The manager must provide a clear understanding of the purpose of the organization to the employees. Emphasizing the importance of recognizing the direction the company is going and how its methods of working can be improved. Plus, explaining the identification of general objectives would lead to the clarification of responsibilities and purpose at each level of the organization. When a manager discusses these issues with his team, he is encouraging ownership by the employees. (Moore, 2004) The distinction between the start-up and growth stages in not easily defined.
In addition, it further discusses the change areas that he or she can be involved in as well as the competences that he or she might require to ensure professionalism in the work. Possible Catalysts for Change According to Jones (2004), a response to a current crisis situation or a reaction to an ever-changing environment results to organisational change from a passive viewpoint. Also, a trigger, which can be in the form of introduction of an emerging technological equipment or machinery, by a progressive manager can result to organisational change from an active perspective. Haveman, Russo and Meyer (2001) stated a transfer of executive power in particular portrays change in an organisation. Van de Ven and Poole (1995) suggested that the following theories can lead to organisational change: dialectical theory, teleological theory and life-cycle theory.
Good management keeps a company alive…. The success of almost any initiative depends on its leaders and talent analytics is no exception” Davenport, Harris and Shapiro (2010), Any contemporary organization aspiring to keep afloat in today’s competitive market should consider shifting towards strategic management of their employers and following an analytical approach to assess overall efficiency and assist in decision making There may however be a few gags along the way which managers would need to consider before making such a huge change. New strategy usually results in new structure formation with in an organization. The two cannot be divorced from one another • The idea of trying to improve that which you cannot measure • HR officials and their aversion to change. Appetite for quantitative analysis what the current workforce lacks • Top management support needed.
Instead, they describe a future they’d like to create instead’. (Seth Godin) From Theory to Practice In order to be able to select an appropriate leader, one must first be able to comprehend the term transformational leadership. ‘Transformational leadership is a process that changes and transforms individuals’ (Northouse 2001). The four factors which contribute to this leadership style are the following: Idealized influence defines managers who are the example of role models for associates. These associates trust and respect such managers to make the best decisions for the firm.
Management has to know the trends and make the necessary technology changes to keep the company competitive. Preparation and planning is key to the implementation of new technology. Managers have to be in tune with how the changes will affect the atmosphere within the company. Providing training and paying attention to the feedback from the workforce allows for a smooth transition. For a successful transformation certain criteria have to be met for the transition of change to the new technology.
It is now becoming a strategic issue for organizations, in their pursuit of addressing deficiencies in the performance of employees in a timely manner; channeling employees in the appropriate direction towards performance of specific objectives that are consistent with the work or overall strategies of the organization; and providing employees with appropriate and specific feedback to assist with their career development. Secondly, a performance management system needs to be well conceived so that there is full concurrence on the system and that it is not viewed as a subjective tool to highlight employee weaknesses. Human resource management involves "the development of a consistent, aligned collection of practices, programmes, and policies to facilitate the achievement of the organization's strategic objectives" (Mello 2002 p. 298). Given the fact that there is no single best way to manage people in any one organization, human resource management practices will invariably differ in organizations. The fundamental aspect of human resource management is the implementation of a successful people-management system that is supportive of the orga... ... middle of paper ... ...n cause change to the status quo where issues such as person-job-fit is a consideration or promotion based on merit as opposed to tenure or age.
The article identified organizational leaders as being ultimately responsible for ensuring that people are properly prepared to perform and that this is critically important. A systems approach to training was introduced which forces organizations and managers to effectively plan the training and can be helpful in removing the causes of ineffective training. In further describin... ... middle of paper ... ...ss of the training for the employees. Conclusion In summary, I believe that readers will find this article to be very intriguing and enlightening as they analyze and examine each point made by the author. This is an important and noteworthy article that if taken into consideration by organizational leaders today will change their viewpoint on the effectiveness and priority of training their employees to improve organizational performance.
In order to be successful and remain competitive in today’s market, Human Resources (HR) must be considered a strategic partner if an organization wants to flourish. Top executives today commit significant resources to ensure that their company’s functions are capable of rapid change and achieving their goals. Far too often, the Human Resources (HR) function is nominal thus they are not as quick to respond to the rapid rate of change. When “this occurs, companies may be perpetuating or even creating barriers to fully leveraging their human capital. Organizations can begin the process of removing these barriers by assessing the Human Resources function and its alignment with business objectives” (Wert & Liwanag , 2002).
Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives. In this paper, I propose to study leadership and motivation, as among the most pressing issues in organizational behavior. Further, I will discuss how these issues can be addressed. It is important for managers to understand why and how employees are motivated if they are to make full use of a
Those who are good innovators are the ones who can gain competitive advantages. Change and survival are synonymous. Survival demands change. Managers must be intuitive and read the current and changing situation surrounding them and make the best decision to coordinate work and apply resources. We have discussed what change is, how we depict it and what forces or creates change.