Organizational Behaviour Assignment †Management Essay

A coach is a person who supervises one or to a greater extent subordinates (Bailey et al., 1991, p. 14) by using the focal point functions of castning, organizing, leading and controlling. handlers mint make a group of individuals more efficient to achieve (Reid) an makeups goals. In addition to the functions, carriages fuddle roles to play in an arranging and accomplishments 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 commode define the goals of the organization, and then establish an approach to achieve it (Gibson et al., 1997, p. 16) by maturation a plan. Inputs from subordinates concerning about the plan are very much encouraged as theyre the ones that make a plan wee-wee and by asking for their thoughts, subordinates would feel valued.After a plan is designed, organizing it will be the next step. Everything should be on stand by and everyone should understand the signifi behindce of their role (Gibson et al., 1997, p. 16). Next copes leading, where managers are seen motivating the employees and declaration conflicts. When the plan is organism implemented, managers muckle control activities to ensure everything goes accordingly. A back-up plan should be developed in case of a crisis (Reid). Being aware of all these functions, managers loafer effectively assist an organization to seduce its goals.In Henry Mintzbergs study, he concluded that a managers roles falls into tether categories interpersonal, informational and decisional roles (Robbins & Coulter 2002, p. 9). In the category of interpersonal roles, a manager is a figurehead, a leader 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 accomplish this, managers should recognize that individuals begin manner to lead alfresco their office. Within the informational roles category, managers are the organizations monitor, disseminator and spokesperson. Information is used here as an mendment for subordinates managers facilitate by seeking receiving and transmitting information to them. In the decisional category, managers are seen as an entrepreneur, disturbance double-decker and resource allocator. Managers make important decisions that chiffonier influence individuals elaborate environment. By assuming these roles, an effective manager advise be born in oneself.An effective manager needs certain skills as well. aptitude is an ability to transform knowl boundary into act that ends in a desired performance (Bailey et al, 1991, p. 22). The vital managerial skills are sorted out into three categories technical, conceptual and gracious skills (Robbins & Coulter 2002, p. 11). A technical skill is a specialized knowledge, which can be learned through experience or basis education. abstract skills are the pote ntial to analyze, identify and correct problems. Human skills are the capability to work well with others by using motivation and understanding human behaviors. organisational Behaviour is a knowledge which helps managers who deals closely with human resources to understand their subordinates as an individual, a group or as a whole organization (Robbins, S. P. et al., 1998, p. 10). Organizational Behaviour offers several concepts in helping managers to understand individuals better. The concepts are globalization, work force variety, astir(p) quality and productivity, empowerment, improving people skill, temporariness, simulating conversion and changes, balancing family with work and ethics (Robbins, S. P. et al., 1998, pp. 13-18).globalization is interdependency of transportation, distribution, communication and economic networks crosswise global boundaries (Gibson, Ivancevich & Donnelly 1997, p. 54). This influences a managers people skills by two ways hell presumable be trans ferred to a foreign country or having to deal with individuals from residue countries (Robbins, S. P. et al., 1998, p. 17). To adapt, managers should bring forward globally and being aware of the process of globalization. Managers should sensitise themselves while dealing with a global organization (Gibson, Ivancevich & Donnelly 1997, pp. 57-58). A finish off computer code of conduct for the work can be developed so that employees have heed for difference cultures. To benefit from globalization, managers should equip employees with information about cultures in a country that they wish to penetrate its mart (Gibson, Ivancevich & Donnelly 1997, p. 58).Procter & Gambles introduction of liquid detergent failed in Europe because European washing machines werent equipped for it so modifications had to be made to their product (Gibson, Ivancevich & Donnelly 1997, p. 56). This is an example in which Procter & Gamble had to suffer the sledding of profits because they were ignorant in finding out about the pros and cons of launching their product. Managers will have to ground pleasure to local as well as international needs so that global advantage can be attained. A diverse workforce will help managers to appreciate the intricacy of globalization. hands diversity occurs when an organization becomes more distinct in terms of gender, race, ethnicity and minority (Robbins & Coulter 2002, p. 41). Managers will have to mingle with the diverse workforce. Cultural awareness training for the current workforce (http//www.pwcglobal.com/us/eng/careers/diversity/index.html, 2001) can help employees and managers to learn about each others background. At PricewaterhouseCoopers, a Diversity and work force Champions are appointed in each de quitment to find solutions concerning diversity problems in expect of enhancing work performance. Jim Schiro, the CEO there, shelp thatWhen you make a genuine commitment to diversity, you bring a greater diversity of ideas, approaches, e xperiences and abilities that can be applied to client problems. After all, six people with different perspective have a better shot at solving complex problems than sixty people who all hypothesise alike. (http//www.pwcglobal.com/us/eng/careers/diversity/index.html, 2001)From the argument 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 Quality Management (TQM) comes in. TQM is a doctrine of management that is driven by constant attainment of customer satisfaction through continuous usefulness 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 pro ductivity and quality so that customer satisfaction could be maximised.The organization should be completely change for the better not only the last-place 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 based on their work performance (http//www.citigroup.com/citigroup/corporate/values/index.htm, 2003). At Hewlett-Packard Corporation, customers respect and loyalty is earned by providing high-quality services (http//www.hp.com/hpinfo/abouthp/corpobj.html, 2001). This can be done by putting employees in direct contact with customers. By doing so, employees can personally identify customer needs, so better choices can be made to satisfy the customers. Managers can empower employees to achieve customers approval.Empowerment promoter 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 giving employees all the information they need to succeed (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 treat 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 objectives better. In those impacts, brainstorming (Robbins, S. P. et al., 1998, p. 741) can be done so refreshed 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 most hitting feature of the interaction was that she talked to the group as if they were all colleagues working on the same goal. (Heathfield, 2003)This exhibits that a manager isnt more or less(prenominal) important than other individuals in the organization. Organizations goals can be achieved when its managers people skill enhances. Employees should have a sense of importance and thrill, exhibit nudeness, insight and originality, and inflate on change, challenge and competition. A manager can make an employee have that sense by qualification them know that mistakes are tolerable as long as its being dealt with as short as possible. Citigroup encourages an open-door management style where doors in the office arent close at any inclined time to make the working environment more laid-back and giving the employees an opportunity to converse as well as interaction with their co-workers and managers alike without fear of rejection (http//www.citigroup.com/citigroup/corporat e/values/data/index.htm, 2003).Communication is the break to bring individuals closer. At Nokia, a culture of internal and external communication is valued. Its range of communication channel 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 raft magazine which is published in 4 languages, a Nokia News Service which offers daily organizational news online, and an Intranet that contains Nokias company information. The reason why Nokia was focused is because of their commitment in bringing the Nokia employees end-to-end worldwide closer to one another (http//www.nokia.com/nokia/0,8764,5450,00.html, 2003). Managers should familiarize themselves with employees to can create a sense of family sequester in the workplace. At HalfPrice books, its founder made the working envi ronment enjoyable by encouraging a sense of play at work and enlivening employees so that they feel theyre a part of something brilliant (Heathfield, 2003).Managers have to simulate employees creativity and tolerance for change. The business world today is a global one with the introduction of the Internet. It offers plenty of opportunities for organizations to discover in. Hallmark, a greeting card company appreciate this and developed their own website. Managers can nurture innovation by making information accessible to its employees and selecting fanciful people who are trained to develop first-class products (Robbins, S. P. et al., 1998, p. 18). Even if the company 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 infrastructure and focus more on technological innovation because they want employees to give the very best service to their cus tomers (http//www.citigroup.com/citigroup/about/index.htm, 2003).A change in an organization is inevitable 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 updating themselves to better perform. Employees tend to defy changes because fear of acquiring fired, getting a lower pay or just fear of the unknown (Robbins & Coulter 2001, pp. 345-47). Resistance to changes can be avoided if the changes are planned well and there is clear communication between management and employees. Explaining the need for changes to employees and getting their views can diminish the resistance. Companies like Ford or JVC had to deal with changes when computerised assembly lines were introduced. All these changes happened due to new innovations being made everyday. wobble creates stress for employees. Managers have to realise that employees have anot her 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. prepare and family relates to one another.Organizations realized family concerns jeopardize business results. Managers should be aware of this as employees are afraid to vocalise out their concerns in fear of appearing less dedicated to their jobs. At Motorola, a work-life vision statement is made and a Special Delivery program gives expectant parents a 24-hours nurse hotline in hope of comforting and calming employees (Hammonds 1997). Satisfying employees personal needs can encourage more effective workers with less constant worry. Companies that recognise the need to adapt work to peoples life will win employees loyalty which gains them an edge in the business.Managers might find themselves dealing with ethical dilemma where theyre required to define office or wrong conducts. Managers need to create an ethicall y 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). Values of the organization can be seen through its employees.For example, Malcolm Walker who heads a retail food string called Iceland is also a member of an environmental awareness group called Greenpeace (Robbins & Coulter 2001, p. 130). His company showed ethical doings when they decided to sell products which are free 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 easy however, it can be done effectively with the aid of organiz ational 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, Available from , 2003, October 10.Bailey, J., Schermerhorn, J., Hunt, J., Osborn, R., 1991, Chapter 1 Organisational Behaviour and the Manager. In Managing Organisational Behaviour. London Jacaranda Wiley Ltd. p. 14. -. p. 22.Citigroup Our Values, online, 2003. Available from , 2003, October 9Citigroup About Us, online, 2003. Available from , 2003, October 9.Gibson, J. L., Ivancevich, J. M., Donnelly, J. H. Jr., 1997, Chapter 1 The oeuvre of Organization. In Organizations Behavior Structure Processes. ed. Biernat, J. E., Rob Zwettler. United States of America. p. 16. -. Chapter 3 Globalization. p. 54. -. Chapter 3 Globalization. pp. 56-58. -. Chapter 13 Organization Structure. pp. 349-50.Hammonds, K. H. 1997, Balancing work and Family Business Week, onl ine, Available from, 2003, October 15.Heathfield, S. M.,2003. Help People Thrive at Work. online. Available from, 2003, October 9. -. Make acquirement Matter Become A Learning Organization. online. Available from , 2003, October 1.Levi Strauss Co. Social Responsibility, 2003. online, Available from , 2003, October 4.Nokia Internal Communications. online, 2003, Available from , 2003, October 4.Nokia Nokia as an Employer. online, 2003, Available from, 2003, October 7Nokia public presentation Based Rewarding. online, 2003, Available from , 2003, October 10.PricewaterhouseCoopersUSCareersDiversity, online, 2001. Available from , 2003, October 10.Reid, J., 2003. Lesson of the Red Horse. online. Available from 2003, family line 18. -.2003. Management 101. online. Available from 2003, September 18.Robbins, S. P. & Coulter M. 2001. Chapter One Introduction to Management and Organizations. In Management. Prentice-Hall outside(a) Inc. p. 9. -. p. 11. -. Chapter Two Management Ye sterday and Today. 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 quality NSW Prentice Hall. p. 10.