Posts Tagged 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 Administration, Businesss, Factor of Organizational Culture, Finance, Management, Managerial Value, Managerial Values, Organization, Organizational Conflict, Software
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 16, 2008 at 5:18 am · Filed under Administration, Businesss, Finance, Management, Organization, Organizational Climate, Organizational Policy, Organizational Size, Organizational Structure, Software ·Tagged Administration, Businesss, Factor of Organizational Culture, Finance, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Size, Organizational Structure, Software
In our last post we have discussed for Pre arrival, Encounter and Metamorphosis as part of culture and ethos in briefly. Pre arrival a stage of socialization which screens the values, attitudes and expectations of people before joining an organization. Encounter is a stage of socialization when a person explores the difference between his expectations and reality. Metamorphosis a stage of socialization where adaptation and changes take place.
For a very few persons, the metamorphosis stage may remain incomplete or unsuccessful. These people, as yet, have not been able to “accept” the OC and thereby remain non-conformist. This phenomenon is likely to result in atypical behavior. Sometimes they continue to ‘fight’ the system, at least for some more time, with zeal and enthusiasm. A larger number are likely to alienate them to soothe their feelings of disappointment.
Ethos is a Character and value of an individual or of a group. Sometimes an organization, anxious to break away from its stifling OC, may choose to deliberately appoint people without subjecting them to metamorphosis stage so that they bring organizational change. We shall take up the issue and strategy of bringing organization change in a separate unit.
blinds, roller shades, woven wood shades
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December 12, 2008 at 8:56 am · Filed under Administration, Businesss, Consultative Organization, Finance, Management, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Size, Organizational Structure, Software ·Tagged Administration, Businesss, Consultative Organization, Factor of Organizational Culture, Finance, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Structure, Software
Through the most intense period of socialization is at the ‘fresher’ stage of entry into an organization, the process continue throughout one’s entire career in the organization. This is done to ensure traditions and to maintain uniformity. The people who do not learn to adjust to the culture of the organization become the targets of attack and are often rejected by the organization.
Socialization process has three stages:
- Pre arrival
- Encounter
- Metamorphosis
Pre arrival: This stage tries to ensure that prospective members arrive at an organization with a certain set of values, attitudes and expectations. This is usually taken care of at the selection stage itself. Selectors try to choose the “right type” of people, who they feel, will be able to “fit” the requirements of an organization. Thus an organization, even before allowing an outsider to “join”, makes an attempt to ensure a proper match which contributes toward the creation of a uniform culture within the organization. The views of the founding fathers of an organization as well as the ethos of the present tip management influences-consciously or inadvertently the selection of the parameters of this “proper-match”.
We will discuss on Encounter and Metamorphosis in next post.
blinds, roller shades, woven wood shades
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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 Administration, Businesss, Consultative Organization, Culture and Ethos, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Structure, Software
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 Administration, Businesss, CHARACTERISTICS Of MANAGEMENT, Factor of Organizational Culture, Finance, Management, Managerial Value, Organization, Organizational Climate, Organizational Policy, Organizational Structure
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 Administration, Businesss, Economic, Finance, Management, Managerial Value, Organization, Organizational Climate
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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Organizational Culture 