Design and Organisation of Management Essay

My course work is based on textile spinning that how should a manager deal with each step he makes. In textile spinning the role of a manager is totally different than in the book of management. Here the managers have to deal with everything which is possible. Director Role Designing and organizing Designing is creating the organizational structure so that work can be efficiently and effectively allocated to different departments and work units. Those work units are: > Strategy > Structure > People > Rewards > Processes In textile, there are five directors. And on those five directors the top director is the managing director. He passes the orders of what should be done and what shouldn’t be done. As being a managing director, he has four directors, working in four different departments. And these four directors tell the managing director how well the company is going on. The four directors are: > Director of Marketing > Director of Finance > Director of Operations > Director of Human Resource The director of marketing: The director of marketing is the one who market his product in the market. At first he should try to target good customers from the market who are well known or at least who will buy the product slowly but often. The director of marketing should market the product in a wide range of market where the competition is low and with good quality to maintain and gain more customers so that it would help the company grow wider. Other than this the director of marketing should find out more of the other market where his goods and services can be sold in a good price and make the company go into higher profit. The formal pattern of interactions and coordination designed by the management to link the tasks of individuals and groups in achieving organization goals. At the organisational level, dividing jobs among organizational members is called departmentation. Making departments make it easy to do work by distributing the work. As the cash going and coming would go to the accounts and finance department, selling products would go to the sales department, and handling employees and hiring new employees would go to human resource department. Distributing jobs into department make the job easy for the managing director help the company do well. And it has advantages as well. The advantages of distributing jobs are: > Efficient use of resources. > In-dept specialization and skill development. > Career progression within departments. > Excellent coordination within a function. > High quality technical problem solving. > Overall direction from top management. The disadvantages of the functional structure > Poor communication across functional departments. > Poor coordination leads to slow response to external changes. > Decision concentrated at the top of the hierarchy, creating delay. > Responsibility for problems difficult to pinpoint. > Employees have a limited view of the organisation. > Limited opportunity for development of general management skills. Producer Role Working productively The producer’s role is to work productively, adopting a productive environment, and managing stress and time. It is because, in textile if the product’s quality and quantity is low, the buyer would either returns the goods or pays the lower amount. If the quality or the quantity of cotton yarn is low than the buyer of the cotton yarn will have low profits. So the producer’s role is to maintain the quality of the product and the quantity of the product. Peak performers The producer should be: > Result oriented > Personal mission > Self management > Team mastery > Coping with change I agree with this, as in the producer should be aware of these things to satisfy the top management and the customers. Optimal performance The producer should be: > Setting goals > Being engaged > Being hypersensitive > Enjoying the experience Personal Motivation Extrinsic Motivation – these are the forces that are external to person Intrinsic motivation – these are the forces which are internal forces that are generated by the individual him or herself. They should adopt a productive environment in: > Pay and benefits > Opportunities > Job security > Pride in company > Openness/fairness > Camaraderie/friendliness This has to be given to the producer because they are the one who have a role in productivity. Otherwise they would decrease the quality and the quantity of the product. Quantity counts in textile because of the weight of the cotton yarn. And quality counts because of the strength. Pay and benefits: The pay and benefits for the producer should be given according to his know how because in this field one small mistake leads to a big one. Opportunities: The opportunities is given all the time, but mostly the cotton bales are not in good quality, so it is the producers job to make it into a good quality for the customers. Job Security: The job security should be given after the effort has been shown by the producer. Coordinator role Coordinator’s Role is: > Managing projects > Designing works > Managing across functions Coordinator role is concerned with the efficient flow of work, leading to continuity and stability. This requires the responsibility to see that the right people are at the right place at the right time to perform the right task. Coordinator should be responsible for overseeing change, lines of authority, ever changing tasks, and cross – functional activities. This competence is considered under two headings: > Project planning > Project monitoring Managing projects involves: Project monitoring: > Tracking progress. > Comparing actual results to predict. > Analysing the impact of the actual results. > Making adjustments to the plans. Coordinator should work with the project so that the project should meet the deadlines, but also the budget, the project manager is concerned with two types of information: > The amount of money budgeted for the work to be performed versus the actual cost of performing the work. > The budget cost of work performed versus the budgeted cost of work scheduled. Designing Work The coordinator should decide that whether more traditional and specialised work designs are preferred or to opt for work designs that give employees greater responsibility and greater autonomy. This decision is influenced by the technology required, the changing of the environment (in which the decision should be made quickly), and the link to the external customers. The coordinator should know the behavioural approach toward everyone. Behavioural approach should be towards the top management, middle management and the lower management. The behaviour could cost the coordinator lose his job. Job Design Strategies > Job Enlargement > Job Enrichment > Job rotation > Empowerment Job Enlargement Job enlargement is the opposite to the task of specialisation This increases the skill variety and task identity by redesigning the job to increase the number of task that the employee performs. This could be criticised because the work may not be challenging comparing to one task. This could increase the ability to complete a whole piece of work. Job Enrichment Except for increasing the variety, job enrichment increases the responsibility, decision making and feed back in the employees’ work and enhances the nature of the job relation with managers, company worker and clients. Job Rotation Job rotation helps the employees to increase their skills by allowing individuals to shift among the variety of tasks. This increases the understanding of the different jobs and their interdependencies. It can be used to reduce the boredom. Empowerment When employees are given the opportunity to inherit both thinking and doing the tasks, they will have more control over that how the work is been done, organised and controlled. This helps them to develop the ownership for the whole process, they would find the work more interesting and challenging and they will try to make the work more efficient. Monitor Role The next role we turn to is the monitor role. On the face of it this role appears less interesting than others in the competing values framework. Monitoring connotes the watchful and intrusive gaze of the bureaucrat or the snooping supervisor. Monitors sounds like people who get paid for catching others enjoying their work and putting a stop to it. Monitor may sound like controlling and nosy activity, but monitoring, in the way we describe it, is essential in maintaining high performance in both individuals and groups. The monitor function focuses the manager’s attention on the internal control issues. The monitor function is concerned with consolidating and creating continuity. These competencies are: Competency 1: Managing Information through Critical Thinking. Competency 2: Managing Information Overload. Competency 3: Managing Core Processes. To help business distinguish between activities that add value and things that do not, an expert on business strategy, purpose a model called a value chain. This value chain is a picture of all the activities a business uses to produce and deliver something its customers will value. There are five primary activities. The five primary activities involve the following: > Bringing materials or information into the organisation. > Operating on them. > Sending them out. > Marketing them. > Servicing them. The four supporting activities that surround these primary activities and help them operate more effectively are: > Firm Infrastructure. > Human Resource Management. > Technology Development. > Procurement. The Broker Role This role falls into the open systems model which is the most modern model out of them all. This role is more of an external one and involves being adaptable, innovative and flexible. All the qualities above lead to continual adoption, innovation and the ability to maintain external resources. There are three competencies associated with this role: > Building and maintaining a power base > Negotiating agreement and commitment > Presenting ideas The first competency in terms of business, power refers to the ability to make workers work and produce. They are able to exercise authority by using their power in the organization to get things done. There are four sources of power for the broker role: position power which reflects status in a company. Personal power involves personal characteristics. Expert power involves expert sing in an area and involves specializing or being skilled in a specific field. Network power is to do with the â€Å"social chapter† and information is from the people you know and trust. The second competency is negotiating agreement and commitment. They must be able to balance these qualities not only formally but also informally. Negotiation can be minor such as shift changes to discussing wages etc. Innovator Roles The innovator role focuses on adaptability and responsiveness to the external environment. It involves the use of creativity and the management changes and transition, and it provides a unique opportunity for managers to affirm the value of individual employees within the organizational setting. The meaning of the innovator means, that they tend not to think in terms of large, establishment organizations. The three key competencies of the innovator are: Competency 1: Living with Change. Competency 2: Thinking creatively. Competency 3: managing change. Each of these competencies requires the manager to be flexible and open to new ideas, new ways of thinking, and new challenges that the managerial role presents. Competency 2: Thinking creatively A very wide range of behavior and personality traits have been found to be associated with creative ability. A skill that each person can develop is a creative thinking. Creativity is was of thinking that involves the generation of new ideas and solutions. This is the process of associating known things or ideas into new combinations and relationships. People often underestimate their own creative ability. The difference between people who exhibit creative tendencies and people who don’t personal belief in creativity. Vast arrays of techniques, often called â€Å"creativity heuristics,† ranging from use of analogies to mental imagery, are available to enhance creativity skills. The major difference between creative people and others is personal belief. The individual barriers frequently have an emotional basis. The barriers result from personal beliefs and fears associated with taking risk, trying out a new idea, or trying to convince others of the value of our new ideas. Developing Creative Thinking Skills 1). Domain relevant skills: The domain relevant skill is that the more the manager knows the more creative he can be. Creative relies on linking knowledge together. 2). Creative Relevant Skills: They know how to make people to associate previously unrelated concepts and to think differently. 3). Task Motivation Creating an environment that is conductive to creativity. Competency 3: Managing Change The world is changing at a very high speed rate and so as the people and organization. And all the organizations are under pressure to change. Understanding resistance to plan change The following changes usually provoke resistance: > Changes affecting knowledge and skill needs. > Changes suggested associated with economic or status loss. > Changes suggested by others. > Changes involving risk. > Changes that disrupt social relationships. The Mentor Role The mentor role might be called the concerned human role. This role reflects a caring, empathetic orientation. In this role a manager is expected to be helpful, considerate, sensitive, approachable, open, and fair. In acting out the role, the leader listens, supports legitimate requests, conveys appreciation, and give recognitions. This competency has been shown to be a key factor that differentiates successful managers from those who have detailed. Integrity, security, and self-acceptance increase the ability to practice empathy, the key skill in helping others to grow. Empathy involves truly putting yourself in the position of others and honestly trying to see the world as they see it. References Combe, Colin, An Introduction to E-Business: Management and Strategy, 2006, Butterworth-Heinemann Ltd Abraham H. Maslow Toward a Psychology of Being, D. Van Nostrand Company, (1968) Library of Congress Catalog Card Number 68-30757 http://www.esight.org/view.cfm?x=1073 http://www.ericdigests.org/1993/esteem.htm