Organizations have strategies to ensure attainment of their goals become a fundamental idea for all employed in the organization. This takes sacrifice from several people in dedicating their efforts to attain the target. Managerial role is in fact a pivotal aspect that makes this dream possible. These personnel are the driving force that stresses the need of everyone adopting to the firms objectives and policies. Their take in this role will go well if they institute measures in line with the business.
Their subordinate staffs must also be in unison with their role to help them implement these measures. In most cases, the firm may experience ups and downs because of resistance from a few senior staffs with different ideas. Therefore, it will call for the need to reach a consensus (Laszlo & Laszlo, 2002).
This must take into account every employees role in the firms output. Ignoring ideas from the lower ranks of staffs would send some signals, which make the process a difficult one. As managers look forward to reaching their goals, they would need to strictly implement their role in the firm, while at the same time abiding to the organizations objectives and policies (Kubiszyn & Borich, 2009).
In this context it is necessary to address five main managerial roles and how they have a lasting impact on the organization if not instituted well. The first role is planning, managers have to know the desired direction the firm is focussing on, this will help formulate tangible policies in advance in line with needed changes (Laszlo & Laszlo, 2002). Planning defines the future outcome and the firms growth in terms of turnover rates, financial gains, manpower, and other prospects.
The planning method instituted must therefore, predicts the business core functions to be reliable. A reliable prospect is likely to bring change in all facets within the organization endeavours (Rocha & Tordera, 2008). This must align with the companys mission statement and core values to ensure smooth flow of operations. Managers would be tasked with ensuring their plans are genuine and do not contradict the business purpose.
To achieve this it would be essential to have general and specific approaches that define the stages of chore implementation to avoid chaotic operations. This ensures every stakeholder attains the set target timely. Sound planning would yield tangible results at the end of specified period if properly implemented.
This should be the basis of planning for the next financial year. But sometimes the company may decide to overhaul the initial plans if the management realises the process does not bringing anticipated returns (Marques & Simon, 2006).
Secondly, organization in any business setting is a pivotal aspect that helps the firm attain its goals and objectives. This is the cornerstone in the sense that it ensures the workforce aligns to specific chores and strives to attain assignments as specified. Organization of workforce in line with the firms policies protects the welfare of both parties; this ensures a reliable process that is accountable and free from mismanagement.
A good organizational skill in a managerial post suffices in making the personnel contribute immensely (Kubiszyn & Borich, 2009). Assignment of activities to the workforce would consider factors like ability in the capacity, experience, and individual qualifications. Managements need to grasp these basic issues to enable them run organizations profitably.
Recruitment of the right people for a given chore should be in the firms policy, their method of hiring should also help organize the institution to achieve its objectives. Many organized firms have measures that evaluate their human resource in terms of performance and attainment of specific targets within dockets.
This provides them with alternatives like holding refresher courses and workshops to keep them updated on their chores; others have schemes of rewarding the best performers. The approach has an impact of boosting working morale, which translates in high profits (Marques & Simon, 2006).
Thirdly, commanding the employees in a sober manner makes them realise the importance of attaining the firms mission and this would help in moving everyone forward. This function may not go well with every stakeholder in the firm, but it is crucial in instilling a working culture, which translates into good returns. Supervisory skills help these personnel attain their duties without sending negative omens.
These must be in accordance with the policies and objectives to make everyone comprehend the necessity of doing that. In certain instances, inspiration is possible through clever commanding method. One can make the approach in a way that it would inspire workers to respond positively in realising the set target.
This should help restore sanity especially if a department fails to maintain the standards it ought to attain. Unlike planning and organization, this managerial function can undergo neither overhaul nor reinstitution; it therefore, depends on signals of poor workmanship. Commanding would not apply in most cases because responses come from specific signal as stated above but it does help to ensure completion of the right chores within a specified duration (Rocha & Tordera, 2008).
Fourthly, coordination links the first three functions to bring order within the firm. Managers should ensure coordination of entire duties is prompt for effective implementation. This ensures those concerned identify with specific roles and thus embark on appropriate measures of tackling them.
When planning, the most vital aspect is attainment of the project mission (Rocha & Tordera, 2008). This largely depends on good coordination of human resources. To attain this, manager will have to be knowledgeable in all areas of importance and deploy skilled personnel to those dockets (Laszlo & Laszlo, 2002).
Reviewing of each sections performance would also help in coordination because this draws attention to a segment that lags behind and recommends institution of new force to take the mantle burning. Therefore, evaluation of output and turnover helps in identifying measures that needs institution and implementation before carrying out coordination to restore the projected plan.
Finally, controlling business activities is the other managerial function. This is the main role that the previous four functions would hardly attain core values without it. Strategies laid in the initial stages need evaluation and scrutiny to enable relevant authorities take a bold step in controlling the business empire back in track.
Deviation of reports from projected outcome will need examination of possible causes and coming up with models to help restore the process. Analyst will provide recommendations to the executives who eventually channel their advices to managers to take decisive steps in controlling the firms activities back on track.
In most instances control of functions would be in line with the companys objectives. This provides harmony across various business sections under control. In scenarios where there is no institution of these five functions the organization would fail to realise its mandate. The aftermath would be low turnover and financial loss (Marques & Simon, 2006).
References
Kubiszyn, T., & Borich, D.G. (2009). Educational Testing and Measurement: Classroom Application and Practice (9th ed.). New York: John Wiley & Sons.
Laszlo, K.C., & Laszlo, A. (2002). Evolving knowledge development: The role knowledge management in a changing world. Journal of Knowledge Management, 6(4), 400-412.
Marques, D.P., & Simon, F.J. (2006). The effect of knowledge management practices on firm performance. Journal of Knowledge Management, 10(3), 143-156.
Rocha, F.S., Cardoso, L., & Tordera, N. (2008). The importance of Organizational Commitment to Knowledge Management. Comportamento Organizacional E Gestao, 14(2), 211-232. Web.
Organizations are reflective of a conglomeration of different factors within and outside its setting. The success of any organizations is always accredited to the good leadership style employed by the top executives.
However, the performance of an organization depends upon a variety of factors including internal as well as external factors. Internal factors may include management strategy adopted by the company while external factors entail issues such as government policy, competition and globalization, as well as the general environment within which an organization operates.
Top managers perform a pivotal role in the management of any organization through their role of devising strategies as well as formulating policies guiding the companys operations towards achieving the set goals and objectives (Hanson, 2008; Sadler, 2003). Besides, they also have a mandate of directing and coordinating the overall operations of companies.
Through their controlling and leading role, the managers are responsible for allocating resources to various departments in addition to leading the other people in the management team to effectively carry out their duties. Consequently, the top managers greatly affect the performance of the organizations.
However, other stakeholders such as management team, government as well as the industry are equally important in the performance of the firm (Hooke, 2010).
Internal factors affecting the performance of a company
The strategic leadership theory holds some facts as far as the link between top managers and organizational image and performance is concerned. To begin with, the executive managers are involved in offering leadership roles that propel the performance of their organizations. As leaders, the executive managers design the company goals and objectives that are meant to steer the operations of the firm (Hooke, 2010).
Furthermore, the managers formulate policies as well as devising strategies to ensure that the designed goals and objectives are achieved. The company is therefore governed by the policies formulated as well as strategies adopted by these managers (Minichilli et al, 2010).
The policies therefore govern every facet of the company operations including relationship among the employees within the company, their relations with the superiors as well as the customers. Consequently, the operations of an organization are immensely affected and so is its performance (Minichilli et al, 2010).
On the other hand, strategies adopted by the executive managers also have direct impact on the performance of an organization (Richard, 2009; Sadler, 2003). According to Richard well informed managers have the ability to shape the organization they lead (16). The management strategies implemented determines to a large extent the competitiveness of a firm compared to its opponents in the industry.
Hitt et al (2009) argue that a companys competitive ability is enhanced when the managers establish as well as implement strategies that add value to the company (4). For instance, such competition was witnessed between Airbus and Boeing where both the companies adopted different competitive strategies to not only survive in the market but also make profits.
Airbus introduced super jumbo with a large capacity while its competitor chose a medium-sized plane with a passenger capacity but efficient thereby winning the competitive battle (Hitt et al, 2009).
Generally, Richard concludes that such authority to make decisions on behalf of the company is only left for the top managers in centralized organizational systems but delegated to lower organizational levels in decentralized systems (Richard, 2009).
Executive managers are also bestowed with an important role of controlling the allocation of resources within the organization. They therefore have the authority over the distribution and allocation of resources to the various company departments (Jing and Avery, 2008).
Well-informed managers would ensure equitable distribution of such resources which in turn improve the performance of the farm as each departments requirements is taken care of. However, poor resource allocation would create scarcity of such vital requirements in some departments thereby impacting negatively on the organizational performance (Jing and Avery, 2008).
The executive managers are therefore conferred with the authority and power to allocate essential resources as well as create rules that govern such allocation. Consequently, the top managers have a direct impact on the performance of a company.
However, Golsorkhi et al (2010) takes a different perspective concerning such powers (111). They argue that the managers power is regulated by the norms of a proper conduct as shared by their counterparts as well as junior employees within the organization (Golsorkhi et al, 2010).
They reiterate the interdependence of organizational structure and the agency as stipulated in the structural theory. According to the theory, the resources are controlled by the existing rules and regulations which happen to form a social system (Golsorkhi et al, 2010).
External factors affecting the performance of a company
The performance and reputation of a company is also accredited to other factors apart from the management strategies adopted by the top managers. These external forces may force the companies to adopt certain strategies that would affect their performance positively or worse still, negatively.
At the outset, political forces may compel an organization to adhere to the laid laws such as tax laws and environmental compliance (Ofosu-Amaah, 2000). These legislations will shape the company to be socially as well as environmentally friendly hence improving its public image and reputation (Ofosu-Amaah, 2000).
Moreover, governments may decide to offer subsidies to organization in which they have ownership in an attempt to increase their productivity as well as sustain employment in those companies.
For instance, nations such as France, Spain and Germany have acquired ownership in the Airbus thereby ensuring that the company prospers in business thereby curbing the heightened unemployment rate (Hitt et al, 2009). However, elevated taxes levied on the organizations may eject them from their operations.
On the other hand, ecological perspective refutes the fact that organizational success is wholly accredited to the top managers but to the environment within which the organization operates. The environment here may include such factors as globalization and competition (Pine and Davies, 1999). In the recent past, there has been an augmented interdependence between different economies as well as organizations.
Such relations have improved the performance of the involved organizations as they can exchange modern management strategies as well as innovations necessary for both their survival as well as profitability. Conversely, competition has impacted on the performance of different organization in the same industry (Pine and Davies, 1999).
Through competition, companies have resorted to mergers in order to overcome the business hurdles currently witnessed in the competitive market. Such merger enables the organizations to learn from others management strategies as well as tackle pertinent and complicated issues in the industry together (Hanson, 2008).
By adopting other successful organizations strategy, the companies in competition are able to improve their performance enormously (Hitt et al, 2009).
Conclusion
Organizations are reflective of a collection of a variety of factors within and outside its setting. To begin with, the performance of any organization is influenced by the management strategy adopted by the management team as well as other external factors including the general environment within which it operates competition, globalization as well as government policies such as tax laws.
Reference List
Golsorkhi, Damon et al (2010) Cambridge Handbook of Strategy as Practice. Cambridge. Cambridge University Press.
Hanson, D. (2008) Strategic Management: Competitiveness and globalization. 3rd edition. Asia Pacific, Thomson.
Hitt, Michael et al (2009) Strategic management: competitiveness and globalization: concepts & cases. 8th edition. Florence. Cengage Learning, Inc.
Hooke, Jeffrey (2010) Security Analysis and Business Valuation on Wall Street + Companion Web Site: A Comprehensive Guide to Todays Valuation Methods. 2nd edition. New York. John Wiley and Sons.
Jing, Fenwick and Avery, Gayle C. (2008) Missing Links In Understanding The Relationship Between Leadership And Organizational Performance. Sidney. Macquarie University. 7(5). 67-78.
Minichilli, Alessandro et al (2010) Top Management Teams in Family-Controlled Companies: Familiness, Faultlines, and Their Impact on Financial Performance. Journal of Management Studies. 47(2) 205222.
Ofosu-Amaah, Paati (2000) Reforming business-related laws to promote private sector development: the World Bank experience in Africa. Washington DC. World Bank Publications.
Pine, Joseph and Davies, Stan (1999) Mass customization: the new frontier in business competition. Harvard. Harvard Business Press.
Richard, L. (2009) Organization Theory and Design. 10th edition. Florence. Cengage Learning, Inc. 2009 p16.
The quality of employee performance is one of the most important aspects of management in a workplace. Many aspects of management determine the quality of employee performance in the workplace. These include the style of management, management systems that have been put in place, employee motivation, and the work environment.
First, the style of management that managers adopt at the workplace determines the quality of performance of employees. Performance is boosted by involvement of employees in the decision-making process, equal treatment, effective communication, and encouragement of innovation and creativity.
Employee performance improves when employees are allowed to make organizational decisions in their fields and allowed practice their creativity and innovativeness. Good managers allow employees to decide what is fit for them in the workplace.
They neither dictate nor command, and they encourage open discussions and sharing of information. This motivates employees and creates a sense of belonging and value, which helps to improve performance.
Secondly, developing an appropriate work environment is an important aspect in determining the quality of employee performance. Managers should establish workplace rules and regulations that motivate employees to achieve the organizations goals and objectives. In addition, the quality of values, norms, and the corporate culture determine the quality of performance.
Employees follow the rules and regulations that govern employee behavior and performance at the workplace. Therefore, managers should consider employee needs and preferences when establishing rules and regulations to govern them at the workplace. The workplace environment should encourage employee freedom, creativity, and individual initiative without creating a feeling of restriction or limitation.
Thirdly, motivation is a vital aspect of employee performance. Motivated employees work harder, provide high quality customer service, are more creative and innovative, handle challenges effectively, and are good problem solvers. Managers can use several methods to motivate employees. These include employee recognition, rewards, and training.
Recognition and rewards are two of the most commonly methods used by managers to improve performance. These two methods create a feeling of being valued by an organization and as such, motivate employees to work more.
Incentives such as free memberships to health clubs, free holiday trips, and personal days help employees to relax, spend time with their families, and reduce work related stress. This leads to improved employee performance.
Fourthly, developing management systems such as education, training, and development is vital. Employee training helps employees to know and understand what they are expected to do in order to achieve the goals and objectives of the organization.
These systems should provide the necessary tools and skills that help to improve employee performance. Developing the skills of employees is important in motivating them. Managers should establish employee development courses that ensure that employees constantly engage in activities that improve their skills and performance at the workplace.
Appropriate employee behavior is vital in ensuring good customer service. From a managers perspective, employees should be honest, kind, polite and patient in order to offer high quality customer service. Customers have different personalities and it is important for employees to know how to deal with different personalities. Employees should listen to customer complaints and feedback and respond appropriately.
This is vital in efforts to create customer loyalty. Employees should also research on customer needs and preferences in order for them to serve them better. Politeness and kindness make customers feel respected and valued by an organization. Employee training should include methods of ensuring high quality customer service.
Organizations performance largely depends on the environment under which they operate. Here, environment can mean either internal or external factors that directly or indirectly affect how an organization operates towards achieving its set goals.
These factors are known for causing either positive or negative impacts that consequently influencing how that organization works. In most cases, environments dictate how organization operates, and the more stable an environment is, the more successful it will be. At times, organizations can change their way of operation or structural body in order to match with the environmental conditions.
Environment also has a contribution towards the strategic plan of the organization. This is important because it provides means in which set goals and objectives are achieved.
For an organization to perform best, it must have competitive advantage in that, it must be in a position to offer different goods and services in a different manner with the immediate organizations or of the same goods and services but in a different way that is most likely to satisfy the customer.
Other factors in the surrounding that are likely to have an impact on an organization include; the market in which it operates, availability of skilled labor, availability of required resources and raw materials, accessibility, availability of potential customers and their level of demand for the products.
The internal factors may include; management, organizational structure, availability of funds and synergy aspects in the organization (Draft, Marcic, 2010). In some cases, organizations can change the environment under which they operate; this is due to the objectives, goals, vision and mission of the organization.
Due to the services delivered, organizations can affect its surrounding either negatively or positively. The type of environment available is bound to determine how an organization will operate either for the better or worst.
How environment shape organizations
The ability of an organization to succeed depends with the ease with which it adapts to the new environment. This is due to the fact that environment has the capability of affecting how resources are utilized and how products are received by the customers.
In most cases, organizations are affected internally by factors such as regulation measures for safety and other services such like packaging and advertising. Work processes and organizational structure is also affected (Harrison, 2005).
Environmental factors that are bound to affect an organization are divided into two categories, that is; PEST and SWOT. Under pest, political, economic, social and technological (PEST) aspects are considered. On the other hand, strengths, weaknesses, opportunities and threats (SWOT) are considered. These factors are determined through analysis that is PEST and SWOT analysis respectively.
PEST analysis and at times referred to STEP analysis can be defined as macroeconomic factors that are capable of influencing strategic planning in an environmental scan. In the United Kingdom, environmental and legal factors have been chipped in amounting these acronyms to PESTEL or PESTLE. Today, ethics and demographic factors have been included to make the acronyms STEEPLED.
PEST analysis is important as it helps an organization know some of the factors that have to be put in mind for a successful operation. Usually, it enables an organization understand its current position, its potentials, performances of its market and how to continue in its field of operation without much hindrances.
The earlier mentioned macroeconomic factors do not directly affect an organization but do affect demand and supply of goods and services eventually affecting its performances. PEST analysis is vital especially when a company wants to join a new market as it helps identify the available opportunities (What is PEST analysis? , n.d)
Main aspects of PEST analysis
Economic
Factors considered here include; changes in various rates such as inflation, exchange and interest. Economic growth in a country is inclusive; this factor is core for any business progress as it determines its easy or difficult of succeeding. This is so because it affects demand and available capital plus its cost.
In cases where capital is readily available due to its cheap cost, organization can be in a position to invest easily with hopes of making profits. It is also apparent that demand of some goods and services grows with the positive growth of a countrys economy.
Chances for successful exploitation of a certain strategy is also determined by the economic conditions at the very time, it is possible for an organization to perform well during economic recession while another can only succeed during economic rise depending on the services or goods being provided.
It is therefore possible for the latter one quitting the market making a way for the former to get into the market. Many organizations leave the market during times of economic crisis.
Exchange rates are also known to determine hoe cheap or how expensive imported goods are, this suggest the price at which goods and services offered by the organization will be sold or bought at. Inflation rates have a great influence on a companys progress because with a continued increase in goods prices over time, demand decreases and this affects sales in a company leading to its collapse.
Variations in rates of interests can have adverse effect on organizations during loan repayment or any other payment. This is in the sense that, repayment is made b use of the agreed rate regardless of the rise or drop in rates at the time of payment.
If for example, during time of crediting the rates are high then they drop during payment, the company is likely to gain in terms of monetary value and vice verse. All these rates are interrelated and they have an impact on how an organization operates.
Political
The government has an influence on a countrys economy through; tax policy, political stability, employment rules, environmental laws, tariffs and trade restrictions. In most case the government have the mandate to determine the goods to import or export and those ones not to. Also, it can decide on the countries to trade or not trade with. These decisions affect organizations either positively or negatively.
Interest rates are influenced by inflation rates which greatly depend on the banks restrictions outlined by the governments priority. The government has a big role in the determination of how organizations are funded. Political stability has also a direct effect on how a company can perform.
During political crisis, many companies are unable to operate leading to their low performances, as compared to the times when there is peace in a country. Qualified labor is required for best performance which ii only possible through training that is directly influenced by the government.
A countrys infrastructure and health are also under the control of the government and they have an impact on the companies progress in terms of goods and services delivery and adequate labor respectively.
Social
Demography, age distribution, health issues, safety concerns and profession stance are some of the factors under this. A companys performance and its products demand are dictated by social aspects. For example, young people have vigor and are more willing to work as compared to the aging employees, this has a direct effect on how a company operates and if young labor is to be incorporated, labor value increases.
Demand of a companys products depends on age distribution and the number of people working. It is therefore important for a company to recognize how demand changes with fashion in order to operate to an optimal customer satisfaction.
Technology
Technology is comprised of automation, technological advancements, research and development (R and D activity). These factors have influences such as lowering entry barriers into the market, maintaining economic level quantity (EOQ) and decisions outsourcing.
Technology leads to innovations and creation of new industries. Technology offers a company competitive advantage thus creating threats to the existing ones. It has a hand in improving an organizations services and products though this can be an additional cost due to the required training before it is being implemented.
Environmental
Specific industries are prone of environmental and ecological factors such as weather and climate change. Such organizations include; insurance, tourism and agriculture. Knowledge of these factors influence companies performance and how they deliver creating. This paves way for new market and demolition of the ones in operation.
Legal
These factors include laws such as antitrust, employment, consumer, discrimination, security and health. All these laws affects ways in which an organization works and the rate of its products demand.
PEST analysis is an appropriate and effective tool of creating a clear image of the environment under which organizations work.
Threats and opportunities of a given organization are determined through this analysis hence supporting strategic planning that helps in attainment of the set goals in a more sufficient manner compared to its surrounding competitors. Together with PEST analysis, SWOT analysis can be used in order to determine environment- organization relationship.
SWOT analysis
SWOT analysis is a method used before any strategic planning or marketing for a company is done. It is an auditing tool that evaluates an organizations strengths, weaknesses, opportunities and threats. Before this analysis is carried out, objectives have to be set in order for this analysis to determine whether they are attainable, if not a different objective is set until an obtainable one is got.
Strengths and weaknesses are considered to be internal factors of an organization while threats and opportunities are external factors (SWOT analysis, n.d). Internal factors can be controlled by an organization and may include marketing and finance while external ones cannot, they comprise of political influences, economic conditions, technology advancement and completion among others.
SWOT analysis is also known as TOWS analysis. It can be used to aid in decision making in an organization. Some of the things that can be assessed through SWOT analysis include; how to carry out sales, an organizations stand in the market, available opportunities for investment, decision outsourcing to mention but a few (SWOT analysis method and examples, with free SWOT template n.d).
Strengths
Strengths are features of a company that puts it in a position to perform well in the market as compared to its competitors. Strengths give an organization a competitive advantage. This is attributed to the availability of competent labor and resources. Always, this enables a company to meet customers needs in a more sufficient way making it venture well in its activities.
When customers wishes are met, then demand for this organizations products increases making a continued operation of the company. Due to strengths in some organizations, they are capable of operating sufficiently while the disadvantaged ones are forced out of the market.
Weaknesses
Just like strengths, weaknesses are features of a company that disadvantages it in its efforts to compete in the market. This is an internal factor that can be noted by both the organization itself and the customers. Weaknesses are caused by deficiencies in labor and other competences in relation to other organization performing in the market.
These loop holes impedes a companys ability to compete well in the market. For successful operation, such an organization is supposed to accept the bitter fact that it has shortcomings and devise immediate measures of correcting them.
Opportunities
Opportunities are available chances in the environment for an organization to utilize in order to increase its sales and earn more revenue. Chances are available at all places and they are made a reality by such factors such as technological advancement, age distribution patterns, government policies and many more. At times, a market of the past can be ignored not knowing that it is a potential opportunity.
Another opportunity that can be ready for utilization is when there is a positive relationship between the customer and the organization. Opportunities are very important especially when utilized for they enable a firm deliver in the best way possible resulting into customer satisfaction.
Threats
These are external factors that are likely to cause chaos in an organization. Usually, threats affect the environment in which a firm operates and they are often not in a companys control. Threats always present hindrances to a companys efforts to achieve its objectives.
Such factors may include; innovative competitors in the market, high bargaining power in transactions by the potential customers, changes in technology and new laws. Threats are bound to be faced and the only way out is by the organization having to devise ways of countering these dangers.
External and internal factors can be combined to form a tactical medium, such include the following four; Maxi-maxi which is a matching of strengths and opportunities, it is a fact that for an organization to fully utilize the available opportunities, it must first of all put into effect all of its strengths.
Maxi-mini combination which combines strengths and threats which portrays the benefit of an organization using its strength in order to counter evident threats.
Mini- maxi whereby an organizations weaknesses and opportunities are combined, in this, an organization is supposed to make use of the available opportunities in order to combat its weaknesses. Mini-mini which is a mixture of weaknesses and threats, it portrays an organizations weaknesses in relation to the present external threats. Mini-mini strategy helps an organization reduce its weaknesses and counter the foreseeable threats.
Porters competitive model
This model was proposed by Michel Porter in which micro- environment is observed to have impacts on a companys strive its objectives. He identifies five forces that are close to an organization that influences how an organization performs in the marketplace.
This strategy has proved important in the way of analysis external threats to an organization. It is the most commonly used business strategy (Five competitive forces model porter 2011). The five identified forces are discussed below;
Threat of new entrants
It is common for a well performing industry to attract new investors. These new entrants act as a threat to the existing company in that profits will be reduced even up to zero. To discourage such a threat, entry barriers can be raised so as to discourage new entrance into the market.
Exit barriers are also lowered so as to enable poor performing firms exit the market. Examples of barriers involved include revenge from already industry players, capital required, accessibility to distribution routes and scale economies.
Availability of product substitutes
A threat to an organizations products and services is experienced when there exists new and equal substitutes. These encourage customers to switch to these alternatives thus affecting an organizations performance. Apart from a customers readiness to go for substitute, other threats that result from this are; how the new substitutes work in the market and their cost, also how much it costs to switch to this alternatives.
Customers/ buyers bargaining power
Bargaining power for buyers is high when there are many suppliers and more distribution channels for a product. This is a threat to an organization as there will be no constant customers as they will always have a variety means of the required products at a price that is friendly to them. Profits are cut down tremendously when there exists such a threat.
Suppliers bargaining power
Suppliers have a key role in the determination of a companys profitability. This is because they supply material such as raw materials, labor and expertise. When the bargaining power for suppliers is high, then the profits made will be lower.
This is possible when a firm is not the only customer to the supplier or when a supplier is the only one serving the firm. In such cases, a supplier can be reluctant to work with a firm or hike the supply cost and this has a great effect on an organization.
Intensity of competition from rivalry
Rivalry to an organization is brought about by various aspects such as availability of competitors whereby if there are equal organizations in mode of their structure, then competition will be high as compared to when there are rare industries of the same size. Others may include industries costs, product differentiation level, exit and entry costs and strategic objectives (Strategy- analyzing competitive industry structure 2004).
Conclusion
It is evident that an organizations shape is determined by the environment in which it operates. Factors affecting an organization can be either external or internal. In business these factors can be evaluated by use of analysis strategies such as the SWOT, PEST and porters competitive models.
Usually, the identified micro and macro environment are known to influence an organizations performance in the market either positively or negatively. Therefore, an organizations ability to achieve its set goals heavily depends on these environmental factors.
Environment is also capable of determining how organizations enter new markets or exit. Environments are therefore very important as it can help organization know what products to deal with or how to attain a competitive advantage over its rivalries.
References List
Draft, R. Marcic, Dorothy. (2010). Understanding Management. Wodsworth: Cengage Learning.
Five competitive forces model porter. (2011). Web.
Harrison, M. (2005). Diagnosing organizations: methods, models and processes. London: Sage.
Lanier is one of the leading providers and distributors of the office equipment offering a wide range of products for individual users, small workgroups, larger offices, etc.
Laniers Specific Programs aimed at ensuring providing the customer-driven services:
Performance Promise
Customer Vision
The company sells specialized document and printing solutions aimed at overcoming business and workflow challenges.
Performance Promise
If the product sold by a company does not perform to the customers satisfaction, it can be replaced. The replacement requires no charge. The product is replaced either with the same model or a model with comparable characteristics.
Five Year Guarantee for the services, parts, and supplies
Ninety days money back guarantee
Free loan systems for in case of unexpected circumstances
Ninety Four percent guaranteed uptime
Customer Vision
building strong relationships with the customers
creating a customer-friendly environment for doing business
improving the products according to the customer needs
working on constant innovations to the products and services
Importance of Development of Specific Programs
(Performance Promise and Customer Vision)
The implementation of the programs helped the company to change its vision and the corporate culture
The programs enabled the company to provide increasing of the service quality and quality of the goods and engaging in the trustful and stable relationships with the customers
The programs helped the company to discover new niches in the market and become the leader in setting new standards in the industry
Execution of the CI strategy was crucial to enhancing the overall performance of the company due to the significant impact of CI on the effectiveness of all operations within the organization
CI is necessary for maintaining the continuous flow of the high-quality processes within the company
continuous improvement promoted by effective CI strategy implemented in the programs is essential for introduction and development of the innovative solutions aimed at improving the quality of performance of all departments within the organization, as Lanier is a complex and sophisticated mechanism with the codependent functioning units
Effective CI strategy implemented in the discussed programs ensure that different parts and departments of the organization develop and evolve simultaneously and reflect the companys aim towards Total Quality Management
CI Tools and Techniques Used for reinforcing the importance of quality services to customers and employees
Total Quality Management (aimed at establishing the appropriate corporate culture, which will contribute to the development of the continuous improvement)
Implementation of Kaizen principles (feedback, efficiency, and evolution)
Lean manufacturing (aimed at reducing the waste and promoting corporate social responsibility resulting in better relation with the customers)
Total Quality Management
aimed at the improvement of the quality of the products and services
encouraged the implementation and development of various programs
contributed to changing the mission of the company and discovering a possible way of the service and product development.
assisted in emphasizing the importance of the quality of the services to its clients and employees
Implementation of Kaizen principles
gradual improvement instead of radical changes
realization of small improvements made over a long period resulting in significant positive changes in the company services
constant evaluation of process performance as a ground for innovations
effective assessment of the scope of existing problems and the effects of employed improvements
effective assessment of opinions of all people involved in the process of providing the services
focus on maintaining strong personal discipline
Lean Manufacturing
identifying waste, finding the cause and eliminating it
reducing the batch size, which enables to monitor the quality a reduce the likelihood of quality being poor in future batches
building flexibility into the production
accepting no defects and encouraging people to do things right from the first time
reducing overproduction
Is Lanier Successful?
The effective CI management has contributed to the development of the companys sufficient corporate image and ability to remain the market leader with the assistance of the continuous improvement techniques, tools, and strategies.
Proofs of the Companys Success
The company remains the leader in sales in the office equipment segment
The applied programs cover all the areas of companys activity requiring improvement in term of the service and product quality
The company has managed to change the fundamental principles of its corporate structure and emphasize the quality as a primary value of the organization
Two main factors have contributed to the companys success
continuous development effectively managed in all departments and areas simultaneously to provide functioning of the organization as a complex mechanism
consistent collection of measurements to develop the understanding whether the quality of the processes and services is evolving in the positive direction
Continuous improvement is an essential element for the enhancement of the quality of products and services. Effective CI strategy employed by Lanier through its programs has ensured the companys compatibility and success.
To attain high competitive advantage in an extremely dynamic environment, it is imperative for organizations to integrate effective management tools. One of the areas that organization management teams should focus on relates to improving their human capital.
In order to attain this, organizations should formulate strategies aimed at influencing the employees work lives and careers (Grote 15). Performance appraisal is one of the most effective management instruments that firms can integrate in their effort to influence the employees energy in order to achieve their strategic goals.
This arises from the fact that if well implemented, performance appraisal enables employees to be focused towards organizational values, mission and vision. In this paper, the concept of performance appraisal is comprehensively evaluated.
Meaning and definition
Performance appraisal refers to a formal management system that is used by organizations in the evaluation of individual employee performance. Performance appraisal can be defined as the systematic, impartial and periodic rating of the employees on the basis of their present and potential excellence in their job.
Alternatively performance appraisal can also be defined as the quantitative and qualitative aspect of evaluating the employees behavior (Chandramohan 124).
In most cases, it is the employees immediate supervisors who are charged with the responsibility of preparing the appraisal form used in evaluating the employees performance. The appraisal form usually contains a number of questions that assesses the employee performance on different dimensions.
Origin of the topic
The concept of performance appraisal was first conceived in the United States in 1813 by General Lewis Cass. However, the performance appraisal was formally introduced by Taylor & Lord, a New York City department store in 914.
Prior to WWI, most organizations evaluated their employees on the basis of personality and traits rather than their accomplishments (Grote 2). However, after the First World War, businesses adopted divergent merit systems in an effort to evaluate their performance.
The past decades have been characterized by incorporation of diverse systems of evaluating the employees performance. During the 1950s, Peter Drucker introduced the concept of Management by Objective (MBO). Additionally, Douglas McGregor developed the concept of Theory X and Y.
As a result, most organizations shifted from trait assessment and formulated evaluation procedures that were based on goals. Over the years, the concept of performance appraisal has undergone significant development (Grote 3).
According to Grote (3), approximately 75% -90% of all organizations have formulated a formal performance appraisal procedure. Currently, it is generally accepted that the one of the most effective way of measuring the employees performance is by evaluating their results and behaviors.
Importance of the topic to managers/ organizations
Performance appraisal has increasingly been regarded as an indispensable management tool. This arises from the fact that there are numerous benefits associated with performance appraisal to both managers and organizations (Chandramohan 124).
Through performance appraisal, managers are able to make effective decisions with regard to different personnel aspects. According to Chandramohan (124), performance appraisal serves four main purposes. These relate to developmental purpose, organizational maintenance, administrative purposes and documentation purposes.
With regard to developmental purpose, performance appraisal enables organizations to focus on their employees development through integration of strategies such as competency development initiatives and training. The resultant effect is that organizations are able to enhance their employees future performance which contributes towards their career path.
Performance appraisal enables organizations to attain this through provision of performance feedback. According to Bhattacharyya (57), the feedback provided forms the basis upon which the employee improves his or her future performance.
Additionally, managers can assess the employees strengths and weaknesses thus becoming more aware of areas to focus when formulating the training and development program (Snell & Bohlander 347). The resultant effect is that they are able to improve the employees productivity.
By evaluating the employees performance, firms management teams can be able to develop an effective reward system. For example, organizations are able to make effective promotion decisions based on the employees capabilities.
Performance appraisal results into improvement of management/subordinate relationship. This arises from the fact that increases the rate of interaction between the employees and the management team.
Performance appraisal is one of the management tools that managers rely in the process of executing various human resource management roles such as staffing.
For example, some situations such as economic realities may force organizations to undertake downsizing. During this process, managers rely on performance appraisal to ensure that they only retrench marginal performance and retain the most talented employees (Grote 5).
According to Snell and Bohlander (347), the data obtained by conducting performance appraisal can be used to undertake human resource planning such as determining job worth. Additionally, the data can also be used to validate selection tests.
Organizations also use performance appraisal to document human resource management actions that can lead to legal actions. Different governments have formulated directives aimed at ensuring affirmative action and equal employment opportunities within organizations.
To protect themselves from possible legal actions for example on the basis of discrimination, it has become imperative for organizations to maintain accurate employee records. Through performance appraisal, organizations are able to attain this (Snell & Bohlander 347).
Review of literature
According to Sims (80), performance appraisal entails the process through which organizations assess their employees contribution towards the organization after a specific period. Different terms have been used to describe performance appraisal.
Some of these include performance review, performance evaluation, employee evaluation, annual review and employee appraisal. According to Harvard Business School (4), performance appraisal is a system that is used to support organizational employees in their on-the-job performance.
Traditionally, the threat of punishment and economic rewards in order to motivate the employees to achieve the formulated organizational goals formed the basis of performance appraisal. However, currently performance appraisal is undertaken for motivational and developmental processes.
Additionally, performance appraisal should be considered as a dynamic process which is aimed at improving the organizations performance. As a result, the process of performance appraisal should be an considered as an ongoing process and not an annual process.
Grote (1) asserts that the process of performance appraisal should follow a 4-phase model which includes performance planning, performance execution, performance assessment and performance review. The chart below illustrates these four phases.
Source: (Grote 3)
Bhattacharyya (54) is of the opinion that performance appraisal is one of the most important elements of performance management. It is not possible to conduct performance management without integrating performance appraisal.
The chart below illustrates performance appraisal as an element of performance management. Performance appraisal enables organizations to understand their position with regard to performance relative to that of their competitors.
Considering the dynamic nature of environment within organizations operate, it has become imperative for organizations to incorporate the concept of performance appraisal in their effort to attain employee performances and management goals.
Through performance appraisal, organizations are able to develop and sustain their competitive advantage. Performance appraisal takes diverse forms such as formal or informal, open or confidential and oral or documented. In their operation, organizations adopt formal and documented systems of performance appraisals (Sims 80).
Bhattacharyya (55) is of the opinion that the process of performance appraisal contributes towards improvement in the level of performance both at the organizational and individual level. However, in order to attain these benefits, it is paramount for organizations to develop effective performance appraisal systems.
For example, a particular performance appraisal system that contributes to some of the employees being rewarded while the others are left out may increase the level of de-motivation.
In the process of designing a performance appraisal system, firms management teams should ensure that they take into consideration more than one objective. The appraisal system should focus on issues such as rewards, promotion, employee development and mentoring and development.
Discussion
To effectively conduct performance appraisal, management teams should consider a number of steps. The first step entails establishing performance standards by writing down the job description. The second step entails communicating the standards to all the employees so as to ensure that they understand the basis of the performance appraisal.
The third step involves actual measurement of the employees performance. During this step, it is important for firms to undertake short term reviews rather than annual reviews. The fourth step involves comparing the employees performance with the established job standards.
The next step entails discussing the results of the appraisal process with the employees. Finally, the managers should rely on the findings to initiate the necessary collective actions (Bhattacharyya 55). The chart below illustrates the process of performance appraisal.
Source: (Bhattacharyya 59).
When conducting performance appraisal, effective techniques should be used. There are different appraisal techniques suggested by scholars. Some of these include peers, subordinates, supervisors, customers and self-appraisal. Organizations should select appraisal techniques that best fit their needs.
However, more than one appraisal methods should be incorporated in order to improve the validity and reliability of the results. An example of performance appraisal system that should be taken into account is the 360-degree. This system enables organizations to collect information about the employee from different sources such as from colleagues, direct reports, suppliers, customers and team members (Shaw 23).
Conclusion
Performance appraisal is one of the oldest concepts in management. Over the years, the concept of performance appraisal has undergone significant development. For example, it has shifted from being based on personality and traits to goals. Currently performance appraisal is also conducted on the basis of results.
From the above analysis, it is evident that performance appraisal is one of the most important management activity. If well implemented, performance appraisal can benefit both employees and the organization.
Through performance appraisal, organization management teams are able make effective decisions with regard to various personnel aspects. For example, they are able to formulate effective employee training and development programs, formulate reward systems, and undertake HR planning.
Through performance appraisal, organizations are able to formulate and implement effective employee motivation strategies thus increasing their productivity. The resultant effect is that the effectiveness with which the organizations attain their goals is increased.
On the other hand, performance appraisal enables employees to attain their personal and professional development goals. This is due to the fact that it enables employees to understand their strengths and weaknesses.
Additionally, the training programs implemented by organizations enhance their career paths. However, attainment of the above benefits is dependent on the effectiveness with which organizations have implemented the performance appraisal system.
As a result, the above steps should be taken into account when conducting performance appraisal. Additionally, the most appropriate performance appraisal technique should be used.
Works Cited
Bhattacharyya, Dipak. Performance management systems and strategies, Sydney: Pearson Education India, n.d. Print.
Grote, Richard. Performance appraisal question and answer book: A survival guide for managers, New York: American Management Association, 2002. Print.
Harvard Business School. Performance appraisal: Expert solutions to everyday challenges, London: Pocket Mentor Series, 2009. Print.
Shaw, Douglas. Performance measurement, management and appraisal sourcebook, Amherst, Mass.: Human Resource Development Press, 1995. Print.
The CEO of the organization asked me to submit a report with recommendations on how my department could solve a number of problems within the organization.
The objective of this report, therefore, is to articulate the problems affecting the performance of the organization and devise ways of solving them in order to get the organization back on performance excellence.
My team employed a number of methods in the study. We used observation methods, camera surveillance, interviews and discussion. We identified the following problems: increased customer complaints, poor data entry and record keeping, generational groupings among the Baby Boomers, generation Y and X, dissatisfaction among the employees, stress among the employees, poor communication in the organization, high attrition rates in generation Y and X and a general lack of motivation among the employees.
After a careful study of the origin of these problems, we decided on a few changes that, if implemented, would remedy the situation in the organization. The high rate of bureaucracy in the organization needs to be scrapped and replaced with a more liberal model which gives the employees and customers a priority over the organization. The rigid system of operation will also be neutralized with a more flexible approach than the existing one.
Communication within the organization also needs to be improved, with the employees being involved in the decision making process. Communication among the employees will also be encouraged in order to avoid the existing stereotypes and suspicion. Motivation strategies will be instituted, with more concern given to employee needs and satisfaction. Non-cash incentives will be issued as rewards for good performance to employees and all employees will be treated fairly.
Introduction
Background: Our organization has been experiencing problems among the employees for some time now. This seems to have adversely affected its overall performance. This is reflected by the feedback we receive form our customers and the government. The employees have demarcated themselves into generational groups, each of which acts with suspicion of the other.
This has bred a culture of hatred among the senior, middle and young employees, thus, the lack of effectiveness in the organizations performance. The organization is highly bureaucratic and employees operate under rigid rules and procedures. This system breeds a system of controls and hierarchy which is detrimental to effective execution of tasks within the organization.
These have led to lack of motivation among the employees, almost grounding the organizations performance (Barrows and Powers, 2008). This creates the need to come up with mechanisms that will help contain the situation.
Aims and scope: This report undertakes to investigate the reasons for the poor performance of the employees and organization in general. The report also recommends ways by which the problem can be dealt with and possibly eliminated.
It will study into details the generational demarcations and the effect they have on employee performance. It will also take a critical look at the concept of bureaucracy and possibly recommend better procedures within the organization that will reduce the amount of bureaucracy (Galbraith, 1977) and (Schermerhorn et al, 2011).
Discussion
Data entry and record keeping
There has been a rising concern by the government about poor service delivery of the organization to the public. This has led to a partial cut in funding of the organization by the government. Government auditors have been complaining of poor, untimely and inaccurate data entry into the books of the organization.
My team investigated this matter by observing the accountants found out that they are largely to blame for the menace. The head accountant, who is a Baby Boomer, is quite aged and of poor health. Most of the time, he is away from work due to health complications. However, he cannot delegate his responsibilities to his assistants of generation X and Y. This is because he believes that they are not as qualified to handle the task and that they are not serious at work.
The organizations strict bureaucratic procedures also cannot allow these duties to be relegated to someone else apart from himself. There are some forms that have to await the government auditors signature for days and even weeks. All the work has to be piled up awaiting his return to office in order to be done. This explains the untimely entry of data.
Another observation we made was that the conduct of the junior accountant staff is wanting. My team, in disguise, found out that the junior accountants, all belonging to generation Y, did not take their work seriously and with the caution it deserves. They listened to radio and engaged the social media during work. In one of the incidents, he gave my man a receipt with the wrong figure and did not realize to rectify this error.
Generation Y
This is the generation of persons born between the 1970s and early 2000. This generation is generally characterized by increased use of and familiarity with the communication technology, media, digital technology and neoliberal approach to almost everything (Strauss and Howe, 1991)
This explains why, in our observation, most of the younger staff broke most rules within the organization code of conduct. They seemed to be always at loggerheads with the Baby Boomers arguing about the right thing to do in every circumstance. This explains the sharp division between the Baby Boomers and the generation Y.
When interviewed about the sluggish nature of their working, the generation Y confessed that they did not find the organization objectives and mission fulfilling to their individual desire of growth and a feeling of self worth (Martin and Tulgan, 2001). Most of them were in the look out for other jobs and were willing and eager to leave immediately another job opportunity came up.
They also said that the staff was biased against them. The much older employees and management were pointed out as the most biased. They treated them unfairly and did not give them a chance to explore their capabilities. They also found out that work in the organization was boring, applying same procedures quite repetitive, no creativity was allowed and there were strict timelines and reprimands by their superiors over petty mistakes.
The employees also spent most of their times in exciting activities like listening to music and chatting in the social media as a way of eliminating the boredom.
Generation X
This is the generation born after the Baby Boomers from the early 1960s to 1980. They are defined as a group of people without identity, who face an uncertain, ill defined and hostile future. The older generations view generation x as reactive people who are more focused to money than anything else (Stephey, 2008).
These employees, when interviewed, expressed concern that the management did not factor in their needs. Most of them were parents and needed time to be with their families. They left work for home earlier than the rest and were never willing to work overtime. Because of this, many fell out with the management for neglecting their duties and showing no real concern for responsibility at work.
This makes the employees feel that the management does not understand their needs. This has led to a negative attitude among these employees with the management. This has contributed to poor work relations and the entire performance of the organization.
Baby Boomers
This is the generation of persons born in the post war period of between 1946 and 1964. These come with privileges since most of them are brought up in the period when there is great affluence. They regard themselves as a special generation that values traditions and rules.
This generation sharply contrasts generation Y who does not value traditions, and would be better off doing new things and applying new techniques at work. Because of this, the two groups seem to be in perpetual conflict with each other. The Boomers do not approve of most things that the generation Y does. They feel that they are lazy, spending most of their work time on activities that distract them from work. This, to them, is unethical of work and should not be allowed.
The generation Y, on the other hand, feels that the Boomers do not like them, and are out to make their life at work difficult. Observations carried out in the study found Boomers and generation Y in consistent conflict and confrontations.
At meetings, Boomers opposed almost all of generation Y suggestions, rubbishing them as childish. The Boomers are the only group that upheld the concept of bureaucracy, therefore, perceived by generations X and Y as frustrating their efforts at work and as responsible for the poor performance of the organization.
Stress
This was found to be a common feature for all employees. They are generally dissatisfied with the organization. While people in generation Y want a place where they can explore their talents further and exhibit their expertise, generation X want a place where the management can understand and provide for their needs, giving them ample time to tend to their families.
The Boomers are fine with the organization procedures. However, they have a problem with their fellow employees, who they feel are antagonistic to work procedures, therefore, jeopardizing the performance of the organization.
The management is facing a hard time while coordinating these employees who have divergent views and ideas about working. The generation X and Y view management as hostile towards them and not understanding their needs.
Communication
Communication in the organization is lacking. Most of the instances when employees talk, there is always confrontation and blame game. According to Fletcher and Major (2006), teams report greater team work and success rates at work when they work and communicate face to face. The media richness theory points out that communication in the work place increases the degree of effectiveness in the organization (Daft and Lengel, 1986.)
In this organization, effective communication is lacking. Therefore, a lot of misunderstanding occurs among employees and with the management. This explains the high number of conflicts witnessed in the organization, with some employees not talking to each other t all (May and Mumby, 2005).
The employees also feel left out in the decision making process. They are alienated in the formulation of work procedures. Their consent and suggestions for working procedures and suggestions for effective changes is never sought by management. Instead, rules of operation are imposed on them and they are expected to adjust and accommodate the rules and changes without opposition (Suh, 1999).
Customer complaints
This organization has for a long time maintained an effective customer feedback program. For some time now, we have been receiving negative feedback from our customers concerning the organizations service delivery and customer care.
Surveillance cameras were secretly put in places where employees interacted directly with customers. What we observed was a number of cases where the employees were rude to the customers. Some employees take longer to attend to customers, while others engage in gossip with other employees or using their mobile phones. Some even get to the extent of sending the customers to the next available teller while they do nothing.
It was noted that the employees discriminated against some customers. This was based on sex and looks. Most of our employees are women. They treated women customers rudely compared to the male customers. At the same time, customers who seemed highly sophisticated in terms of looks and dress were treated better than others.
Conclusion
This organization has been adversely affected by the bureaucratic mode of operation. Operations are carried out in a strictly rigid framework. When one component of the process is lacking, the whole process becomes paralyzed and nothing can be done to continue the process of operations.
Another factor that is detrimental to the operations of the organization is the problem of communication. There is a general lack of communication among the workers and with the management. There is no instituted mechanism of solving conflicts among the employees and with management. Employees are also not able to freely express themselves, as they are not included in the decision making process or consulted on work procedures. They are treated as passive actors.
Another problem within the organization is the problem of groupings and factions. The employees are divided into three distinct groups: the Baby Boomers, the Generation X and Y. These groups have demarcated themselves, with each group feeling superior to the others and downplaying the role the others play in the organization. This has led to a proliferation of conflicts among the employees and a lack of unity in achieving the organization goals.
The final and most important factor lacking in the organization is motivation. The employees lack motivation and the reason to work well and effectively. They come to work late and only perform what they have to, without putting extra effort to do well or even better.
The management seems to be lacking the right strategies to tackle these problems. It has remained hard on the employees without attempting to change their approach towards their needs, applying the right motivational strategies and understanding their needs.
Recommendation
After a careful analysis of these problems and reference to scholarly material, we came up with the following recommendations of what needs to be done in order to remedy the situation and get the organization back on performance excellence.
Our recommendations were arrived at bearing in mind that there is a moratorium on employing of additional staff. Therefore, they are geared towards finding viable solutions that will work with the existing employees without laying any one of them off.
Bureaucracy
Customers view bureaucratic organizations as not aimed at satisfying their needs. The employees attribute this inefficiency to the idea that all policy is similar for all customers. This organization is unresponsive to customers individual needs and situations. The policies of the organization are solely designed to benefit the organization and not the customers.
It does not admit the mistakes it does, rather shifting the blame onto the customer. The organization is slow to innovativeness and reluctant to change, as dictated by time and events. They view the organizations products and services as inferior.
Employees in such organizations are not enthusiastic about working in the organizations. They are not friendly and do not care much whether the customer is satisfied or not.
In the organization, departments and employees do not cooperate to get the job done. The executives strive more for personal advancement and power. Promotions are made based on politics rather than merit. Information is hoarded and used as a basis for power. Mostly, the responsibility for failure is denied and the blame shifted to others, especially the junior employees.
Bureaucracy is generally detrimental to organizations effectiveness. It weakens employee morale and divides people within the organization setting each against the other. This misdirects their energy into conflict with one another and destructive competition that does not work to achieve the mission statement.
Because of these inherent problems associated with bureaucratic model, we recommend that the model be scrapped and replaced with a more flexible and liberal model of operation. Employees should be allowed some freedom at work. They should be left to work without thorough supervision and compulsion by the supervisors.
Procedures should be neutralized and simplified to allow for more relegation of duties and responsibilities. The clear cut demarcations between employee ranks should also be neutralized so that all employees feel equal and important to the organization despite their rank.
Communication
Most executives will agree that communication is an essential part for the success of the organization. Information should be clearly communicated to enhance role clarity for the employees. The problem of role clarity leads to stress, tension, anxiety, dissatisfaction, lack of job interest and lack of job innovation.
In most bureaucratic organizations, information tends to flow downwards. It is unusual for information to take another route, like from the subordinate to the superior. Unfortunately, this organization falls under this framework, characterized with a rigidity of information flow.
According to Leavitt (1958), one way communication is faster than two way communication channel. However, the latter is more accurate than the former and should be adopted. Differences in the organization should be taken seriously by allowing the other to speak openly and accept the possibility that the others perspective may override your own.
I would therefore recommend that, the organizations management introduces a system of openness in the process of decision making that involves all the employees, either wholly or in representation. Debates about various implementations should be carried out freely, with no intimidation or victimization of criticism.
Among the workers, healthy communication should be encouraged and gossip discouraged. Workshops and seminars to enlighten the employees on the strength of diversity should be organized by the management. Through this, the employees will learn to appreciate one another and compliment each other.
Motivation
One of the roles of the manager is to get employees to do their job well. Rather than use of coercion, he should motivate employees to perform their duties voluntarily. An understanding and appreciation of human nature is vital to the process of motivation. Various theories like the theory Y by Douglas McGregor, two factor motivation hygiene theories by Fredrick Herzberg, Abraham Maslows theory Z hierarchy of needs and Elton Mayos experiments can be used.
These theories generally posit that human beings should be treated with dignity and respect of all forms at workplace. Motivated employees are more productive and innovative. The inverse is true.
As a result, I would recommend the following measures by management as a motivational strategy for the employees: The employees should be reinforced positively with high expectations of them by the management and customers. This way, they will feel self worth and motivated to uphold the high expectations.
Discipline and punishment should be applied effectively, and by no means should it be applied in excess or unfairly, or used to coerce the employees. All employees must be treated fairly, without favoritism and discrimination on generation group or sex. Employee needs also need to be factored in at work and be met. Individual needs should be addressed with individual concern and given the right attention.
Work related goals should be set, which when met, the employees are rewarded. The rewards may not necessarily be financial but they could be holidays or trips (March and Simon, 1958).
Theory Y
In general, we recommend an approach of theory Y to the management of the organization. Employees are people who are ambitious and exercise self-control.
They enjoy their physical and mental work. The management should support them on this basis. The organization should let them use their creativity in problem solving by applying their talents. They should develop trust among the employees by communicating freely with subordinates. Decision making should be done with the involvement of both the subordinates and their seniors.
Reference List
Barrows, C. W. and Powers, T., 2008. Introduction to Management in the Hospitality Industry. Hoboken: John Willey and Sons.
Daft, R. L. and Lengel, R. H., 1986. Organizational Information Requirements, Media Richness and Structural Design. Management Science, 32(5), 23-57.
Fletcher, T. D., and Major, D. A., 2006. The Effects of Communication Modality on Performance and Self-ratings of Team Work Components. Journal of computer mediated communication, 11(2), 15-18, article 9.
Leavitt, H., 1958. Managerial Psychology. Chicago: University of Chicago Press
March, J. G. and Simon, H. A., 1958. Organizations. New York: Wiley.
May, S. and Mumby, D. K., 2005. Engaging Organizational Communication Theory and Research. Thousand Oaks, CA: Sage.
Schermerhorn, J., Davidson, P., Poole, D., Simon, A., Woods, P., and Chau, S. L., 2011. Management Foundations and Applications-value pack. New York: Wiley.
Stephey, M. J., 2008. Gen-x: The Ignored Generation time? New York: Wiley.
Strauss, W. and Howe, N., 1991. Generations: The History of Americas Future, 1584-2069. New York: William Morrow and Company.
Suh, K. S., 1999. Impact of Communication Medium on Task Performance and Satisfaction: an Examination of Media-Richness Theory. New York: Cengage Learning.
Tulgan, B and Martin, C. A. (2001). Managing Generation Y: Global citizens born in the late seventies and early eighties. Harvard: New York Times.
Human resource management is the aspect of management that deals with the recruitment, training and providing direction for employees. It also deals with the communication, compensation, performance management, and organizational development among other functions.
For any organization to perform effectively, there must be an active human resource manager who gives out the companys directions for the achievement of its organizational goals and objectives.
International human resource management is the organization of human resources of a firm internationally in order to achieve the goals of the organization and to be competitive internationally.
International human resource management includes the basic human resources functions, global skills, and expatriate management. Performance is a general word that means productivity, effectiveness, efficiency and competitive capacity of the firm. Designing and integrating human resources function ensures the creation of value to customers and helps in sustaining customers effectiveness (Khatri 2000, p. 340).
HRM practices and performance
Scholars studying the international human resource management focus only on the human resource management practices. They provide the concept that the strategic process helps to balance the international and local standardization and adoption of the human resource management systems.
Coordination of the international human resource management practices with the strategic management practices enables an organization to win a competitive edge. According to Evan et al, there must be communication, learning and social presence for the coordination of these two practices to yield the desired results.
An international organizations ability to identify the opportunities and the challenges in the industry and in the market in which it operates enables it to apply innovative practices to maintain or improve its position in the market. Therefore, the human resource management practices contribute to the productivity of any international and local organization (Guest 1997, p. 276).
International organizations should be able to operate in the competitive environment and balance the diverse economic, social and political factors with the requirement of the market in which they operate. Human resource management practices are largely involved in the performance of the firm. Like in the Japanese firms they believed that their performance depends on the effort of the human resource managers.
A research that was done in the some Indians hotels also supported that the practices of the human resource management positively affect the performance of the firm. The culture and context of the organization clearly show the importance of HRM when it comes to the productivity of the firm.
According to the research done on most international firms, there are three stages that show the contribution of the HRM to the performance of the firm. These stages are, building HRM, realigning HRM, and steering via HRM (Fahy 2002, p.77).
Building HRM
This involves putting the human resource management functions into practice. This involves the responsibilities of each person in the department. The efforts of the human resources management may reward by improving the performance and the profitability of the firm if the practices are consistent.
The methods of compensation, selection, development and motivation must be linked to the elements of the firm such as the technology, the measurement and supervisory systems. The international organizations must link these factors with the differences in culture, the partners of the labor market and the legislative constraints (Ortiz & Fernandez 2005, p.79).
Before an organization ventures internationally, it must be able to build a good foundation of the human resource management to enable it to cope with the cultural and other factors that might affect the organization in an internal market. The human resource foundation puts the organization in a better place when it comes to entering into the alliances with other foreign companies.
The partners from foreign companies may wary of entering into alliances with the companies which do not show any concrete strategies of management of resources (Dowling, Festing & Engle 2008, p.102).
A clear foundation of each company can help them enter into an alliance easily since they will be able to merge their different approaches into a workable strategy. Getting the right personnel which is the work of the human resources management also increases the productivity of the individual (Ozcelik & Ferman 2006, p. 45).
If, for example, a person is given a duty in the accounting department and he/she has no basic skills of accounting, the person is prone to stress in the process of struggling to give the required results. On the contrary, if the person has the required skills to perform the job, he/she will be very excited since the duty is within the area of interest.
If a person is happy with the job he/she is doing, the results of the job will be excellent, but if the person is not happy with the duties given to them, the results of the work will just bring down the productivity of the organization. Poor human resources management costs the firm its productivity and competitiveness (Chelladurai 2006, p.54).
Realigning HRM
According to Wood & Payne (1998, p.234), the organizations need to frequently update their processes with the changes in the market. This enables them to meet the demands of the external environment. The market factors, like the technology needs the organizations are to change or expand their strategies.
Therefore, it calls for the restructuring of the human resource management to help the company to implement the new strategies to meet the external demand. The organization productivity may be affected negatively if the external factors change without the change in the human resources management (Ash ridge 2008, p.45).
Human resources management requires changing some of the firm practices for better achievement of the strategic goals and the objectives. Realignment is very important for the company to fit in the international context or in the market context. The processes of matching the organization with the internal and the external demands may affect the consistency of the practices of the firm.
Strategies of the organization need to be changed for it to fit in the environment, therefore some of the human resource management practices change to boost the performance. For better results of changing, the organization must form a coalition between the workers and the management team for everyone to accept the changes.
The visions should be well understood by the employees for them to accept the changes easily. Therefore the employees should be made aware of the gap that is existing between the current performance and the expected performance. This will promote hard work towards achieving the goals (Sumner & Manchester 2006, p.34).
Steering via HRM
Tension can be experienced within the firm if some changes are made. There are some employees who are always resistant to change even if the change is for their benefit or for the benefit of the firm.
The human resources management must come up with the strategies to reduce the tension and the dualities that might influence the performance of the whole organization negatively. For an international organization, this change must be focused on the cultural differences and the legislative rules to ensure that they do not affect the productivity of the firm (Ordiz & Fernandez 2005, p.1350).
According to Barney (1991, p.70), the growth of the companies internationally may be through leverage strategies or learning strategies. In leverage strategies, they are able to utilize their initial countries gained capabilities to be competitive in the international market. The learning strategies, they are able to learn about the new market through alliances or the joint ventures.
The firm can also manage the development and the leverage through the transnational strategies which involves technological development. Due to the frequent changes in technology, competition, professional services and other external factors, it is becoming easier for the organizations to predict and anticipate the future changes within the market (Aswathappa & Dash 2007, p.54).
Consistency in organization
The organizations must be consistent in their practices. For example, if the company invests in the training programs and seminars for the employees, they must be in a position to retain the trained personnel either through compensation, feedback or the career management practices. People should have enough skills to be worth retaining.
The people may feel that they are not treated fairly if the motivation and compensation in the organization are not consistent. Single-employee, consistency among-employee, and the temporal consistency are the three methods testing consistency in the organization. Single employee consistency checks whether the employee gets different elements of human resource.
Consistency among employees tests whether the employees who works in different departments, but perform the same roles are treated in a fair manner. The international firms mostly use it in their assessment. The last one which is the temporal consistency which shows that the changes made in the organizations policies can lead to frustrations.
HRM strategies must be consistent to positively reflect on the productivity of the firm. That is how the human resource management practices assist in increasing the firms performance (Harzing & Ruysseveldt 2004, p. 119).
Human resource methods of improving performance
Selection is the process of choosing the right candidate to do a certain job in an organization. For a selection function to be done, it shows that there are many people who present themselves for the job. For a job seeker to apply for any job, they must meet the minimum requirements for that job. The selection team must choose the person with the ability to perform the job effectively.
Human resource managers in international companies should choose people who have the skills, ability education and experience identified in the descriptions of that particular job (Harel & Tzafir 1999, p. 190). Therefore, the selection function of human resource management deals with matching the job description with the qualification of a person.
The managers must have a plan to identify whether the person meets the requirement for the job. In multinational companies, recruitment teams must ensure that the person has the necessary skills to perform an international task and that the person is able to improve the companys performance globally (Fahy 2002, p. 67).
Training increases the morale of employees in that they get job satisfaction and job security. When an employee is satisfied, he/she contributes to the success of the organization. The morale of a satisfied employee prevents him/her from leaving the firm thereby increasing the employees loyalty. When employees are trained, they do not need supervision and therefore they reduce time wastage during supervision.
When an employee is trained, he/she becomes an asset for the organization because he acquires skills that make him eligible for promotion. Training also increases the productivity and efficiency of the employee. Trained employees reduce waste of money and resources of the company.
An efficient human resources manager ensures that employees are well trained before giving them any responsibilities in order to add the productivity of the employee. The human resource manager organizes for the cost effective training of employees to reduce the cost.
Human resource managers can assign challenging responsibilities to employees to make them utilize their knowledge and skills for better performance of the job (Ash ridge 2008, p.45).
Incentives, which are additional benefits given to employees in recognition of their hard work also increases the productivity of these employees. Job security, satisfaction and promotion are some of the drives to better performance of the firm. Incentives enhance the commitment of employees to their work, which improves the performance of the whole organization.
They also help in shaping the behavior or outlook of a person and boost the zeal towards performance at their workplace. Human resource managers who use incentives to motivate their employees get good performance from motivated employees. The incentives can be monetary or non-monetary. Monetary incentives are those incentives that the human resource managers provide rewards in terms of money.
These incentives provide employees with security, and social needs satisfaction improves their performance and the performance of the whole organization. Non-monetary incentives satisfy the ego and self-actualization needs of employees.
They include the security of the services, praise and recognition for good performance, promotion opportunities and job enrichment. In their planning, the human resource managers should include incentives as a method of motivating employees towards achieving the objectives of the firm (Harzing & Ruysseveldt 2004, p. 123).
Human resource managers should be able to observe that the employees are de-motivated and discuss with them the ways they would like to be motivated. Training should be done frequently to ensure employees are updated on ways to make the firm productive. Employees who are highly competent tend to enjoy their work and demonstrate a high level of productivity (Brewster, Sparrow, Vernon & Houldsworth 2011, p.46).
According to Arthur (1994, p. 678), the human resource manager must be an effective leader to influence employees to perform well in order to improve the performance of the firm. The manager should be able to set an example to other employees in that he/she should give clear direction to employees to follow. The employees must be encouraged to cope with each others differences and embrace diversity in the organization.
Human resources managers should not be very dominant and obsessed with the achievement of the organizational goals. This is because if they become too strict on their employees, they may put them under pressure and interfere with the performance of the organization (Rusli 2007, p.123).
Motivation is a broad factor that the human resources managers use to increase the productivity of the firm. The human resources managers fist identify the needs of the employees then imposes benefits to meet them. They also set targets for every employee to act as the driving factor towards the performance of the firm. Motivation creates an environment that guarantees maximum productivity.
A human resources manager should be in a position to identify the motivating factor for their employees since each person have their own motivating factors. Some employees are motivated by recognition and others are motivated by incentives. Employee motivation should be increased as recognition or incentives increase the productivity (Paauwe & Boselie 2005, p.70).
Conclusion
Employees commitment, job satisfaction, and motivation are the most important human resource approaches that are used to improve the firms performance. The employees also feel that they should be valued as assets of the organizations since they use their knowledge and skills for the success of the firm.
The employees are also the source of competitive advantage for the firm in which they work and this contributes to the growth of the organization. Through employees collaboration, trust efforts yield good economic performance of the organization (Backer & Gerhart 1996, p.779).
Before an organization enters into international market, they have to build a good foundation of human resources management for it to cope with the changes that might occur in external markets. Building, realigning and steering of human resources management, are the stages which explains the responsibilities which the human resource managers have to improve the performance of the firm internationally.
Restructuring of the organizations strategies is a requirement in entering international markets. Consistency in the performance of the employees in al department iis required for the success of the organization internationally (Wood & Payne 1998, p.233),.
The employees who go behold their call of duty must be recognized and motivated further since they increase the productivity of the firm. The human resource managers should employ different types of motivation as discussed with the employees.
The managers should also promote direct communication with their employees. Communication reduces the conflicts, fear and a mistake that may occur in the job place and promote the productivity of the organization (Dyer & Reeves 1995, p.660).
List of References
Arthur, J 1994, Effects of human resource systems on manufacturing performance and turnover, Academy of Management Journal, vol.37, no.2, pp.670-687.
Ashridge, S 2008, Developing the global leader of tomorrow, Hertfortshire, London.
Aswathappa, J & Dash, W 2007, International human resource management, Tata McGraw-Hill Noida,New Delhi.
Backer, B & Gerhart, B 1996, The impact of human resource management on organizational performance: progress and prospects, Academy of Management Journal, vol.39, no.3, pp.779-801.
Barney, J 1991, Firm resources and sustained competitive advantage, Journal of Management, vol.17, no.1, pp.99-120.
Brewster, C, Sparrow, P, Vernon, G & Houldsworth, L 2011, International HRM, CIPD, Wimbledon.
Chelladurai, P 2006, Human resource management in sport and recreation, Human Kinetics, Illinois.
Dowling, P, Festing, M & Engle, A 2008, International human resource management, Thomson, London.
Dyer, L & Reeves, T 1995, Human resource strategies and firm Performance: what do we know and where do we need to go, The International Journal of Human Resource Management, vol.6, no.3, pp.656-670.
Fahy, J 2002, A resource based analysis of sustainable competitive advantage in a global environment, International Business Review, vol.11, pp.57-78.
Guest, D1997, Human resource management, and performance, a review and research agenda, International Journal of Human Resource Management, vol.8, no.15, pp. 263-276.
Harel, G & Tzafir, S 1999, The effect of HRM practices on the perceptions of organizational and market performance of the firm, Human Resource Management, vol.38, no.9, pp.185-200.
Harzing, A & Ruysseveldt, J 2004, International human resource, Sage, London.
Khatri, N 2000, Managing human resource for competitive advantage: a study of companies in Singapore, International Journal of HRM, vol.11, pp.336-365.
Ortiz, M & Fernandez, E 2005, Influence of the sector and the environment on human resource practice effectiveness, International Journal of Human Resource Management, vol.16, pp.1349-1373.
Ozcelik, G & Ferman, M 2006, Competency approach to HRM, outcomes and contributions in a Turkish cultural context, Human Resource Development Review, vol.5, pp.72-91.
Paauwe, J & Boselie, P 2005, HRM and performance: Whats next? Human Resource Management Journal, vol.15, pp.68-83.
Rusli, A 2007, Employees appraisal: everything you have always wanted, Lee Ming Press Sdn. Bhd, Sarawak.
Sumner, J & Manchester, A 2006, Engaging Employees in Corporate Responsibility: How the WorldsLeading Companies Embed CR in Employee Decision-making, Melcrum Pub., London.
Wood, R & Payne, T 1998, Competency based Recruitment and Selection, John Wiley & Sons, Chichester.
The world where the snatches of life are told in the most whimsical and extraordinary way, the theater is a world of its own, not merely a copy of the reality. With the help of a number of means, the theater allows to view the stories one might have read in a book from a different position, offering a viewpoint that one have never thought to exist.
Offering their own interpretation of the famous story, the actors help the audience to see the versatility of ideas that may strike as one reconsiders the famous and even somewhat hackneyed plot. Taking the famous Romeo and Juliet play as an example, one can see distinctly that there are a number of ways to tell the story that has become a ritual one.
Considering the plot itself and the replicas of the main characters, one can offer a plethora of ways to interpret the monologues and dialogues, as well as a countless number of ways to convey the message of the replicas to the public.
Speaking of the plot in general, one can see distinctly that the given performance can be conducted in several ways to emphasize certain ideas and change them from subtle to explicit.
For instance, the images of Romeo and Juliet can be shown as either moving and timid, for, like most Shakespearean characters, they are as romantic as they can be, or as decisive and reckless souls that are ready to fight for their love and are ready to face even death if the latter will join them together forever and ever: on the one hand, there is the romantic.
O sweet Juliet, thy beauty hath made me effeminate and in my temper softend valours steel! (Shakespeare).
However, on the other hand, the decisive This days black fate on more days doth depend/This but begins the woe, others must end (Shakespeare) can be sounded in the most impressive and threatening way. Thus, the image of Romeo can vary from a mild to even an iron-clad one, which is essential for the perception of the play.
Another idea of the tragedy that can be interpreted in various ways and, thus, predetermines a number of peculiar ways to perform the scene, is the famous words My only love sprung from my only hate!
Too early seen unknown, and known too late! (Shakespeare), which can express regret, a deep sorrow, and even disappointment.
Depending on the way the actress is going to word these lines, Juliet, one of the lead characters, can be portrayed as a lighthearted, romantic or obviously tragic character, which is extremely important for the further development of the play. Therefore, one must admit that theatrical performance allows the ritual story to obtain the specific shades and additional meanings.
Hence, it cannot be denied that the theater is a world where with help of the performance, one can tell a ritual story is a countless number of ways.
With help of the artistic interpretations, a single story, Romeo and Juliet in the given case, can offer a variety of ideas to the public, which is quite impressive and doubtlessly enticing. Therefore, it can be concluded that the theater is, indeed, a ritual story that has been conveyed to the audience with the help of the actors performance.
The performance of the epic tale I Am Eora was at the Carriageworks Bay 17, on 13 Jan 2012 at 08:30pm. The performance will last for 80 minutes live on stage. The director of the scene is Wesley Enoch who got support from the co writer Anita Heiss. The stage set up of the film was enormous and was nothing close to the expectation of the audience.
The audience was massive, and the entertainers did not fail the audience. A band was the first to step on stage to entertain the audience before the onset of the epic pastiche.
Jack Charles radical young and Frank Yamma were next on stage. They all did exceptional work in entertaining the audience. All these performances reflected their pride of being part of the culture. However, the main theme was the performance of Eora, (Robinson, & Karantonis 2011 pp 54).
I Am Eora is an epic tale that means I am of this place . The tale tries to put into play the struggles of the Aboriginal community as they try to maintain their culture. This is despite the challenges they face as they lose their land to grabbers. They face hardships that include killing of people of their race, and adaption of outside cultures.
This is a tale of a community who despite all these challenges manage to preserve their culture and maintain an identity to themselves. This does not mean that they rejected new ideas and culture, but they managed to adapt to urban life and the multicultural society.
The director, Wesley Enoch, took the three legend stories of the Aboriginal people. The three legends include the famous warrior Pemulwuy, Barangaroo, considered as self sufficient mother, and her husband Bennelong. Bennelong considered the analyst and promoter of the portrayed as an interpreter and advocate for the resolution of the problems faced by the Aboriginal. Enoch uses narrative, songs, dances graphics and videos to unfold the events of the show, (Hannah 2007 pp 90).
The performance
Most of the show was a surprise because Enoch used techniques not expected by the audience. I was expecting the performance to done by less than ten people. However, it was a shock to see a cast comprising of more than fifty people. He amazed his audience; by the way, he used songs, dance and graphics to present this tale.
I was expecting a presentation filled with narration of the legendary stories of the characters. However, that was not the case. The first thing that he did against my expectation was the way he presented his cast. I was expecting the characters to come to stage their traditional attire.
I was expecting the Radical son to come to stage with a suit. However, the most shocking part was when Luke Currie-Richardson walks to the stage. He shocks many when he starts removing his clothing one by one. He stands naked in front of the crowd with nothing, but aboriginal drawings, (Kerwin, 2010 pp 123).
This was a show that portrayed that the dignity of the Aboriginal people does not come with the clothes they put on, but the values they cherish. This was also a sign of the ancient times. During the time when Pemulwuy was fighting, there were no modern clothes like suits and ties.
This is, therefore, a reminder and takes the audience back in time. The Radical son, a young boy, and Nooky play the role of Pemulwuy. The scene is breathtaking, and this is better by the vocal power of the radical son. He enacts his role with a lot of passion and connects with the audience well. The scene reminds me of the tales I heard about the legendary fighter who defended his people against the British invasion. The conversation between the three men makes the audience edgy and is full of suspense (Congreve & Marquardt, 2005 pp 67).
Nardi Simpson and Kaleena Briggs enact the role of Barangaroo. She appears on stage as a young pregnant woman. She is a responsible young woman who is fishing a long the river. Her appearance on stage changes the mood created by the three young men playing the role of Pemulwuy.
She brings in the feeling of warmth that has an association with mothers. She takes us back to the time when women are the sole providers for their families. Her role portrays a strong woman who will do anything for her people and most of all her children, (Kerwin, 2010 pp 65).
Jack Charles plays the role of Bennelong. His captivating nature suits his role perfectly. He takes the audience back in time. He takes us through his life and his effort to reconcile the people. He takes the audience through his life without a single problem. He puts the audience in a situation where they have to reconsider and think about reconciliation.
He tried to make both parties appreciate their culture. He tried to make his people adapt the European dressing style and taught the Europeans the Aboriginal culture. The show ends with a song by Frank Yamma titled She Cried. All through the play there are background songs played. During the emergence, of Barangaroo, Stiff Gins sings joyously to make the scene warm and motherly. Stiff Gins also sings at the end of the show singing, Diamonds on the Water, (Clark, 2007 pp 104).
Directors speech
The director in his speech explains how he came up with the idea of enacting I am Eora. He says that the conversation was between him and Lindy Hume. He states that the conversation revolved around the Aboriginal people, their past and the influence they have on the city of Sydney.
The stories revolved around the legendary stories of the three heroes and heroines in the history of the Aboriginals. The tales moved from merely narratives to highly music-based tales (Kerwin, 2010 pp. 89). The first thing that formed the theme of the tale was the fact that the Aboriginal believe that the only thing that will never change is land.
He says, I got the chance to be given an explanation on the value of land, and that it is the only constant thing on earth. This was a new explanation to me because the western cultures belief that time is the only thing that never changes. He wanted to make the people of Sidney proud of their culture and roots. He says, I wondered how I could bridge the gap and make people proud of their culture and say they are proud to be Eoras (Kerwin, 2010 pp. 45).
Conclusion
The main theme of performance was to make the people appreciate their culture. Enoch achieved this by intertwining the roles of the legends in shaping the nation. The role of Pemulwuy urges the audience to fight for their rights and dignity. Bennelong, on the other hand, plays the role of teaching the people the importance of appreciating other peoples culture. He emphasizes on the importance of integrating new ideas into the society, but having the notion that one should not forget his own roots.
List of References
Clark, M. 2007. Mudrooroo: a likely story: identity and belonging in postcolonial Australia. Sydney: Peter Lang.
Congreve, B. & Marquardt, M. 2005. The Years Best Australian Science Fiction and Fantasy. Sydney: Wildside Press LLC.
Hannah, M. 2007. Transgressions: critical Australian indigenous histories.Issue 16 of Aboriginal History Monograph Series. London: ANUE Press.
Kerwin, D. 2010.Aboriginal Dreaming Paths and Trading Routes: The Colonization of the Australian Economic Landscape. First Nations and the colonial encounter. Princeton: Sussex Academic Press.
Kerwin, D. 2010.Annual register. California: University of California.
Robinson, D. & Karantonis, P. 2011. Opera Indigene: Re/Presenting First Nations and Indigenous Cultures. Ashgate interdisciplinary studies in opera. Sydney: Ashgate Publishing, Ltd.
