). In 2014, of the 22 board members of the party, only two members are women. (www.conservatives.com). The National Convention is effectively the parliament of the Voluntary Party. It is comprised of all Association Chairs, officers from Areas and Regions as well as 42 representatives from Conservative Future and the Conservative Women's Organisation. The Convention meets twice a year – its Annual General Meeting is usually held at Spring Forum, with another meeting usually held at Party Conference. Its purpose is to receive the Annual Report, elect the Convention’s new officers and to set the Voluntary Party’s direction. So we can see there is a women’s organisation at this senior level. In other areas of the party structure, the Equalities Strategy in 2010 masks a rapid dismantling of resources developed by the last administration to support the equality policy capacity within government and the work of the Women’s Minister. Since June 2010 the budget of the Government Equalities Office has been significantly cut, the Women’s National Commission has been scrapped, and the remit and resources of the Equalities and Human Rights Commission have been downgraded. (Annesley and Gains). The Conservative party has demonstrated resiliency due to the ability of the party structure to adapt to the turbulence in the political and social forums. During Thatcher’s time in the late 70’s early 80’s, leadership in the party failed to bring the followers of free market calling themselves the dries together with the one nation supporters otherwise known as the wets. The organization structure of the party and its design allows it to bring together two opposing voices. This makes it quite difficult to sometimes arrive at critical decisions that affect the party operations (Liao 2009). In a current version, David Cameron is facing a showdown with Conservative grass roots as he becomes frustrated by activists’ refusal to select more women to stand for Parliament in 2015, The Independent can disclose. The Prime Minister has privately expressed his irritation that local associations are failing to select more female candidates, jeopardising his hopes of boosting the number of women Conservative MPs. (http://www.independent.co.uk/news/uk/politics/david-camerons-dream-of-an--alist-of-women-candidates-fades-9037939.html) With less than 18 months to go to the next election, 63 candidates have been chosen so far in Conservative-held or winnable seats, of whom just 19 are women, a proportion of 30 per cent. He championed the concept of an “A-list” of his preferred candidates, many of whom were high-flying women, but since the last election it has been virtually abandoned. A political party needs to bring together its paid employees and voluntary members to be in a position of realising its aims and objectives. Inclusion is essential and it is only achievable through strong and effective leadership from within. The party structure is therefore critical to its success as it needs to manage effectively various strands to the party, the members, MPs, Central Office staff, constituency staff and the Management board. Leadership wrangles and power struggles have seen the party split in the past an event that that took the party into oblivion. It was in the early 1990s when power struggles were most prevalent in recent history. In pursuit of Euro enthusiasm, he deprived eight Conservative Members of Parliament of the Whip in November 1994. In a parliament characterised by many rebellions – pit closures, Value Added Tax, Post Office privatisation—not a single Member of Parliament lost the Whip for dissent on those issues. But when eight Members voted against increases in Britain’s budgetary contribution to the EC in November 1994 they were severely punished. (http://www.brugesgroup.com/eu/john-major-and-europe-the-failure-of-a-policy-1990-7.htm?xp=paper). This brings to light a very important; unity, essential for a political party’s success. A good leadership and organizational structure and design make it possible and easier for a party to be brought together (Kondalkar 2007). Leadership The issues that affect the Conservative party range from leadership, communication, and organisation culture. Leadership of any form is an integral part to any form of good management. The issues that have been faced by the party in the past such as the split of the party in 1846 were partly due to a gap in the leadership at the time. The leadership of the party at the time failed to steer the party in one direction during a critical time of constitutional change where the protectionists’ regulations were repealed. This saw the conservative party stay out of leadership of the UK for over 30 years. The leadership problem in the organisation can be settled by first noticing the roles played by leadership in the organization (Veerathappa 1996). In more recent times it could be suggested that leadership roles in the party are not conducive to attracting more women into the party. The British Conservative party has a party leader at the helm and he is responsible for steering the party through policy decisions. Previously, the members of parliament chose the leader but today it is different as the entire party leadership elects the party leader. However, he parliamentarians still posses the power to remove the leader from office and they are able to ensure this through what is called the vote of no confidence (McCrillis 1998). Immediately after the party leader, following in rank within the party organization and structure are three principle elements; that is the voluntary wing that is made up of the local parties in the localities or constituencies, then the professional wing who are the employees of the party at the central office. Finally, we have the parliamentary party who are now the representatives of the people in the House of Commons. The representatives across the three divides are well represented at the management board. It through the board that all the organizational matters of the party are handled with the board even possesses the powers to through away unruly members from the party affairs. The voluntary wing at the grassroots has the ability of electing their own members and can undertake activities such as the mobilization of resources for the party operations (Mills, Simmons & Mills 2005). The voluntary wing has a say of the individuals eligible for both the local and parliamentary elections. The central office as has been mentioned will represent the paid workers of the party and they are appointees of the party leader. They handle the roles and duties required of the party throughout the country. Today the membership of the British conservative party is drawn across both the landowners and the middle class. The membership as well extends an olive to the other personalities such as the working class. Organizational behaviour and human resource issues The party has had a long existence during which it has experienced major vicissitudes. For an organization of such a calibre, the management and organization of the people is very important. This is inspired through strong leadership. It is reportable that the party has experienced a lot of turbulence because of laxity in leadership. At some point in the life of the party, we see the party divided sharply based on the beliefs of the parties that are members (Pettinger 2010). This was caused by a sharp contrast in which the factions would think, feel, and eventually act. It is the duty of the leader to know how to identify these variables and manage them well for the prosperity of the party. The fact that the party majorly depends on funding from corporate and wealthy individuals is another source of interference with the party leadership. Leadership as a way of displaying relevant conduct by way of personal relationships and actions of such on employees through communication and decision making has the likelihood of creating an impact either positively or negatively on the organization. Just like any organization, the British conservative party deserves effectiveness through individual performance and efficiency. References Fincham, R, Fincham, R, Rhodes, PS, & Rhodes, PS, 2005, Principles of organizational behaviour (4th ed.), Oxford University Press: Oxford. French, WL, 2006, Human resources management, Houghton Mifflin Co: Boston. Hersey, P, & Blanchard, KH, 2002, Management of organizational behaviour: utilizing human resources (4th ed.), Prentice-Hall: Englewood Cliffs, N.J. Kohan, RA, 2008, The British Conservative Party leadership and social reform (1886-1905), Oxford University Press: New York. Kondalkar, VG, 2007, Organizational behaviour, New Age International (P) Ltd., Publishers: New Delhi. Liao, H, 2009, Research in personnel and human resources management, Emerald/Jai: Bingley. McCrillis, NR, 1998, The British Conservative Party in the age of universal suffrage: popular conservatism, 1918-1929, Ohio State University Press: Columbus. Mills, AJ, Simmons, AM, & Mills, JH, 2005, Reading organization theory: a critical approach to the study of organizational behaviour and structure (3rd ed.), Garamond Press: Aurora, Ont. Pettinger, R, 2010, Organizational behaviour: performance management in practice, Routledge: New York, NY. Rothwell, WJ, & Kazanas, HC, 2003, planning and managing human resources strategic planning for human resources management (2nd ed.), HRD Press: Amherst, Mass. Seawright, D, 2010, The British Conservative Party and one nation politics, Continuum: New York. Veerathappa, K, 1996, British Conservative Party and Indian independence, 1930-1947, Ashish Pub. House: New Delhi. Read More