Management and the Organization Theory
Management and the Organization Theory
Question 1: In order to boost the morale of the workers and consequently increase the quality of output, a change in the culture of the organization becomes my priority as a manager once I am offered the job. Firstly, involvement of the workers and supervisors in setting goals, objectives and targets of the firm will help to make them feel recognized hence building their morale. Once the workers are back to the required standards, I will involve them in setting a code of ethics and quality control schemes so that each member of the firm knows what expectation surround him/her at the end of the day. Mamman (2009) argues that rewarding the workers fairly is essential in building and stabilizing their morale; thus, a piece-rate compensation system deems applicable. Furthermore, a proper work-life balance enhancement scheme will make employees maintain the spirit.
Question 2: Yes, ethical behaviour means a lot to the business just as it does to an individual because the quality of output increases while the workers remain satisfied in their jobs when there are high standards of ethical behaviour in a firm. Furthermore, high ethical standards help workers and supervisor to avoid scandals and wrangles that may taint the name of the business. Customer loyalty also increases when a firm observes ethical standards.
Question 3: Yes, strong corporate culture is good for the performance of the company. A strong corporate culture ensures that the business can sustain the customers without lowering its standards. Moreover, the cost of human resource management lowers when there is a strong culture because employees fit into the system easily due to specified ways of performance in the business.
Question 4: Rational decision-making model explains a cognitive decision making process where distinct steps come into play in making any decision. Mamman (2009) states a rational decision-model is systematic and well defined. The initial step of the model includes identification of the challenge. Secondly, there is the consideration of all alternatives before selecting the most appropriate strategy. Lastly, there should be implementation and monitoring of the adopted strategy. Bounded rationality involves an idea in decision-making where the rationality of individuals cannot go beyond the limitations existent in terms of time, ideas, and arguments. Satisficing involves a decision-making strategy attempting to reach a certain threshold for acceptability. An example of application of bounded rationality presents in the choice of the number of the workers that the organization can sustain as bounded by cost and revenue factors.
Question 5: Decision-making should present naturally and not taught in class because it involves analysis of a situation and formulation of a best solution to suit a particular situation. Situations that prompt decision-making can never be the same; thus, evaluating an incident from diverse perspective is essential. However, decision-making cannot appear naturally unless taught in class because a person needs some strategies, which cannot be acquired naturally to solve problems (Miller, 1992). People also need to know how to handle different situations which affirms the significance of education. I disagree with the theorist and state that decision-making cannot come naturally unless taught in class because without the various approaches and techniques to different techniques, a person may make decisions, which will hurt in the end.
Question 6: The rational and the political models of conflict resolution differ in the ways they arrive at the solutions to conflicts. Whereas the political model requires that a person and group prevailing in the conflict becomes determined politically through the majority, the rational model requires that the conflict must face a systematic process so that the solution arrived at deems universally accepted by all parties. However, the two systems are similar in the sense that when arriving at the final decision, the prevailing party gets some privilege that the other party does not get.
Question 7: Information technology departments have increased impacts in many organizations because most of the processes and activities must pass through the department. With the overhaul in technology, most information processing and database management falls under the department, thus they literally coordinate the whole organization. According to Gallen (1997), horizontal power comes from interaction among managers and leaders at the same level in the organization. The main sources of power to this level of management come from division of power and specialization. It differs from vertical power whose authority comes from delegation and institutional power.
Question 8: Leadership and management differ in the sense that leadership uses conflicts to prosper while management avoids them. A leader focuses on achievements while a manager focuses on results. Whereas a leader must appeal to the subjects, a manager must appeal to the head (Brewer, 1992). A leader takes risks compared to a risk adverse manager. Furthermore, leadership relies on charisma and influence while management relies on formal authority and positional power. A good leader must have some essential qualities including decision-making, being optimistic, strategic, brave, intelligent, future oriented, goal oriented, planning skills, teamwork and reliability. In some cases, physical traits are considered when choosing the best leaders. For example, bold and masculine people suit well in some leadership positions.
References
Brewer, T. L. (1992). An issue-area approach to the analysis of MNE-government relations. Journal of International Business Studies, 23(2), 295-295. Retrieved from http://search.proquest.com/docview/197153696?accountid=45049
Gallen, T. (1997). The cognitive style and strategic decisions of managers. Management Decision, 35(7), 541-551. Retrieved from http://search.proquest.com/docview/212053211?accountid=45049
Mamman, B. A. (2009). From management innovation to management practice. International Journal of Organizational Innovation (Online), 2(2), 22-60. Retrieved from http://search.proquest.com/docview/194694074?accountid=45049
Miller, K. D. (1992). A framework for integrated risk management in international business. Journal of International Business Studies, 23(2), 311-311. Retrieved from http://search.proquest.com/docview/197153533?accountid=45049
