Organization Management Analysis

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Identify and describe the three steps in the planning process. Explain how they could be applied, using the example of a new company that was about to enter the computer software field in developing custom accounting software for small businesses (less than $1 million in annual sales).

The three major steps in planning include environmental scanning, setting objectives, and designing an action plan (Koontz & Weihrich, 2006, p. 89). In the first step, managers look into all the aspects or facets of an organization to establish things as they are. A business environment is characterized by internal and external factors. The internal factors consist of the customer, organizational culture, structure, suppliers, and internal buyers. The external environment consists of competition, legal, geographical, economic, social, cultural, and technological factors. Planning starts with environmental scanning so that managers can gather all relevant data to be used in discerning where operations should behead. Environmental scanning helps identify the strengths and weaknesses of an organization, the threats to an organization, and the opportunities available to an organization (Kurtz, 2008, p. 77). For a new company about to enter the computer software industry, environmental scanning especially market research will be very crucial. They need to research their competition, their customers, and general market and industry characteristics. This will help them especially in coming up with a proper business plan that meets market characteristics.

Once the strengths, weaknesses, threats, and opportunities have been identified through a SWOT analysis, managers move into the stage of setting objectives. The setting of objectives is done in tandem with identified priority areas. There are short term objectives and long term objectives that have to be looked into. The computer software company will have to identify what kind of software to specialize in. what market to target and project operations in terms of distribution channels, marketing strategy, and resource management structures.

When organizational objectives are clear, the next concern in the planning process is how to guarantee awesome results in line with the objectives. This is done by identifying strategic activities that can help towards objective achievement. The activities are scheduled and necessary resources are assigned to their accomplishment. The resources include manpower, man-hour, materials, measurement considerations, and method considerations. For example, the concern of the new company will be on identifying the necessary activity for rollout. Then they will create a budget for the activity based on the 1$ that they have.

Managers who accept the assumptions of McGregor’s Theory X are likely to design a very different work situation than managers who accept the assumptions of Theory Y. Discuss how managers who are committed to Theory X assumptions are likely to organize their work environment in terms of their relationships with their subordinates.

The theory X assumptions are hinged on the broad idea that individuals have an inherent dislike for work and try to avoid it at all costs (Koontz & Weihrich, 2006, p. 288). Managers operating on the theory X assumptions will tend to treat their workers as people who would not work without coercion, supervision. Consequently, a manager operating from a theory X background would be very strict and controlling towards his or her subordinates. He or she would tend to be overly involved and interfering in every aspect of subordinates’ work life. For example, he or she is even likely to have hidden cameras in the workplace to help him or her catch subordinates when they are not working hard enough.

Employee motivation will be pegged on job security. The manager will tend towards associating employee efforts with their job security. Such a manager believes that people cannot work without being threatened (Koontz & Weihrich, 2006, p. 289). Therefore, he or she will threaten subordinates with pay cuts, suspension, retrenchment, or firing. He or she will do this with the trust that threats are the only way of ensuring people are committed to their work.

Such a manager will not expect initiative and creativity from subordinates. He or she will tend towards rigid schedules because of the belief that employees cannot work without tight direction. Employees are supposed to behave in a certain manner. For instance, employees will be expected to wear the uniform, arrive at work at given hours, stay at their desks for specified periods, and use specified formats in their work. There is no room for flexibility at all. He or she will also tend towards being punitive i.e. meeting tough punishments on subordinates in case of mistakes.

Give five examples of how the different managerial roles could be exercised to effectively manage diversity. Choose at least one from each of the basic types of roles.

Managers have many roles in an organization. However, the basic roles are in planning, controlling, organizing, or coordination and directing or supervising operations in an organization. To manage diversity in the workplace, managers would have to rely on different management skills to instate plans, control measures, organizational structures, and directions that are accommodative of all.

It is the role of managers to make both short term and long term plans in an organization. Planning for diversity is important towards ensuring diversity is dealt with in a good way. One way of planning for diversity is working on a proper human resource mix.

A manager needs interpersonal skills because as a leader he or she forms the fabric around which cohesion in the organization can be harnessed (Woodall & Winstanley, 1998, p. 91). Therefore, he or she will personally be involved in the morale-building for employees and encourage his or her subordinates to be supportive of each other. This is easily achieved through building organizational culture and structure that allows for the participation of employees. For example, through encouraging community of practice, the manager by personally joining and being part of teams encourages teamwork. Through teamwork, individuals are encouraged and all individuals can grow.

The manager has to use his technical skills to generate information and process the same towards aligning organizational operations (Woodall & Winstanley, 1998, p. 74). For instance, information on organizational diversity and integration points can be tapped into and such programs set in place that ensures cohesiveness. If an organization has too many independent departments, a manager can do well to instate information technology networking mechanisms using such software solutions as SAP.

Finally, managers can handle diversity through proper supervision and control. Often managers are directly involved in the supervision or in formulating policies that guide control and supervision in an organization. Through formulating a comprehensive policy that supports diversity, managers can ensure an organization’s employees appreciate and cherish diversity.

Identify the advantages and disadvantages of group decision-making. Describe at least two ways that groups can overcome some disadvantages, using an example of a group of students doing a course project.

Group decisions, in an organization, are often very advantageous. When a group of workers or students decide by themselves, they are more likely to commit themselves to the decision than when an individual decides for the group. Awesome results are registered in a group after a group decision because all members understand the course of action to be taken. Group decisions also benefit from the diverse strengths of the members and are more likely to be better informed than individual decisions. Consequently, due to the diversity, perspectives on issues by the different members are broadened leading to the discarding of biased positions.

However, the advantages of group decisions notwithstanding, they have several disadvantages. The group decision-making process can kill team spirit if it is not managed properly. For example, if some members do not give due respect to other’s opinion, conflict arises that may lead to poor working as a group. Secondly, group decisions often require a lot of time due to lengthy deliberations before compromise. Finally, accountability and responsibility for group decisions are shared and thus individuals tend to slag when responsibility and accountability are not fully theirs. Competition among members often derails full accountability or responsibility for group decisions.

Some of these challenges can easily be dealt with. For instance, to ensure all members on a course work project respect each other in group deliberations, training on brainstorming, and respect for others can be instituted. It makes a big difference when all members in a group learn to be assertive (Parnes, 1986, p. 11). Facilitation can be improved with clear rules set. To deal with the issue of accountability, roles have to be divided, and members are given full accountability for given issues. When individuals know they are fully accountable for enforcing given aspects of group decisions, they are more likely to do their best and ensure awesome results.

Reference List

Koontz, H. & Weihrich, H. (2006). Essentials of Management. 7^th Ed. Delhi: Tata McGraw-Hill.

Kurtz, D. L. (2008). Contemporary Marketing. 13^th Ed. New York: Cengage Learning.

Parnes, M. (1986). Innovations in Social Group Work: Feedback from Practice to : Proceedings of the Annual Group Work Symposium. New York: Routledge.

Woodall, J. & Winstanley, D. (1998). Management Development: Strategy and Practice. New Jersey: Wiley-Blackwell.

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Organization Management Analysis

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