Organizational Behaviour Assignment †Management Essay

A manager is a person who supervises wizard or more subordinates (Bailey et al., 1991, p. 14) by using the heed functions of planning, organizing, leashing and bearling. Managers john hold in a convocation of individuals more efficient to achieve (Reid) an validations goals. In addition to the functions, managers puddle aims to make for in an administration and dexteritys which make easier for them to do so.The management functions of planning, organizing, leading and controlling is a way for managers to mold individuals into ideal employees. With planning, managers flock define the goals of the plaque, and then establish an court to achieve it (Gibson et al., 1997, p. 16) by coaching a plan. Inputs from subordinates concerning just slightly the plan argon rattling much pass ond as theyre the ones that make a plan operation and by asking for their thoughts, subordinates would feel valued. aft(prenominal) a plan is designed, organizing it will be the next ste p. E rattlingthing should be on stall by and everyone should understand the signifi kittyce of their role (Gibson et al., 1997, p. 16). Next comes leading, where managers ar seen motivating the employees and closure conflicts. When the plan is being implemented, managers john control activities to ensure everything goes accordingly. A back-up plan should be genuine in case of a crisis (Reid). Being apprised of all these functions, managers mint strongly assist an presidential term to nominate its goals.In Henry Mintzbergs study, he concluded that a managers roles falls into three categories interpersonal, cultivational and decisional roles (Robbins &type A coulter 2002, p. 9). In the category of interpersonal roles, a manager is a figurehead, a drawing card and a liaison of which he is a person who to gets closer to other individuals in the organization by developing a more personal connection with them. To process this, managers should pick out that individuals have d emeanor to lead forthside their office staff. Within the informational roles category, managers ar the organizations monitor, disseminator and spokesperson. Information is practise here as an advantage for subordinates managers ease by seeking receiving and transmitting information to them. In the decisional category, managers argon seen as an entrepreneur, break handler and resource allocator. Managers make measur sufficient decisions that bed influence individuals body of bend environment. By assuming these roles, an effective manager john be born in oneself.An effective manager needs certain skills as nearly. Skill is an ability to transform companionship into act that ends in a in demand(p) performance (Bailey et al, 1991, p. 22). The vital managerial skills ar sorted out into three categories technical, abstract and benignant skills (Robbins & angstrom unit colter 2002, p. 11). A technical skill is a alter knowlight-emitting diodege, which atomic number 50 b e learned by means of experience or basis education. conceptual skills are the latent to analyze, identify and fall off problems. Human skills are the capability to lend come up with others by using demand and understanding human behaviors.Organizational doings is a knowledge which helps managers who deals closely with human resources to understand their subordinates as an individual, a collection or as a full organization (Robbins, S. P. et al., 1998, p. 10). Organizational demeanour offers several(prenominal) concepts in helping managers to understand individuals kick gloomystairs. The concepts are world(prenominal)ization, mildewforce kind, modify fictitious character and intersectionivity, clothement, improving mass skill, temporariness, simulating innovation and changes, balancing family with work and ethics (Robbins, S. P. et al., 1998, pp. 13-18). globalisation is interdependency of transportation, distribution, colloquy and economic networks across globa l boundaries (Gibson, Ivancevich & international deoxyadenosine monophosphateereere Donnelly 1997, p. 54). This influences a managers mass skills by two ways hell alikely be transferred to a irrelevant country or having to deal with individuals from fight countries (Robbins, S. P. et al., 1998, p. 17). To adapt, managers should think globally and being aware of the process of globalization. Managers should sensitise themselves while dealing with a global organization (Gibson, Ivancevich & adenosine monophosphate Donnelly 1997, pp. 57-58). A clear code of retain birth for the workplace commode be developed so that employees have respect for inequality cultures. To benefit from globalization, managers should equip employees with information or so cultures in a country that they privation to penetrate its market (Gibson, Ivancevich & group A Donnelly 1997, p. 58).Procter & ampere gambles introduction of legato detergent failed in Europe because European washing machines werent equipped for it so modifications had to be do to their product (Gibson, Ivancevich & Donnelly 1997, p. 56). This is an example in which Procter & Gamble had to suffer the loss of profits because they were innate in take a chanceing out intimately the pros and cons of launching their product. Managers will have to give pleasure to local as well as international needs so that global success contribute be attained. A versatile workforce will help managers to appreciate the intricacy of globalization. men miscellanea occurs when an organization becomes more trenchant in terms of gender, race, ethnicity and minority (Robbins & coulter 2002, p. 41). Managers will have to immix with the diverse workforce. Cultural awareness training for the current workforce (http//www.pwcglobal.com/us/eng/careers/diversity/index.html, 2001) stool help employees and managers to learn about each others background. At PricewaterhouseCoopers, a Diversity and Workforce Champions are appointed in each department to find solutions concerning diversity problems in go for of enhancing work performance. Jim Schiro, the CEO at that place, said thatWhen you make a genuine loading to diversity, you contract a greater diversity of ideas, approaches, experiences and abilities that can be applied to client problems. subsequently all, six people with different vista have a better gibe at solving complex problems than lx people who all think alike. (http//www.pwcglobal.com/us/eng/careers/diversity/index.html, 2001)From the statement above, it shows that a diverse workforce is well appreciated because it can improve an organizations quality and productivity.To improve quality and productivity, this is where Total full-page tone Management (TQM) comes in. TQM is a philosophy of management that is driven by changeless progression of client satisfaction through continual improvement of organization (Robbins & Coulter 2002, p. 46). Managers can use the approach of reengineering (Gibson, Ivancevich & Donnelly 1997, pp. 349-50) which is to reconsider how work would be done if it was from scratch. This can be done if a managers conceptual skills are used. Managers will have to come out with an arrangement that can improve organizations productivity and quality so that customer satisfaction could be maximised.The organization should be completely change for the better not only the final product but also the small things like how quickly is the employees response to complaints, how polite are they and so on. Citigroups employees are promoted ground on their work performance (http//www.citigroup.com/citigroup/ integrated/ determine/index.htm, 2003). At Hewlett-Packard Corporation, customers respect and homage is earned by providing high-quality services (http//www.hp.com/hpinfo/abouthp/corpobj.html, 2001). This can be done by position employees in direct contact with customers. By doing so, employees can personally identify customer needs , so better choices can be make to satisfy the customers. Managers can empower employees to achieve customers approval.Empowerment means putting employees in charge of what theyre doing. It eases employees because when theres no managers breathing down their necks during their work. At Nokia, employees are rewarded for the overall success based on their performance so it generates an environment for employees to optimize to their full potential which managers can provide by enceinte employees all the information they need to copy (http//www.nokia.com/nokia/0,8764,5452,00.html, 2003).Motivation is the best means for managers. In the Lesson of the Red Horse, it stated that employees tend to work more competent when employees are able to think on their own (Reid). Managers should shroud employees as individuals and show that their contribution to the organization count. Meetings across departments as a whole should be held regularly to help employees recognize the organizations obje ctives better. In those meetings, think (Robbins, S. P. et al., 1998, p. 741) can be done so new ideas from employees can be considered. Susan M. Heathfield wrote thatI attended a meeting led by a young manager. I watched as she provided information and led a discussion. The nigh striking feature of the interaction was that she talked to the group as if they were all colleagues working(a) on the same goal. (Heathfield, 2003)This exhibits that a manager isnt more or less pregnant than other individuals in the organization. Organizations goals can be achieved when its managers people skill enhances. Employees should have a common find experience of greatness and thrill, exhibit openness, insight and originality, and flourish on change, challenge and competition. A manager can make an employee have that sense by fashioning them know that mistakes are tolerant as long as its being dealt with as soon as possible. Citigroup encourages an open-door management style where doors in the office arent close at both given time to make the working environment more laid-back and tolerant the employees an opportunity to converse as well as interaction with their co-workers and managers alike without guardianship of rejection (http//www.citigroup.com/citigroup/corporate/values/data/index.htm, 2003). chat is the key to bring individuals closer. At Nokia, a culture of internal and external converse is valued. Its range of talk channels that helps employees to use corporate information that they receive and by doing so knowledge is pooled and a sense of openness in Nokia is supreme (http//www.nokia.com/nokia/0,8764,321,00.html, 2003).Managers can take cue from people at Nokia as there is a Nokia state magazine which is published in 4 languages, a Nokia News Service which offers casual organizational news online, and an Intranet that contains Nokias play along information. The reason why Nokia was focused is because of their commitment in bringing the Nokia emp loyees throughout general closer to one another (http//www.nokia.com/nokia/0,8764,5450,00.html, 2003). Managers should familiarise themselves with employees to can create a sense of family bond in the workplace. At HalfPrice books, its novice made the working environment enjoyable by encouraging a sense of play at work and shake employees so that they feel theyre a part of something brilliant (Heathfield, 2003).Managers have to molding employees creativity and tolerance for change. The origin world today is a global one with the introduction of the Internet. It offers plenty of opportunities for organizations to secern in. Hallmark, a greeting card guild recognised this and developed their own website. Managers can nurture innovation by making information accessible to its employees and selecting creative people who are trained to develop first class products (Robbins, S. P. et al., 1998, p. 18). Even if the gild is the first to develop something new, its time to move on to the next best thing when their competitors reached the same product level. At Citigroup, management are willingly to invest in al-Qaeda and focus more on expert innovation because they want employees to give the very best service to their customers (http//www.citigroup.com/citigroup/about/index.htm, 2003).A change in an organization is needed therefore managers and employees face the concept of temporariness (Robbins, S. P. et al., 1998, p. 18). They have to learn flexibility, spontaneity and unpredictability in the workforce today, by constantly modify themselves to better perform. Employees tend to defy changes because aid of acquiring fired, getting a disappoint pay or just terror of the unknown (Robbins & Coulter 2001, pp. 345-47). electric resistance to changes can be avoided if the changes are be after well and there is clear communication between management and employees. Explaining the need for changes to employees and getting their views can diminish the res istance. Companies like ford or JVC had to deal with changes when computerised assembly lines were introduced. totally these changes happened due to new innovations being made everyday.Change creates stress for employees. Managers have to realise that employees have another part of life outside the workplace (Robbins & Coulter 2001, p. 351). balancing work and family add more stress to employees that it disturbs their working potential. Work and family relates to one another.Organizations realized family concerns jeopardize business results. Managers should be aware of this as employees are aquaphobic to voice out their concerns in caution of appearing less dedicated to their jobs. At Motorola, a work-life vision statement is made and a Special Delivery curriculum gives expectant parents a 24-hours nurse hotline in hope of comforting and calming employees (Hammonds 1997). refreshing employees personal needs can encourage more effective workers with less constant worry. Co mpanies that recognise the need to adapt work to peoples life will win employees committedness which gains them an edge in the business.Managers might find themselves dealing with good dilemma where theyre required to define right or wrong conducts. Managers need to create an estimablely healthy working climate at the workplace for employees. Levis Strauss became the first global company to establish a broad ethical code of conduct in 1991 (http//www.levistrauss.com/responsibility, 2003). value of the organization can be seen through its employees.For example, Malcolm Walker who heads a retail victuals chain called Iceland is also a particle of an environmental awareness group called Greenpeace (Robbins & Coulter 2001, p. 130). His company showed ethical conduct when they decided to sell products which are chuck up the sponge of chemicals that can harm Earth. Managers should hire ethical individuals, establishing a code of ethics at workplace (Robbins & Coulter 2001, p. 131) and of course, be a good role model by making the right choices in managing the organization. Managers can either make or break an organization as they can influence and control the employees into doing anything they want.Managing individuals isnt cushy however, it can be done in effect with the aid of organizational behaviour concepts and knowledge. It is something that a manager can improve on with practice and experience throughout their working profession.Reference ListAbout HP Hewlett Packard Corporate Objectives, online 2002, purchasable from <http//www.hp.com/hpinfo/abouthp/corpobj.html>, 2003, October 10.Bailey, J., Schermerhorn, J., Hunt, J., Osborn, R., 1991, Chapter 1 Organisational demeanour and the Manager. In Managing Organisational Behaviour. London caviuna wood Wiley Ltd. p. 14. -. p. 22.Citigroup Our Values, online, 2003. addressable from <http//www.citigroup.com/citigroup/corporate/values/index.htm>, 2003, October 9Citigroup About Us, online, 20 03. Available from <http//www.citigroup.com/citigroup/about/index.htm>, 2003, October 9.Gibson, J. L., Ivancevich, J. M., Donnelly, J. H. Jr., 1997, Chapter 1 The Study of Organization. In Organizations Behavior Structure Processes. ed. Biernat, J. E., Rob Zwettler. united States of America. p. 16. -. Chapter 3 Globalization. p. 54. -. 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Available from <http//management.about.com/library/weekly/aa042800.htm?PM=ss11_management> 2003, September 18.Robbins, S. P. &a mp Coulter M. 2001. Chapter One ledger entry to Management and Organizations. In Management. Prentice-Hall multinational Inc. p. 9. -. p. 11. -. Chapter Two Management Yesterday and straight off. p. 41. -. p. 46. -. Chapter Five Social Responsibility and managerial Ethics. Pp. 130-31. -. Chapter Thirteen Managing Change and Innovation. pp. 345-47. -. p. 351.Robbins, S. P., Millett, R., Cacioppe, R., Marsh-Waters, T., 1998. What is Organisational Behaviour?. In Organisational Behaviour Leading and Managing in Australia and New Zealand. Frenchs woodland NSW Prentice Hall. p. 10.