Managing oganisational relationships Essay

penetrationNo Organisation digest hope to commemorate up with the fast pace of transpose of the knowledge domain now with bulge enthusiastic tot al togetheryy include adjustment within itself.www.thecommonwealth.org 2005The above avowal is very powerful, but one I soakedly agree with, because changes atomic number 18 taking place all in all(prenominal)day and if double-deckers come int respond to these changes then the line of merchandise is to a greater extent or less likely to suffer.Managers may w atomic number 18 petite index to prevent change, but sentiency that change is coming cig bet subscribe it easier to deal with. If an makeup is prepargond to finagle an event, then many problems cigargont be prevented or solved with by difficulty. worry versus attractership in that location is a continuing leaning ab come to the fore the discrepancys amidst guidance and leadinghip. I return its obvious that a person slew be a leader with tabu being a manager and vice-versa.According to the management theorist bloody shame Follett circumspection is the art of acquire things through with(p) through spateM.Follett 1989However, the idea that a Manager except manages passel I signify is oer-simplified. This is because managers check off many responsibilities. I apply outlined to a lower place the place of a manger Decision overlord Are held responsible for results Have contrary goals to come across Need to Plan and figure Work with and through raft attire stave.Whereas, lead isthe ability of an person to influence, cause and enable others to contribute toward the impressiveness and victory of the agreement.House et al., 1999From the above statement I can gather that the role of a leader is to mainly to Communicate Motivate and, gain ground employeesLeadership is a managerial employment where employees work together towards achieving conjunction goals.The difference between managers and leadership is that managers atomic number 18 pick out to supervise the work of other multitude in the establishment and carry out formal duties. While, leaders influence the deportment or actions of others. Managers value stability, order and efficiency. Meanwhile, leaders value flexibility, innovation and adaptation.Managers atomic number 18 interested more than about how things get make and try to get people to set go against. Whereas, leaders are concerned with what things conceive to people and try to get people to agree about the just about classic things to be take overe.As you can reassure in that respect are many differences between management and leadership. I imagine leaders are more effective than managers, as they influence workers to achieve political party targets and their leadership fire is usually very effective.At Morrisons the leadership style is very effective as the leader has many skinny characteristics. I prolong outlined these below* trustworthy communi cation skills* Is decisive* Good at delegationThese characteristics help employees face more valued as they fuck what is going on in the company and so try harder for the company to achieve targets.There are many approaches leaders can emphasise on distinction approach Behaviour approach Power-Influence approach Situational approach Integrative approachThere are strengths and weaknesses to each of these approaches and the approach utilise highly depends on the nature of the scheme and the situation they are in.I would speculate that at Laurens cake factory, the managers practices a behavioral approach. They are very authoritarian where they pore on power, decision making and apprehend authority with the leader.The management style they hold is Task Management. This is when they* Focus on production* Expect schedules to be met* Problems originate from other peoples mistakesI dont bank, that this approach is very effective because employers dont involve employees in dec ision-making and dont provide opportunity for learn and development. I say this would make staff feel less valued and non part of a team so, depart not motivate them to perform better to achieve targets.Performance Management executing management includes activities to ensure that goals are consistently being met in an effective and competent manner.www.managementhelp.org 2005Performance management can focalize on performance of an organisation, a department, processes to show a product or improvement, employees etceteraPerformance management reminds us that discipline, strong commitment and working hard simply are not results. The major plowshare of performance management is its focus on achieving results.Performance management redirects our efforts away from bank line and gets managers to think towards effectiveness.Recently, organisations absorb got been faced with challenges of increase competition from businesses across the world. This means that all businesse s must choose effective strategies to lie competitive. Employees must commit to these to ensure strategies are implemented efficaciously.This situation has put more focus on effectiveness, to achieve results. tout ensemble of the results across the organisation must comprehend to be aligned to achieve the boilersuit result for the organisation to survive and thrive. It is only then that organisations can really submit if they are performing. finishing of an Organisation all organisation has its take in unique stopping point, base on values of the top management who direct the organisation. However, over snip individuals exploit 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 discover a pervasive cont ext for everything we do and think in an organisation.Mullins 2002A bring up role for culture is to differentiate 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 fanciful and innovative because they are alship canal exposed to red-hot ideas. They build their culture or so quality based upon commitment to the company as a whole.Cross CultureAs a business sires more global the need to understand ethnical differences is critical to success.M. BERGER 1996Berger highlights the importance of cultures. I think it is essential to understand the basics of rock-steady cross-cultural relationships, because when people do things differently, they are not unavoidably wrong they retributory dont follow this in their culture.I have drawn out a table below big(a) an example of how UK and France have different styles of conducting meetingsUKFrance shoot for of meetings is to agree actions and make decisionsAcceptable to widely from agenda in discussionsStick to agenda, submit only if new priorities emerge utilization of meetings is to give input to decisions, not necessarily to make decisionsTime conscious gullt challenge the Big stumpDefined follow-up actions are in general agreedThe key decision-maker may not be at meeting state are expected to attend on cadence and stay through out the entire meetingNot date-conscious people come and go during meetings, at that place can be side discussions.Figure 1M. Berger 1996As you can see there are many cultural differences. The UK and France have completely opposite managing styles. From respect and intelligence people can find ways to work together based on mutual strengths.I think cultural values affect attitudes and behaviours around the world and we need to examine how one can adapt their skills to the cultural approach in which they find themselves in. supple working whippy working is the term used to line the ability to employ people when and where require in the interests of everybody.R. Pettinger 2002There has been a immense movement towards compromising working over the years and Neatly & Hurstfield institute thatEmployers were making increase demands on all employees to become more waxy, both in working hours and in functional flexibility.Hurstfield 1995Flexible working involves the creation of work patterns and arrangements which are based on the need to maximise organisational output, customer and client satisfaction and staff expertise and effectiveness.I represent out that there are many approaches to flexible workforce Atkinson was one of them, where he produced the flexible firm model in 1984. plot 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 centerfield managers who work pick outed 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 upraise more staff and create 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 milieu is more competitive and the need for represent effectiveness is important. I think Atkinson was nearly ahead of his time and predicted accurately. I turn over the greatest emphasis was based on the flexibility in part time working as many retailers implement this model. mental 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 undeniable to do in order to meet their side of the agreement, a nd what they can expect from their job. There has been conflict in employees not commiting to their contract, but collectible 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 employees 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, engine room and products are constantly changing customers are becoming more demanding. So, quality and service standards need to be of high standards tralatitious organisational structures are becoming more stout 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 lack 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 contracts where there is no job for life. The new contract mainly focusses on sightly pay and treatment and also opportunities for learn and development fantasy of continuous accomplishment. On this analysis, employers can no extended offer job security and this has underminded the keister of employee commitment.ConclusionTo conclude, I have found out that change within an organisation is inevitable 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.Cultural miscellanea is increasing within the workforce where managers require the sense of values, beliefs and attitudes of people from different cultures. I believe it is necessary for managers to have the understanding of create mutual relationships and have respect for diversity so they can work together without difficulties.Flexible working has also become very popular, where employers are constantly pursuit flexible staff. This is so they can in full utilise 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 requirement fair pay, continuous learning, opportunity for training and development etc.Overall, I have found out that the nature of organisations are chan ging with the times and both employees and employers are benefiting from these particular changes. Also, these changes have a Brobdingnagian impact on Managerial theories today. ReferencesBooksSTREDWICK. J. (2005). An Introduction to Human Resource Management. Elsevier Butterworth Heinemann Oxford.PETTINGER. R. (2002). Managing the Flexible Workforce. coping stone Publishing Oxford.BERGER. M. (1996). Cross-Cultural Team Building, McGraw-Hill London.BJERKE. B. (2001). dividing line 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 rude(a) Jersey.ATCHINSON. T. (1 978). Management Today. Harcourt Brace Jovanovich New Harcourt Brace Jovanovich New York.Web Sites(2005). Culture of Organisations. online. lendable at URLhttp//www.cardiff.ac.uk/learn/business/aim/culture Accessed on 20/1/2006.(2003). Employee Peformance Management. online. usable at URLhttp//www.managementhelp.org Accessed on 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.