Managing Human Relations

Management is a broad subject and time has been spent to analyse it.

The study of organisations and their management, therefore, has to proceed on a broad front.

No single approach provides all answers. It is the comparative study of the different approaches, which will yield benefits to the manager.

A central part of the study of the organisation and management is the development of management thinking and what may be termed management theory.

The application of theory brings about change in actual behaviour.

Managers reading the work of leading writers on the subject might see in their ideas a message about how they should behave.

There are different ways of categorising the various approaches elaborated by school of management theory (Figure 1).

The following two theories will be looked at in order to spot the problems caused by the management at Aussieco.

1. Classical theory

2. Human relations theory

Classical Theory

According to the classical writers’ thought the main emphasis goes on the planning of the work, the technical requirements of the organisation, principles of management and the assumption of rational and logical behaviour.

A clear understanding of the purpose of an organisation is seen as essential to recognise how the company works and how its methods of working can be improved.

Identification of general objectives would lead to the clarification of responsibilities and purposes at all levels of the organisation.

Many of the classical writers were concerned with the improvement of management structure as a mean of increasing productivity.

Comparing the Classical writers thought with the actual management structure at Aussieco will prove the unstable and badly structured company’s position.

Aussieco is an Australian company established in1962.

The owner has been able to retain full control and ownership, acting as chairman and chief executive officer since the foundation of the business.

Although he makes most final decisions, he is not involved with the daily running of the company.

The executive managing director is the owner’s nephew. He is a neo-graduate with no industrial experience, completely unsuitable to cover this position.

The key person of the organisation is the general manager. His role consists of organising and supervising five subordinate sectors: administration, programming, production, design and development an...

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...ce a whole.

If these requirements are not met, managers are misdirected and their efforts are wasted.

The unequal nature of organisational life of Aussieco and Intech could cause difficulties.

It may be expected that Aussieco will affect the healthy organisational environment at Intech; spoil the harmony in working relationship, loyalty and commitment to the goals and objectives of the organisation.

Conflicts could emerge as a consequence of poor communication or personality clashes.

Divergences among competing groups may be seen as inevitable. Conflict is a feature of the unequal nature of organisational life and a means of bringing about change .

Bibliography

Mullins J. (1996) Management and Organisational Behaviour, Pitman Publishing

Morgan G. (1997) Images of Organisation, SEGA Publications

Hollinshead G., Nicholls P., Taibly S. (1999) Employee Relations, Pitman Publishing

Robbins S. (1998) Organisational Behaviour, Prentice-Hall

Mabey C., Salaman G., Storey J. (1998) Human Resources Management, Blackwell

Cascio W. (1998) Managing Human Resources, McGraw Hill

Rollinson D. (1993) Understanding Employee Relations, Addison- Wesley