Management in organizations
Managing organizations begin by understanding the facets of an organization’s structure. The technical and financial aspects of organizational performance are guided by the established organization, industry and global financial regulatory framework making it easy to manage this facet of an organization. The rules of technical and financial operations do not often change with time and thus simplify the management of these factors. However, the complexity of an organization often relates to the people within the organization. As opposed to the technical and financial aspects of an organization, people often change with the change driven by changes in technology, the political environment, social class, economic factors and the rules and regulations within which the entity operates. The integration and change in these factors often influence the change in people which translate to the complexity of people and behaviour within an organization. Employee behaviour defines the organization behaviour of an entity and shapes how individuals and groups within an organization behave and react to situations.
This complexity of people’s management in organizations implies the critical role of understanding organizational behaviour in organization management. Managers need to understand the cultural, social, economic, political and legal environment of their employees to execute efficient and effective management style that would satisfy both the management and employees. To meet this demand, managers need to develop suitable interpersonal skills to relate well with employees. Interpersonal skills among managers and organization leaders help in transforming the workplace from good to great and impacts positivity among employees. By developing good interpersonal skills, managers would be able to attract and retain high-performing employees. Developing a good relationship between managers and employees, transform an organization into a family with employees feeling part of the organization and thus minimizes employee turnover. Interpersonal skills are also crucial in promoting employee growth within an organization. Developing good interpersonal skills among managers enhances their communication and leadership skills which play a significant role in career advancement among employees. Moreover, interpersonal skills among managers help in evaluating the effectiveness of managers in executing their managerial role for the betterment of an organization.
Before joining college, I worked in Epoch Coffee Café in Texas for seven months. The café was a medium restaurant with twenty employees, two supervisors and a manager. Working in the café brings a postulates a clear relationship between Goffee and Jones six virtues and application in a work environment. Goffee and Jones opine the virtue of ‘let people be themselves as a critical principle in employee management. While working at the Café, my colleagues and customers were people from different race and cultural backgrounds. In the first days of my work, my supervisor allowed me to learn the operation within the café before assigning daily duties. Despite differences in race and culture among employees, personal and work life was differentiated to enhance coherence among employees, supervisors and managers.
Unleashing the flow of information was crucial in the definition of roles among employees in the café. The manager develops a daily schedule of specific tasks and divided among employees. This information on the division of roles was communicated by the supervisor to the employees. Additionally, decisions concerning employees were made in collaboration with the employees. However, at one point, the manager decided to alter the work schedule of employees without consultation. This led to the disruption of work and resulted in conflict among employees, supervisor and managers. This indicates a violation of the core of leadership, which is the flow of information. The collaboration of employees and conflict resolution emanates from a clear flow of information.
Magnifying people strength is also a crucial virtue in developing a better workplace. While working at the café, the supervisors developed a weekly workshop plan for the employees. The workshop aimed to address the challenges faced throughout the week and develop mitigating measures. Through these workshops, I was able to build on my interpersonal and communication skills. This boosted my work and relationship confidence in the workplace.
Making a better workplace requires a stand for more than shareholder value. The manager and supervisor at the Epoch café had employees interest at heart. They place the need of employees ahead of everything else. Employees were provided with recreational facilities, including gym that would help motivate them. The organization values were aligned to the personal needs of employees.
At the café, the virtue of showing how the daily work makes sense was also evidence. The routine of serving customers was not only a workplace routine but also a strategy in enhancing my relationship with people of different race and cultures. It exposed employees to understanding the dynamics of a workplace and how to adapt to such an environment.
Making a better workplace also calls for having rules that people can believe in. At the Epoch Coffee Café, manager and supervisors establish organization rules and work plans that were considerate of employee performance. Work schedules considered employee marriage status and were often adjusted accordingly. This made employee believes in the rules of the workplace.