Management and leadership - Part 8 - Management Essay Example

This paper is a literature review in management and leadership - Management and leadership introduction. This specifically focuses on an extensive description of how empirical research around the topics of motivating employees, developing leadership skills, and managing conflict and stress must applied in the workplace.

Motivating employees

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An industry which is unable to develop its people and utilize them effectively would be unable to develop anything else.  In the new labor economics era, human resources must be given sufficient importance. A human resource refers to the number of people and their level of skills. Human capital is related to this which is defined as the productive investments embodied in human persons, and it includes the abilities, skills, ideals, and health resulting from expenditures on education, training, attitude towards work, among others (Valientes, 2006).

There is no specific rule on motivating people since every individual has its particular personality. However, one can generalize employee motivation to a fundamental principle which is realizing what the workforce desire and achieving a means to provide it to them or to facilitate them to get it. According to Precht (2006, ¶ 3), compelling establishments to higher degrees of accomplishment and earnings necessitates two kinds of motivation which are the intrinsic and extrinsic motivation. Intrinsic motivation is what takes place from inside, the attention in a job, and the fulfillment that appears from performing a task properly. Extrinsic motivation occurs out of oneself, basically from compensations. Here are some of the most appealing motivational methods applied by successful capitalists.

Intrinsic motivation thrives in a setting where workers are aware that they are a part of the firm where they work. That kind of environment can be attained by exhibiting an allegiance of the executives to the mission statement of the company or enterprise and the managers should check that all workers have faith in their business and be open for appropriateness of fit of worker to occupation.

In corporate culture, the human resources in should be developed by giving proper education and training and also be given proper care and protection of their welfare: health and safety, since they included both the physical component or the minimum physical requirements for a healthy worker and the value of labor power which is the outcome of a combination of factors: productivity. By giving them ample needs to be productive, they may not engage to forms of contradicting with the state as a whole and the firms where they work, like being part of some distractive unions, though there are some unions which are, in some ways, beneficial to the society.

Another way is by motivating employees through compensation. For several periods, theories of compensating wage differential have a tendency to focus on how persons work in a cluster. This replicated a point which was governing where the background of societal relations was seen more as a condition for personal goings-on than as a center of study in it. More lately, the cluster itself has grown to be the component of breakdown and the concentration has moved to more developing, communally built, matters of the relations (Gevity Institute, 2005, ¶ 6).  In the issue of compensating wage differential, earlier studies of its effect consisted of papers that used aggregate time series data, others that used cross section data. More recently we have seen papers using the difference in differences method using firm level data, and using individual micro data drawn from different provinces over time so that the data have a panel structure from 1954 onwards (Palmer, Dunford, & Akin, 2006). Source of variation in compensating wage differential includes examples such as a lot of lowest-paid people in society like short order cooks, also have relatively poor working conditions (e.g. high risk).  If by assumption, many of the lowest-paid people in society also have relatively poor working conditions, there will be some compensation for those workers in other forms but not the wage type of compensation.

According to the theory of compensating wage differentials, wage differentials exist, in part, to compensate workers for non-pecuniary characteristics of alternative types of employment. This explains wage differences across individuals and across occupations such as heterogeneous jobs and workers.

In order for the firm to compensate people like workers employed in the secondary labor market who generally receive low wages and experience unstable employment relationships like short order cooks to take the unpleasant job, which is with relatively poor working conditions, with high risk, it must pay them a higher wage then the more pleasant job. The higher salary rate is remunerated to recompense the employee for the objectionable functioning circumstances. Over and above being salaried for the unwanted running situation, it is as well desirable to recompense for occupations that have a immense danger of damage or harm. A lot of occupations that compensate well do not necessitate a high degree of proficiency, although they are extremely hazardous. As a consequence, paying compensation to public to bear that peril, personnel are rewarded a recompensing pay degree of difference.

There are loads of work features that merit this salary disparity. To make things easier things, it is supposed that the single occupation attribute that is dealt with is the danger of damage on the profession.

There are many aspects manipulating earnings other than operational circumstances. As a result, the premise of the degree of difference of paying compensation for wages is established on several suppositions. It can be presumed that laborers make the most of the efficacy or convenience and not the earnings.

Developing leadership skills

Genuine leadership is essential when the difficulty of a condition goes over the person’s or group’s capability to ease that condition. In that situation, persons or organizations have not trained themselves to deal with new challenges, which indeed needed the training of developing leadership skills and go back to the last learned behavior for a team or organization to work well.

Leaders in professions must recognize and execute new and inventive means to get rid of the leadership disparity between the recent actualities and the leadership required to accomplish the emergent vision. Closing that disparity will entail leaders in the workplace to uphold the commitment, vigor, and guts and cultivate the knowledge expertise and aptitudes necessary to tackle the complications in the recent time. Another is to stimulate the professional side concerning the constant learning and enhancing the essential knowledge to handle successfully and to set up managerial principles and new functional configurations with dedication of energy and resources to build up productive, synergistic relations with the members of the company or enterprise. Ascertaining opportunities are as well significant to engage the members in program and service plan, appraisal and progression.

As indicated by Rosenschein (1992, p.137), leadership is linked to individual headship, self-awareness, introspection, and long-term training. Leaders must encompass comprehensive awareness as regards who they are, what they accept as true, what their task and visualization are, what their morals and standards are, and, what their limitations are. With reference to the arrangement of individual and managerial vision, leadership is the position where individual viewpoints meet directorial trials. As soon as leaders have finished the job vital to be truly introspective and self aware, the next challenge is to ensure alignment of personal vision, mission and values with the cause for leadership.

With regard to communications, leaders have to be attentive of the timing of their messages and the picking of their terms or expressions. They must form a setting that promotes disclosure and truthful and respectful interactions. Leaders must possess a perception of oral and non-verbal means of communication. They must have the capability to sense and observe genuine relations, provide helpful opinions, and be aware of various communication approaches. They must be masters at corresponding in sensitively charged and complex circumstances.

Situational leadership demands that leadership must vary consistent with the group objectives and sense of necessity. The necessary skillfulness to head in regular conditions are much diverse than the essential proficiency to direct in periodic conditions. Leaders must improve the vital expertise to guide successfully in keeping with the particular situation.

There is definitely the need for facilitative management to act with a rising quantity of inner labor units that correspond to the desires of an increasing number of outside component groups. There is also a need to head groups that are challenged to function as commerce (income generating) while at the same time working as a public service or making individual and societal resources. Additionally, a leader must enhance the leadership capabilities of others at each degree.

The predominant aim of it is to go into the consequences of a range of improvement approaches and practice for every member of the occupation in terms of their way in to the milieu and the attribute of the environmental foundation for their work. The more precise purposes are to differentiate various plans and procedures of progression, delve into the effects for individuals in terms of the ideas of approaches to the different settings and environmental exposure.

Constructing an arrangement of progressive study and support establishments and persons to maintain the national company’s improvement program is a task of a manager that must be undertaken. According to Fearn (2002, p.28), he or she is also in charge in guiding or directing an alliance research group comprising of affiliate personnel and major clique or partners. Additionally, facilitating to manage mechanical aid to countrywide and local associates is his job. He must be able to make sure that he is putting on the right track the research actions to guarantee development of ventures on the timetable and within the financial plan. Only researchers with resilient research proficiencies and logical potentials are the ones that he must be approved with certain proposals for the betterment of the company that they are working with. With the know-how in administering intricate research endeavors and human resources as stated by Kiniki and Kreitner (2003), he or she must support the aptitude of researchers that he handles to organize proposals, extent of works, and study blueprints for clients, partners, and funders.

The executive must ascertain that notwithstanding the new business’ dimension, it was living in a commerce that will merge and necessitate sustainable industry representations. The company that will introduce new products will also ramp up research and development or R&D expenditure while slashing operating costs. They would desire for smaller amount but more premeditated associates who can offer unspoiled answers and the aforementioned qualities must be held by the particular researcher. Their salespeople in the present day delineate the corporation’s merchandise roadmap, go-to-market stratagem and services and the researcher must come up with novel things for those.

Managing conflict and stress

Organizational change and intensified stress degrees appear to be life associates in recent times. To facilitate human resources deal with the stress of change, there are some established ways to handle stress anchored in the hypothesis that emotive and behavioral responses are mainly brought about by conscious and unconscious thinking (Henderson, 2000, ¶4). Those ways concentrates on offering workers with approaches and tools that can direct to specialized advancement, healthier place of work relations and less conflict and stress. These can be utilized independently or as part of a group to recognize change and come to conditions with the complicatedness implicated.

Stress may be regarded as the “wear and tear” of the bodies which individuals or groups are subjected to as they adjust to a recurrently varying organizational setting (McCrate, 2005, p.11). It is significant that administrators and group leaders are able to be on familiar terms with its sources and its consequences on functioning and output. It has physical and demonstrative upshots which are both constructive and unconstructive. As an affirmative effect, it can stimulate several workers to understand many of the alterations and new prospects. Other staff may feel pessimistic responses like annoyance, disbelief, withdrawal, dismissal and unhappiness, ensuing in wellbeing harms such as headaches, restlessness, abdominal distress, and the like. Reduced enthusiasm and risk taking may also manifest. Increased ill time off, higher employees’ turnover; and inside disagreement as they have reservations about their dependability to the organization itself can also occur.

Practitioners time and again discover themselves so lost in thought with the difficult task of administering promotion courses, taking charge of human resources or personnel and transaction strength, and being present at to the habitual chore that they lose vision of the bigger scene. On the other hand, it is necessary from time to time to move back, obtain a slight point of view, and carry out certain critical performance of strategy. The wide-ranging range of tactical arrangement takes in each and every item for consumption or service that a venture of business enterprise, company, or corporation presents, every single market they serve, both interior and external variables, and manufacturing, research, pecuniary elements, and other managerial fundamentals required for success.

Strategic setting up comes across the instantaneous conditions, in the manner of expounding where they desire to be in the years to come. This premeditated viewpoint can be diverged to the deliberate stages, which focus on accomplishment of particular products or markets on a more concise frame of period and functional scheduling which concentrates on the details of getting the tasks done. Strategic planning aids to avoid the same old oversights by approaching a focal point, examining, reflecting, and coming to an accord with reference to what dealing they are actually and accurately in.

Inside appraisal of the business may be incorporated with the use of strategic planning here turning to a across-the-board examination of inner progression, together with information schemes, creation connections, competition, allocation means and organization arrangement.

From the point of view of Russell (1999), commerce managers must appear to be engaged in sociopolitical discussion not only for the reason that their businesses have much to adjoin but also because they have a considered attention in performing so. Societal and political pressures, in any case, can modify a business planned landscape basically; they can tear the repute of industries that have been observed as oblivious and are viewed as being responsible; and they can produce worthy market prospects by drawing attention to unattended communal requirements and fresh buyer inclinations. The challenge is to discover a technique for companies to fit in a consciousness of sociopolitical issues more scientifically into their interior tactical decision-making processes. Businesses must catch sight of the public and political proportions not just as threats or parts for harm restriction, but as well as prospects. They must examine the possibility for rising patterns in business and put together their reactions across the association, so that the consequential schemes are logical.

Industries have never been shielded from communal or political anticipations. What is different at the moment is the increasing force and the rising difficulty of the services, the rate with which they alter, and the capability of activists to assemble public opinion. Up till now even as the societal agreement progress changes, the usual business answer emerges to have become gradually more customary.

Regarding the altering social deal, companies have always had a convention with society. The convention holds not merely immediate stakeholders such as customers, human resources, supervisors, and shareholders but moreover, and ever more, a broader group of stakeholders such as the societies where businesses set in motion the media, academics, and the nonprofit segments. In spite of that the intensifying surge of outlooks signifies that businesses must now struggle to look forward to and recognize those outlooks and to implant them in their commerce plan.

As a conclusion at this instant with the strategic planning tools at hand, business enterprises can now set up, design, and prepare long term aspects for multi-trained communication and dealings core and project back-office settings or situations; building up most favorable conscription procedures that reduce outlay while coming to get certain objectives and offering supervisors with the facts they must have to go through and hastily consent financial plans, labor force personnel running, optimization, and quality monitoring, primarily. Secondly, the firms can now measure or gauge the outfitted and pecuniary paybacks and effects of diverse circumstances ahead of constructing resolutions. Third is that they can already enhance forecasting precision with advanced scrutiny of historical information. They can eventually plan their wherewithal ahead to replicate anticipated client demands and plan their allocation of resources in venturing for other projects in the future.

In the matter of organization development, lesser amount of regard on personnel such as a case of non-implementation of clocking-in mechanisms can be apparent. In organization development, information dissemination should be properly carried out. It is highly recommended that every proposed policy by the firm regarding its workers must be communicated first to the workers themselves.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References

Precht, A. (2006). Motivating Employees, ¶ 3. Retrieved October 14, 2007, from

http://www.thinkavenue.com/articles/hr/article14.htm.

Gevity Institute (2005). Motivating Your Employees: A Small Business Guide, ¶ 6. Retrieved

October 14, 2007, from

http://www.gevityinstitute.com/library/white_papers/motivating_employees.pdf.

Fearn, Mickey (2002) Developing Leadership Skills in A Time Of Change Volume 58, No. 3,

p.28. Retrieved October 14, 2007, from

http://www.cprs.org/membersonly/Sum02_Leadership.htm

Henderson, Clarence (September 2000). The strategic marketing plan. Henderson Consulting

International. Manila, Philippines. ¶ 4. Retrieved June 27, 2007, from

http://www.asiamarketresearch.com/columns/market4.htm.

Kiniki, A. & Kreitner, R. (2003) Organizational Behavior: Key Concepts, Skills & Best

Practices. McGraw- Hill/Irwin: New York.

McCrate, Elaine (2005). Flexible Hours, Workplace Authority, and Compensating Wage

Differentials in the US. Feminist Economics, p.11.

Palmer I., Dunford R., & Akin G. (2006). Managing Organizational Change: A Multiple

Perspectives Approach. McGraw-Hill Irwin.

Rosenschein, J.S. (1992). Consenting Agents: Negotiation Mechanisms for Problem

Solving in Small Groups. Cognition and Instruction, 9, (2), 137.

Russell, Patricia (1999). Managing the Stress of Workplace Change: A Rational-Emotive

Group Training Approach Retrieved October 14, 2007, from

http://www.rational.org.nz/prof/docs/russell/changestress.htm.

Valientes, Rodger M. (2006). ECON 181- Human Resource/ Labor Economics Course

Syllabus, Department of Economics, College of Economics and Management,

University of the Philippines Los Baños, p.201.

 

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