Archive for Managerial Value
December 19, 2008 at 12:56 pm
· Filed under Administration, Businesss, Finance, Insurance, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Conflict, Organizational Policy, Software ·Tagged Software, Finance, Organization, Management, Administration, Factor of Organizational Culture, Managerial Values, Businesss, Managerial Value, Organizational Conflict
Conflict has always been widespread in society but it is only recently that it has generated a lot of interest and has been the focus of research and study. We are living in the age of conflict. Everyday the choices available to us regarding any decision are increasing in number. You may have wanted to become a manager, an entrepreneur or a computer scientist. On the other hand, your father might have wanted you to become a doctor, a lawyer or a chartered accountant. Thus you faced a conflict not only at an intrapersonal level, in term of the various choices confronting you, but also at an interpersonal level-your choice vs. your father’s choice of a career for you.
Conflict is not confined at the individual level alone but is manifesting itself more and more in organizations. Employees have become more vociferous in their demands for a better deal. Various departments in an organization face a situation full of conflicts due to a number of reasons like goal diversity, scarcity of resources or task interdependence etc. for example in blinds manufacturing organization one department Woven wood shades and another department is Roller shades blinds. Both departments employee fight with each other for promotional advertisement of their product.
Management today is faced with the awesome responsibility of ensuring optimum levels of growth and productivity in an environment that is full of conflicting situations.
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December 17, 2008 at 11:00 am
· Filed under Administration, Businesss, Factor of Organizational Culture, Finance, Management, Managerial Value, Managerial Values, Organization, Organizational Conflict, Software ·Tagged Software, Finance, Organization, Management, Organizational Climate, Administration, Organizational Policy, Organizational Structure, Businesss, Organizational Size, Organizational Conflict
With Organization Conflict we can learn:
- Recognize different types of conflicts
- Describe the process of a conflict
- Computer and contrast different views about conflict
- Appreciate functional and dysfunctional consequences of conflict
- Identity the sources of conflict
- Decide when and how to stimulate conflict
- Diagnose which conflict resolution strategy to use and when.
Life is a never ending process of one conflict after another. Remember the time when you were a small child and had to choose between a tricycle and a cricket set or say, a set of dolls and new frock for a birthday present. That was probably your first exposure to a conflict situation. Of course, this is a simplistic example of a conflict, but has life been the same since? Probably not. Think back and recall how each succeeding conflict in your life over the years has been increasingly complex.
Conflict is theme that has occupied the thinking of man more than any other with the exception of God and love. Conflict has always been widespread in society but it is only recently that it has generated a lot of interest and has been the focus of research and study. We are living in the age of conflict.
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December 15, 2008 at 10:05 am
· Filed under Administration, Businesss, Factor of Organizational Culture, Finance, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Size, Organizational Structure, Software
Encounter: After gaining and entry into the organization new members faces and encounter stage. There is always a possibility of difference between his expectations of an organization and the OC. If the expected image and OC matches, then encounter stage passes off smoothly leading to confirmation of the image. If the imbalance between the two is acute, the person has usually two choices open. First, he undergoes further socialization which detaches him from his previous expectations, replaces these with another set of expectation and thus helps him get adjusted to the prevailing system. Second, he drops out due to disillusionment. In both the cases the final result is the same: the status quo of traditions and customs are maintained.
Metamorphosis: People who had discovered an anomaly between their expectations and OC, but decided not to drop out, enter into the metamorphosis stage. They must sort out their problems and go through change-hence this is called metamorphosis. When this metamorphosis is complete, the member’s developed a uniform perception of OC and feel ‘comfortable’ with the organization and job. Successful metamorphosis results in the member’s productivity being as per organization’s ‘norm’, ‘average’ commitment and lowered propensity to leave the organization. All these are indications of “typical” or “normative” behavior.
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December 11, 2008 at 9:44 am
· Filed under Administration, Businesss, Consultative Organization, Factor of Organizational Culture, Finance, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Structure, Software ·Tagged Software, Organization, Management, Organizational Climate, Administration, Organizational Policy, Managerial Values, Organizational Structure, Consultative Organization, Businesss, Managerial Value, Culture and Ethos
You may have often experienced that every organization has its own unique traditions and customs. Seldom are these traditions and customs explicitly spelt out, yet, over a period of time, organizations do develop long standing unwritten rules, regulations and rituals to commemorate special moments, standards for social etiquette, taboos about what is not to be done or spoken, jargon or special code language understood only by insiders. These, with a whole lot of other features taken together, are generally viewed as the “culture” of an organization. You may also have seen that often there is a uniform perception held about these features of an organization. Sometimes these “images” are fairly stable passing from one generation to another generation without undergoing much of a change. You might have wondered how this happens.
In this section, we are going to discuss this issue: How does an organization maintain uniformity of its traditions and customs?
The process through which the people are indoctrinated to accept the tradition and maintain the homogeneity of ethos and behaviors is termed as socialization. It is a process of adaptation by which ‘new’ members of an organization.
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December 10, 2008 at 7:31 am
· Filed under Administration, Businesss, Consultative Organization, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Structure, Software ·Tagged Administration, Businesss, Finance, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Structure, Software
We continue our talk on characteristic of managerial ethos. In our previous post we have already discussed on Action goal orientation and Pro-action. Today we are going to discuss other two important characteristic of ethos and those are the internal resources and problem-solving attitude.
Internal resources: Managers with high sense of adequacy are aware of their internal strength and are guide by these strengths. They are aware of their weaknesses by this awareness does not deter them from action positively or to look for opportunities for continuous self-improvement. They are open to feedback and ready to learn from experience.
Problem-solving attitude: A superior ethos requires that mangers view themselves as problem solvers, rather than problem-avoiders. These managers have positive orientation to problem situations and do not want to run away from problem. They tend to approach problem situations with optimism because they have internal locus of control, i.e., a strong belief that they can change the environment through their own efforts.
Before we move on to the next topic on Socialization Process (How OC and Ethos are transmitted), it would be useful if you complete some or all of the following suggested exercises.
roman shades, vertical blinds, window blinds
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December 9, 2008 at 9:13 am
· Filed under Administration, Businesss, Finance, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Structure, Software ·Tagged Finance, Organization, Management, Organizational Climate, Administration, Factor of Organizational Culture, Organizational Policy, Organizational Structure, Businesss, Managerial Value, CHARACTERISTICS Of MANAGEMENT
Apart from these values, the managerial ethos of high order requires certain other characteristics as well. Let us describe these very briefly to you. There are numbers of characteristic for management and managerial ethos but here we are going to discuss on following Characteristic for managerial ethos:
- Action goal orientation
- Pro-action
- Internal resources
- Problem-solving attitude
Action goal orientation: Persons with high sense of adequacy have clear goals about their future and are directed by these goals. The usually do not thing their goals in status terms (i.e., what they would like to be) buy in activity terms (i.e., what they would like to do). For example, when a junior manger thinks that he would like to direct and influence the marketing policies of the company, he is action-goal oriented.
Pro-action: Proactive people do things on their own without having to be told by any one. Such initiative taking behavior leads to high level of activity and experimentation. As contrasted to these people are reactive persons or conformists who spend most of their lives in doing things that others expect them to do. Reactive people are other-directed, whereas proactive ones are inner-directed. A superior managerial ethos requires more of pro action than reaction.
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December 8, 2008 at 5:17 am
· Filed under Administration, Businesss, Factor of Organizational Culture, Finance, Management, Managerial Value, Organization, Organizational Climate, Organizational Policy, Organizational Structure ·Tagged Finance, Organization, Management, Organizational Climate, Administration, Businesss, Managerial Value, Economic
Another highly rewarded value is security, both economic and emotional. Keeping a person on his toes by making him feel insecure is slowly but steadily getting discredited as a management philosophy. Even the societies which have practiced “hire and fire” policy are unmistakably shifting towards providing security of job. Office interior like window treatment makes employee feel comfortable. Window blinds and vertical blinds are safer and secure compare to curtains as it gives secure feelings.
Providing enough career advancement opportunities to employees is yet another contemporary managerial value. For several reasons it may not be possible for many organizations to create enough vacancies for everybody to advance in their career. However, modern mangers encourage themselves and others to continue growing through various modes of education, although, it does not necessarily lead to career advancement.
Besides these four values which affect a manager’s work, the manager may have a strong “Work Value”. Work Value refers to the worth a person ascribes to the opportunity of work. If you have a “strong” work value you are going to identity the worth or value of work to you in more ways than one. You may view work as an opportunity to: (a) accept challenges, (b) serve others, (c) earn money, (d) enjoy prestige and status, (e) be creative, or (f) be independent, etc.
roman shades, vertical blinds
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December 4, 2008 at 4:40 am
· Filed under Administration, Businesss, Finance, Management, Managerial Value, Organization, Organizational Climate ·Tagged Administration, Culture, Ehos, Management, Managerial Value, Organizational culture, Organizations
In the earlier section, we have indicated that the managerial values affect perceived characteristics of the internal environment of an organization. At this juncture you may well ask what some of these values are. How do these values develop? How do they get transmitted from one generation of managers to another? In this section, we are going to explain briefly some of these issues.
Ethos refers to habitual character and values of individuals, groups, races, etc. Managerial ethos is concerned with the character and values or managers as a professional group. Contemporary managers hold some specific values which affect work and some of these are: autonomy, equity, security and opportunity. You may recall that individual autonomy is a very important dimension of OC. Enlightened managers believe that most people prefer to feel free and to do things as they like within the constraints imposed by their group. These mangers tend to allow enough latitude to individual employees as long as the use of this freedom does not violate basic norms of the organization. In the last two decades, some management practices have been innovated which are in keeping with this value of autonomy.
Equity refers to justice in rewarding performance. Here again, modern managers strongly feel that a person must get a reward proportionate to his input. In any case, deliberate exploitation is to be avoided and as far as possible “fairness” is to be maintained.
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