Management is a fundamental factor in every organization

0 / 5. 0

Management is a fundamental factor in every organization

Category: Research Paper

Subcategory: Leadership

Level: High School

Pages: 3

Words: 825

Management is a fundamental factor in every organization. Managing people and resources can be a nightmare to an organization that does not employ effective measures on management. Management is ever dynamic with new changes that the organization is entitled to observe. Human is the central focus for both the change and management in an organization (Day & Shannon, 2016)

Management of people and change
Poor management of people leads to loss of resources. Leaders who do not exercise good management of people will not stay longer in business (Otieno, 2010). Workers when not motivated work grudgingly under the supervision of the leader. The leadership is to provide proper visions and objectives that are clear to inspire employees. There should be proper network and coordination of different departments in the organisation. Effective leadership demonstrates consistency, transparency, and honesty. It should be flexible and ready to adopt the change in line with the trends in production and marketing. Management of clients and response to their need accelerate success in an organisation.
Management of resources and change
The organisations that do not manage resources well do not grow. Adequate measurement of growth should be tracked to reflect the objectives of the organisation (Njeka, 2014). Leadership should guide and adopt the change in resource management. Employees get dissatisfied if the results of their efforts are not realised. It is, therefore, imperative to maintain resources in a way that limits losses but multiply productivity. This is affected through constant research and identification of new recourse management skills for competitive advantage.
Management of urgency and change
The organisation should have proper ways of addressing intra and extra urgency needs of the organisation. It should know how to prioritise the needs that are urgent and those that can be given space of time. Even though change is stimulated by the external threats of the organisation environment, the management should put maximum effort reminding people of self-satisfaction (Day & Shannon). An organisation that does not have proper measures to respond to urgent needs would be faced out of the market.
Overcoming management and change
Empowerment is very important for the leaders and employees in an organisation. Proper teamwork and capacity building give the organisation the ability to support its employees in making changes including necessary training that would factor change to productivity through new skills and knowledge, adjustments and improvement of services (Njeka 2014).
Commitment leadership and change
Commitment in service delivery is influenced by the sense of belonging. The leadership should be committed to its employees, services and customers. Policy formulated should take care of their needs. Increased commitment in people working in an organisation leads to the full attainment of the set targets. The set policies should be implemented in time to set the stage for other reasonable needs (Otieno, 2010).
Culture and change
Every organisation has a unique culture that determines its structure. The organisation should focus its unique culture in production, marketing and recruitments of employees. It is also important that the culture does not appear rigid and static (Sakowski & Merikull, 2015). The culture should be open to change and influence the operations in the dynamic market. The twenty-first-century market and production are driven by technology. An organisation should be willing to use the most standard and powerful technology to compete effectively in the production and market space.
Management of rewards and change
Rewarding changes and efforts made by committed employees are the key elements here. The reward systems in an organisation should be allied to change (Bucciarelli, 2015) and management should give credit effectively when it is due. When a task is underperformed, it should be communicated in a way that motivates actions for better performance. Delayed motivation should always be discouraged. Change is influenced by mediated appreciation to the staff.
Resistance to change
Many organisation management systems have shown slow tolerance to change (Njeka, 2014). Many management strategies are not geared towards new paradigms and needs. There are unchanged methods in production, marketing and resource mobilisation. The following are some of the discussed reasons why some organisations have not embraced change effectively.
Inadequate training and skills
Many of the support staffs in the organisations are not updated to the trends in production and service delivery. They show limited knowledge to technology and new information systems. The exchange of information in the twenty-first century is technologically accelerated. Low skills in technology, therefore, translate to poor adoption of change (Sakowski & Merikull, 2015).
Low capital base
Some of the changes require a strong capital base and better machines in production, and this would be a challenge to an organisation that is in transitional growth (McGuinnes & Oxtoby, 2015). An organisation needs to be financially stable to capture the latest trends in its areas of operation.
In regards to the above finding, the following should guide an organisation to realise positive change and appropriate management strategies.
Frequent training and skill acquisition
An organisation should conduct frequent seminars for its employees to acquire new trending skills and knowledge in production and marketing. The only true measure of change is when personnel are encouraged to embrace change (Bucciarelli, 2015). Management should put measures that support change as it is the sure way to make an organisation compete effectively in the market.
Market surveys
The management team is encouraged to conduct a frequent market survey that seeks to identify the needs of the customers and how to satisfy those needs. Proper research on production and service delivery should be the primary concern of the organisation to realise effective change (Otieno, 2010).The management is encouraged to organise exchange programmes with other organisations to enhance the exchange of skills and ideas. This promotes healthy competition and positive growth towards change.
In conclusion, it is clear that positive change in an organisation alongside proper management is a fundamental factor to consider for a maximum advantage. Technology is a serious concern in the current trend of production and service delivery. Information and services are exchanged at the highest speed and time with the help of technology. Customers today only accept to be served by organisations that are ready to respond to their demands at the fastest time possible. It is, therefore, imperative for every organisation to frequently revise its structure and management strategies.
Bucciarelli, Luca.(2015) “A review of an innovation and change management: The Stage model and the power influences.” Universal Journal of Management 3(1), 36-42.
Day, Gary E., & Shannon, E. (2016) “Leading and managing change.” Leading and Managing in Health Services. 295.
Inderberg, Tor Håkon.(2015) “Governing Quasi-Public Network Services (GQPNS) for an adaptation to climate change.” Local Environment 20(4), 424-441.
McGuinness, Tony, Robert E. Morgan, and Barrie Oxtoby.(2015) “Organisational Change Capability: A Theoretical Construct and Operational Measurement.” Creating and Delivering Value in Marketing. Springer International Publishing. 106-106.
Njeka, Samuel.(2014) Localization Strategies Affecting Competitiveness of Multinationals in East Africa: Case Study of Systems Applications Products. Diss. United States International University-Africa,
Otieno, Jim Odhiambo.(2010) Enterprise resource planning systems implementation and the upgrade. Diss. Middlesex University.
Sakowski, K., M. Vadi, and J. Meriküll. (2015) “Formalisation of an organisational structure as the subject of path dependency: The example from Central and Eastern Europe.” Post-Communist Economies 27 (1), 76-90.

Read more