Introduction to Management
MAN 11
Assignment 2, 2500 Word Report
Report Question: Prepare a Report that Identifies and discusses how the ideas from any two functions of management (i.e. from planning, organising, leading, or controlling) can be used by managers to manage a diverse workforce in there organisation.
By
TABLE OF CONTENTS
1. Introduction- pg 4
2. Discussion- pg 5
3. Conclusion- pg 7
4. Recommendations- pg 8
5. References- pg 9
Executive Summary:
Planning and leading are two functions of managership that can be used to create and manage a diverse workforce. Firstly, being aware of your environment; external, specific and general, all affect organisational goals. Secondly, having a cultural environment that has a socialisation that prevents culture shock and maintains a
workplace spirituality enables successful leadership. This involves staff recognition and reward where due which will build better trust and in turn empowerment through the ranks and maintain high motivation. Listening to all levels of staff and customer feed back, with changes or problems, will only help sustainability and growth. Being
vigilant on what your competitors are doing and where they are headed. To put in place practices for Eco efficiency, managing for sustainability. It is important to maintain a culture inside the company which is unique to the organisation.
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... and resources to implement and maintain control measures effectively. How to manage work health and safety risks – Code ... fit and reasonably comfortable for the person wearing it ? maintained, repaired or replaced so it continues to minimise the risk ... be clearly allocated to ensure procedures are followed and maintained. Managers and supervisors should be provided with the authority ...
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1. Introduction:
The goal of this report is to breakdown planning and leading in a diverse workforce and how they can be extremely beneficial to business, exploring processes that maximise and benefit business.
The organisation is a large private sector company, The Gold Coast Titans Rugby League Football Club. The club has over one hundred staff, which are broken down into the many different diverse levels of management, from professional players, trainers, medical staff, welfare, administration & information technology to name a few.
The world is a rapidly changing and challenging place, for this reason workforce diversity is of the upmost importance in order for a business to build success. Today, generally, women are equal with men, more women in management, immigrants with their own customs and beliefs, minority groups and an ageing population. These are just some of the many diversities that are in our workplace today. Having variety gives a much broader spectrum to problem solving skills and a competitive advantage in business.
Further in this report, the discussion on the planning stages, decision making, analysing, strategizing, S.W.O.T as well leading, power, trust, credibility, vision, implementing and motivating.
As business is becoming more complex, managers are tending to simplify strategies. The nature of business is competitive and so traditional strategies are being redefined so that managers and their teams can function effectively and efficiently in an everchanging, more complex and more competitive market place.
The general manager of the Gold Coast Titans Rugby League Football Club decides on a project team that is most capable of achieving the organisation’s goals. Roles are defined within this team for each new account. Staff take ownership of tasks and their roles. This enables the general manager to be constantly evolving strategies to take advantage of opportunities as well as develop and motivate team members. A diverse workforce can meet and adapt to the constantly changing demands of the workplace. Enabling a workforce to take advantage of unanticipated changes and opportunities as well as using resources to their best advantage will contribute to the success of a business.
The Business plan on Crafting And Executing Business Strategies part 1
Crafting and Executing Business Strategies The realities of todays global economy require every commercial enterprise to carefully select one of five business strategies, as the basis of its activity, in order to remain competitive. Nowadays, even small companies cannot afford to overlook the importance of strategic business planning, due to rising of new informational technologies. The old ...
Two important functions of management are leading and planning. Many factors affect the decision making regarding these two functions. Leading is an element of managing. Leading involves envisioning, empowering, inspiring and motivating. For a manger to be a leader, they need to be able to implement effective strategies that envision, empower and motivate. “Good management brings a degree of order and consistency to key dimensions like the quality and profitability of products. Leadership, by contrast, is about coping with change. Part of the reason it has become so important in recent years is that the business world has become more competitive and more volatile”. ( Kotter, J.P, 1990, p104)
Managers differ in strategies, planning is a large part of the decision making process. Depending upon the manager, planning may be analytical, conceptual, directive or behavioural. The most successful managers have the ability to adapt their planning to incorporate the necessary elements of each style of planning to build the best strategy to deal with a crisis or, on the other hand, take advantage of an opportunity.
2. Discussion:
The general manager of the Titans Rugby League Club has a focus on developing a diverse workforce incorporating strategies of leading and planning. The development of a workplace culture that reflects the organisation and the manager’s goals is necessary. “A culture where organisational values promote a sense of purpose through meaningful work that place in the context of community”. (Robbins, S et al (2003, p107)
Change is constantly affecting decisions regarding leading and planning. “Nurturance of a positive attitude toward change is critical because of the danger of complacency in the face of external danger signs. As the saying goes, ‘Nothing kills like success’. Employees must realize that change is a permanent aspect of their organizations, not a temporary state.”( Kets De Vries, M, 1996,p490) The Titans Rugby Football Club has implemented strategies involving leading and planning that allow for anticipated and the unanticipated challenges of an ever-changing workplace. Managers lead on an individual level, group level and unit level. Time is spent on all three levels of leadership and are all influenced by the variables of a workplace and the environment. (Mintzberg, H 1994 p19) The ability of a manger to lead and work with individuals and groups is essential for the effective function of such an organisation. Effective interpersonal skills are needed to be successful in such a position and to be able to lead effectively. This also includes the ability to build relationships and understand expectations. The ability to think and conceptualise about abstract and complex situations is also an important skill, for example, understanding new ideas as well as further understanding of the complexity and activation of that new idea. The ability to adapt to and implement strategies in a changing environment is essential to the success of a general manager in such an organisation.
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I read and analyzed this information multiple times until I had a complete understanding of the situation I was about to be submerged in and the responsibilities/duties I was obligated to fulfill. After completing this task and recognizing what my goals were I had to decide what strategy and type of negotiation I should use in order to plan appropriately and arrive at the goals assigned to me by ...
The role of general manager in this organisation is goal orientated, focusing on the setting, accomplishment, monitoring and facilitating of organisational goals. The initial stage involves the implementation of a team which is decided upon when a goal is set. This is a variable as team members differ depending on the present goal. Roles are defined as management works with a sales team, project team, media team, marketing and events team, all working together to facilitate the organisational goal. There are set guidelines for all events. These are governed by internal guidelines and government laws. An initial concept is developed, set, scheduled, and a parameter set. Staff take ownership of tasks and their roles to ensure a goal is achieved. This is a high energy workplace. Goals and deadlines are set. Staff are highly motivated. Self motivation is a key element when leading and organising teams to work on all events. Strategies are in place to cope with variables. Ongoing reports to management and meetings allow management to re-evaluate guidelines and strategies in an attempt to achieve a goal. While the general manager’s role is to develop and motivate internally, he must also source key outside contacts to ensure the success of the organisation he leads. (Robbins, S et al, 2003, p49).
The Essay on Principles Of Management Goal Set
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The manager must continue to reinforce or initiate the governing principals as well keeping the team focused and motivated, the current generation like to be rewarded or recognized for there efforts or accomplishments as soon as possible so the importance of acknowledgment to the staff enforces to keep morale high and motivation continuous,
In context good leaders take on two roles, an architectural and a charismatic role. The architectural role is more designed,systemized and controlled, the charismatic role is energizing, empowering and helping to envision the staff to reach the organisation goal. “They want their people to feel proud of their organisation; they want them to experience their organisation as something special. And by pushing responsibility down the line and encouraging dialogue throughout their organisations they have facilitated a commitment to their way of looking at things.” (Kets De Vries, M, 1996,p491).
With all this comes the vision, which is equally important as the guidelines for the journey, this gives clarity through the unsure and builds the road for success but if everyone isn’t on the same road the success will not come. What can happen is “that inner direct aggression leads to excessive politicking, turf fights, lack of team work and morale problems. To avoid this they set clear boundaries and at the same time, direct this energy toward the competition. Having a strong, common enemy gets the adrenalin flowing in an organisation.”( Kets De Vries, M, 1996,p492).
Having strong leaders in companies with weak management still makes an organisation no better off, a balance in both is important to maintain diversity. “Good management brings a degree of order and consistency to key dimensions like the quality and profitability of products. Leadership by contrast is about coping with change.”(Kotter, JP, Harvard Business review, May- June 1990, p104).
The ability to change with the volatile environment of markets, information technology and to compete with competitors. To see and adapt skills to maintain progress in reaching goals while still staying motivated is the key to being successful.
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1.0 IntroductionHuman Resources (HR) Management is a multifaceted function. This entity has an important place within companies in helping key personnel decide on the best staff for their needs, among other things. Sometimes, the employees chosen are full-time employees already working for the company or they could be contractors. Regardless, the goal of HR Management is to choose the most ...
Effective planning can effectively solve problems. Planning in the organization at all levels is important in order for the general manger to keep their finger on the pulse. In order to plan and to successfully achieve goals and plans, managers rely on other managers and team members. Managers are dependent upon resources and it is these members of an organization that provide the information and energy needed. “This interdependence requires continuous probing of tentative possibilities and mutual adjustment given the commitments of others to other goals and plans.” (Carroll, S, et al, 1987, p44) This style of work is very much mental, firstly to ascertain the guidelines, then to strategizing how to get there. By having people from all backgrounds involved at this level, it does help to play devils advocate which in turn gives great diversity to ensure the success of a plan. “Managers must gather information from others in order to understand the organization and to test their own perceptions of organizational functioning,” highlighting the conditions and ways that managers and teams plan and pursue goals. (Carroll, S et al, 1987, p45)
Planning is necessary at all levels of management and is related to profitability. “The establishment of goals and plans; the implementation of goals and plans through the performance of a large number of tasks and activities involved in building an organization; directing subordinates; coordinating with other units; or the continuous revision of such goals, plans and implementation strategies when warranted.” (Carroll, S et al, 1987, p43) Effective and efficient planning involves analysis, strategizing, structuring, procedures, integration and rational decision making. During the complete planning process, environmental and social factors need to be considered. At the Titans planning, the upper management decide on there vision, concept, then decides on their project team. Once decided the team each has a defining role, all given parameters and schedules set, each member then reports back to the general manager regularly. This gives each member ownership of there specific role. Regular meetings and reports helps to minimize any crisis or collateral damage that may go unseen in the earlier stages. With each member coming to the same goal with there own diverse personal input, gives the final outcome a very positive finish with a mixture for success. The general manager oversees this whole process always observing and looking for ways to improve.
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3. Conclusion:
Scientific management theories have been around for many years, Taylor and Fayol to name a few, the basics are the same it is just how they make or envision their style to adapt, to gain success. With time these styles have changed but generally all the basics are still present. By having a culture inside the organisation that is cohered to and understood by all current and incoming staff, each individual personality adds to this culture. It grows with the person and the organisation, keeping the workplace enthusiastic, inspired, and excited and followed by all. (Rodrigues, C, 2001, p880-881)
Depending upon an organisation and its structure, managers need to emphasise different roles. With regard to the Titans, a professional sporting organisation, experts must work in teams and strong successful leadership and effective planning are essential especially at the group level. The level of competitiveness associated with this industry affects decision making and this needs to be considered when leading and planning.
“Motivation and inspiration energise people, not by pushing them in the right direction as control mechanisms do but by satisfying basic human needs for achievement, a sense of belonging, recognition, self esteem, a feeling of control over one’s life, and the ability to live up to one’s ideals. Such feelings touch us deeply and elicit a powerful response.”(Kotter, JP, Harvard Business review, May- June 1990, p107).
Finding a balance between these planning and leading roles will have a very positive and overall lucrative outcome for any organisation.
4. Recommendations
1. Staff recognition and reward where due which will build better trust and in turn empowerment through the ranks and maintain high motivation.
2. Listening to all levels of staff and customer feed back with changes or problems will only help sustainability and growth.
3. Be vigilant about what competitors are doing and where they are headed.
4. To put in place practices for Eco efficiency, managing for sustainability.
5. Maintainng a culture inside the company which is unique to the organisation.
5. References:
Carroll,S & Gillien,D (1987) “Are the classical management functions useful in describing managerial work?” Academy of Management Review, v 12 n 1, p38-51.
Eisenhardt,K.M, Sull, D.N (2001) “Strategy as simple rules,” Harvard Business Review, 79(1), 106-116.
Hales,C (1999) “Why do managers do what they do? Reconciling evidence and theory in accounts of managerial work:”, British Journal of management, v 10 n4, p335-350.
Kets de Vries,M (1996)”Leaders who make a difference” European Management Journal, 14(5), 486-93.
Kotter,J (1990) “What do leaders really do?” Harvard Business review, 63(3),103-111.
Lamond, D (2003)”Henry Mintzberg vs Henri Fayol: Of Lighthouses, Cubists and the Emperor’s New Clothes” Journal of Applied Management and Entrepreneurship, v8 n4, p5-24.
Macdonald, G (2000) “Business ethics: Practical proposals for organisations,” Journal of Business Ethics, 25(2), 169-185.
Mintzberg, H (1975) “The mangers job: Folklore and fact”, Harvard Business review, v53 n 4, July – August, p49-61.
Mintzberg, H (1980) “Structure in 5’s: a synthesis of the research on organization design,” Management Science, 26(3), no, 3,322- 641.
Mintzberg, H (1994) “Rounding out the Managers job” Sloan Management Review, v36 n 1, p11-26.
Peterson, T (2004) “Ongoing legacy of R.L Katz: an updated typology of management skills” Management Decision. v42 n10, p1297-1308.
Robbins, S [et al.] (2009) Management 5th ed., Pearson Education Australia
Robert C. Ford, Woodrow D, Richardson (1994) “Ethical Decision Making: A Review of the Empirical Literature,” Journal of Business Ethics, 13, 205-221.
Rodrigues, C. A. (2001) “Fayol’s 14 principles of management then and now: a framework for managing today’s organisations effectively.” Management decision 39/10, pp. 880-889.
Rowley, C, Benson, J (2002) “Convergence and divergence in Asian human resource management,” California Management Review, vol 44, no 2 Winter,pp, 90-109.
Twomey, D.F (2006) “Designed emergence as a path to enterprise, Sustainability, Complexity and Organization.”8(3),12-23.
Young, S.M.(1992) “ A framework of successful adoption and performances of Japanese manufacturing practices in the Unites States” The Academy of Management review, Vol 17, No 4, pp.647-700.
