Managing oganisational relationships Essay

IntroductionNo governance plunder hope to keep up with the fast footfall of change of the world today with prohibited enthusiastically embracing change at bottom itself.www.thecommonwealth.org 2005The above arguing is rattling powerful, but one I strongly suck up got with, because changes be taking place everyday and if managers simulatet respond to these changes past the business is most likely to suffer.Managers may turn in little ability to prevent change, but awargonness that change is access atomic number 50 overhear it easier to deal with. If an organization is prep ard to handle an event, then many problems can be prevented or solved with surface difficulty.Management versus leaders in that location is a continuing controversy about the differences mingled with solicitude and lead. I echo its obvious that a person can be a leader without being a manager and vice-versa. accord to the management theorist Mary FollettManagement is the art of getting things make through and through packM.Follett 1989However, the idea that a Manager only manages heap I think is over-simplified. This is because managers hold many responsibilities. I have defined below the role of a manger Decision Maker be held responsible for results Have conflicting goals to hit Need to Plan and reckon Work with and through flock organise staff.Whereas, leadership isthe ability of an soul to influence, motivate and enable otherwises to contribute toward the powerfulness and success of the memorial hedget.House et al., 1999From the above statement I can gather that the role of a leader is to generally to Communicate Motivate and, Encourage employeesLeadership is a managerial employment where employees educate together towards achieving company goals.The difference between managers and leadership is that managers be elected to supervise the work of other people in the organisation and carry out formal duties. While, leaders influence the behaviour o r actions of others. Managers value stability, order and efficiency. Meanwhile, leaders value tractableness, innovation and adaptation.Managers are pertain to a greater extent about how things get done and pick up to get people to perform better. Whereas, leaders are concerned with what things mean to people and try to get people to agree about the most important things to be done.As you can see there are many differences between management and leadership. I believe leaders are more perfumeive than managers, as they influence workers to achieve company targets and their leadership start out is normally very effective.At Morrisons the leadership call is very effective as the leader has many good characteristics. I have outlined these below* Good communication skills* Is decisive* Good at delegationThese characteristics assistant employees feel more valued as they know what is going on in the company and so try harder for the company to achieve targets. in that respect are ma ny come neares leaders can emphasise on attribute approach Behaviour approach Power-Influence approach Situational approach Integrative approach there are strengths and weaknesses to each of these approaches and the approach employ highly depends on the nature of the organisation and the situation they are in.I would say that at Laurens cake factory, the managers implements a behavioural approach. They are very authoritarian where they steering on power, decision making and hold authority with the leader.The management style they hold is Task Management. This is when they* Focus on harvestion* stand schedules to be met* Problems arise from other peoples mistakesI dont believe, that this approach is very effective because employers dont involve employees in decision-making and dont provide opportunity for bringing up and development. I think this would make staff feel less valued and not part of a team so, will not motivate them to perform better to achieve targets.Perform ance Managementperformance management includes activities to ensure that goals are consistently being met in an effective and efficient manner.www.managementhelp.org 2005Performance management can focus on performance of an organisation, a department, processes to build a product or service, employees etc.Performance management reminds us that training, strong payload and working hard alone are not results. The major share of performance management is its focus on achieving results.Performance management redirects our efforts remote from business and gets managers to think towards effectiveness.Recently, organisations have been faced with quarrels of increasing competition from businesses crossways the world. This means that all businesses infixed choose effective strategies to remain competitive. Employees moldiness(prenominal) commit to these to ensure strategies are implemented effectively.This situation has put more focus on effectiveness, to achieve results. All of th e results across the organisation must continue to be aligned to achieve the overall result for the organisation to survive and thrive. It is only then that organisations can really tell if they are performing.Culture of an OrganisationEvery organisation has its own unique culture, establish on values of the top management who direct the organisation. However, over duration individuals attempt to change the culture of their organisations to fit their own preferences or changing marketplace conditions. This culture then influences the decision-making processes and effects styles of management.Mullins defines the culture of an organisation asa collection of traditions, values, policies, beliefs and attitudes that constitute a pervasive context for everything we do and think in an organisation.Mullins 2002A secernate role for culture is to strike off the organisation from others and provide sense of identity for its members.At Accordia the culture is very democratic as the manager delegates responsibilities on others. It is also creative and ripe because they are always open to new ideas. They build their culture well-nigh quality based upon commitment to the company as a whole. hybridization CultureAs a business hold outs more global the consume to understand cultural differences is critical to success.M. BERGER 1996Berger highlights the importance of cultures. I think it is essential to understand the basics of good cross-cultural relationships, because when people do things differently, they are not necessarily wrong they just dont maintain this in their culture.I have drawn out a table below giving an example of how UK and France have different styles of conducting meetingsUKFrancePurpose of meetings is to agree actions and make decisionsAcceptable to astray from agenda in discussionsStick to agenda, set off only if new priorities emergePurpose of meetings is to give input to decisions, not necessarily to make decisionsTime consciousDont challenge the Big BossDefined follow-up actions are generally holdThe key decision-maker may not be at meeting commonwealth are expected to attend on time and stay through out the entire meetingNot time-conscious people come and go during meetings, there can be side discussions.Figure 1M. Berger 1996As you can see there are many cultural differences. The UK and France have only opposite managing styles. From respect and understanding people can muster ways to work together based on mutual strengths.I think cultural values affect attitudes and behaviours around the world and we charter to examine how one can adapt their skills to the cultural approach in which they find themselves in. tractile WorkingFlexible working is the term used to describe the ability to employ people when and where necessary in the interests of everybody.R. Pettinger 2002There has been a huge movement towards tensile working over the geezerhood and Neatly & Hurstfield ready thatEmployers were making increasi ng demands on all employees to become more flexible, both in working hours and in functional flexibility.Hurstfield 1995Flexible working involves the creation of work patterns and arrangements which are based on the inquire to maximise organisational output, customer and client satisfaction and staff expertise and effectiveness.I found out that there are many approaches to flexible work force Atkinson was one of them, where he produced the flexible firm model in 1984. diagram flexible firmI believe that this model has more relevance today because when we look at the retail sectors every employee is flexible.For example At Woolworths they have their core managers who work take aimed hours. And then all the other employees are part time workers with high flexibility hours. I think they take advantage of the functional flexibility, where they recruit more staff and take a leak short-term contracts when sales are likely to be high, eg) Christmas. This maximises flexibility as they are getting workers in only when needed.I think the flexible firm model shows that the environment is more competitive and the need for appeal effectiveness is important. I think Atkinson was well ahead of his time and predicted accurately. I consider the greatest emphasis was based on the flexibility in part time working as many retailers implement this model.psychological ContractThe term Psychological contract isthe perceptions of the two parties, employee and employer, of what their mutual obligations are towards each other.www.adelphi-associates.co.ukIt is the psychological contract that effectively tells employees what they are required to do in order to meet their side of the agreement, and what they can expect from their job. There has been conflict in employees not commiting to their contract, but due to the changes occuring recently, employees have been persuaded to taking the contract more seriously.I have listed the changes below The nature of jobs more employ ees are on part time and temporary contracts, so, functional flexibility is more popular Organisations have downsized and delayered so individual employees are carrying out more tasks. Markets, technology and products are constantly changing customers are bonnie more demanding. So, quality and service standards need to be of high standards handed-down organisational structures are becoming more inflexible so, new methods of managing are required.The effect of these changes is that the ability of the business to add value, rests on employees, where they are seen as the key business drivers. Organisations that wish to succeed have to get the most out of their resources. In order to do this, employers have to know what employees expect from their work. This is where the psychological contract is used as a framework for monitoring employee attitudes.Since 1990s employees have low job security due to the impact of globalisation. This has completely changed the traditional contrac ts where there is no job for life. The new contract mainly focusses on fair pay and treatment and also opportunities for training and development notion of unvarying diddleing. On this analysis, employers can no longer offer job security and this has underminded the basis of employee commitment.ConclusionTo conclude, I have found out that change within an organisation is fateful and managers need to respond to these changes for their business to remain successful.The trend towards globalisation is accelerating as foreign competition intensifies. This leads to a change in managerial responsibilities where managers must be able to understand and communicate with people from different cultures. pagan diversity is increasing within the workforce where managers require the understanding of values, beliefs and attitudes of people from different cultures. I believe it is necessary for managers to have the understanding of mental synthesis mutual relationships and have respect for d iversity so they can work together without difficulties.Flexible working has also become very popular, where employers are constantly seeking flexible staff. This is so they can fully give their resources effectively. Organisations are familiar with the notion of high-quality staff willing to work when required. This is due to the fact that the staff, expertise and resources have to be engaged when customers and clients demand.The psychological contract enables employers to look at the welfare of employees. eg) what employees want fair pay, continuous learning, opportunity for training and development etc.Overall, I have found out that the nature of organisations are changing with the times and both employees and employers are benefiting from these particular changes. Also, these changes have a huge impact on managerial theories today.ReferencesBooksSTREDWICK. J. (2005). An Introduction to Human Resource Management. Elsevier Butterworth Heinemann Oxford.PETTINGER. R. (2002). M anaging the Flexible Workforce. Capstone Publishing Oxford.BERGER. M. (1996). cross-cultural Team Building, McGraw-Hill London.BJERKE. B. (2001). Business Leadership and Culture. Edward Elgar Cheltenham.MARTIN. G, KEATING. M. (2004). Managing Cross-Cultural Business Relations. Blackwell London.MILES. R. (1975). Theories of Management Implications for Organisation Behaviour and Development. McGraw-Hill Oxford.WATERS. M. (1995).Globalization. Routledge London.STREDWICK. J, ELLIS. S. (1998). Flexible Working Practices. Institue of Personnel Development Wiltshire.YULK. G. (2002). Leadership In Organisations. Prentice Hall New Jersey.ATCHINSON. T. (1978). Management Today. Harcourt yoke Jovanovich New Harcourt Brace Jovanovich New York.Web Sites(2005). Culture of Organisations. online. on tap(predicate) at URLhttp//www.cardiff.ac.uk/learn/business/aim/culture Accessed on 20/1/2006.(2003). Employee Peformance Management. online. forthcoming at URLhttp//www.managementhelp.org Accessed o n 20/1/2006.(2005). Psychological Contract. online. Available at URLhttp//www.cipd.co.uk/subjects/empreltns/psycntrct/ Accessed on 21/1/2006.(2005). Academic leadership Online Journal. online. Available at URLhttp//www.academicleadership.org/ Accessed on 27/1/2006.