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Management Concepts Essay Example

Type of paper: Essay

Topic: Business , Time Management , Organization , Planning , Human Resource Management , Workplace , Management , Hotels

Words: 1900

Published: 01/05/2020

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MANAGEMENT CONCEPTS

Introduction

Management is a multi-use organ that manages the running of business, managers, and works itself. It is a managerial process carried out by managers, who practices leadership by taking authority and coordinating other workers to work within the organization. The manager is responsible in ensuring that he performs all the basic functions of management to their maximum, while achieving the goals, objectives, and ethics in any organization. He should demonstrate well social relationship between his workers and other companies; hence, he cannot assume or ignore the importance of human factor, in the management process. There is need for management in order to direct and organize persons in order to uphold trust and commitment of every worker in the business. There is high competition in the modern business, as more organizations hire efficient managers who perform to their limits in ensuring the success of the company. A successful and profitable business is based on good managerial, and management process, thus the sustenance of a profitable business in the growing market is possible through a competent and rational management process. The most common aspects to all managers are, planning, leading, organizing, staffing, and controlling. None of this aspects is central than the other, they all need to have a sequence of connection, and should complement each other. A complex dynamic connects may sometimes prove difficult to actually know which concept the manager is applying. These elements of management process combined, produces achievements and targets set buy the company, and they act as management in practice. The manager plays a crucial role in ensuring these functions of management practices are well connected and running in relation to each other, with long lasting results to the company. They are the backbone of any organization and the determiner of a company’s success.

In my previous employment company, a five star hotel, the management process was efficient and adequate in ensuring the success and growth of the hotel. As a hospitality manager, my boss had a lot of experience in running the five star hotels, as kit was vital for him to stick to the basic functions of management. The following are the basic function he followed in achieving is target as a manager, and realizing the objectives of the five star hotels, while maintaining a healthy social life with his employees.

This is the initial step in management process, which aims to increase output in production. Through this, the manager can decide in good time, what needs doing in the company with beneficial results that will lead to the next process in the management function. Since this is the starting point in management planning, all the other functions depend on the success realized by this particular function. It acts as a general principle of management, and enhances group effort by informing those concerned of the goal, and the task for each individual. For instance, in the hotel I previously worked for, the manager had a systematic approach to planning, which enabled him, anticipate problems, and failures in the hotel, and timely correcting these drawbacks before they posed much damage to the reputation of the hotel. In case there was a guest ceremony at the hotel, or an ambassador visit, the manager would start letting each employee know what their part would be concerning the particular event, while ensuring all the other functions worked properly. Hence, division of labor was easy, and he was able to priorities work according to its urgency. The management function of planning has enabled the growth and good reputation in the hotel business, since this function is almost the most vital and needs attention when executing it. The manager at my work place hotel incorporated plans that set goals of the industry; those that saw the employees adhere to rules and regulations. This limited the number of wasted time by workers and improper use of money and resources. In brief, the basic function of planning has greatly enhanced the managerial position and enabled the success of leading industries worldwide. In the case of my previous work place, the manager is credited for the everyday running and operations through better planning and implementation of management practices.

Leading/directing

Leading or directing as managerial process, involves active guiding, directing and instructing people to set targets and do their duties in proper manner. It involves the active participation of the manager and his workers. In everyday managerial process, the manager directs specific numbers of employees to the appropriate duty under specific instructions and orders. This action prompts the manager to work as leaders of the subsidiary workers. The hotel manager of my previous work place had selected a group of specialized junior workers who were in charge of directing the workers, and ensuring that they followed the given instructions in production and services rendering. This ensured sufficient workload to each worker involved in the production sector, in particularly the food and beverages administration. Our manager enhanced the quality of work by boosting the morale of the workers, and communicating with the workers on specific areas that may need improvement or assistance. The manager had leadership styles that enabled him to evaluate and assess a situation before intervening with the appropriate action. As a hotel manager, he created an environment that boosted new ideas and employee input. This made the employees have a sense of belonging, and in return shard ideas to improve work performance with the manager. The function of leading, as incorporated by the manager made him offer box of goodies to workers, which he handed over to the best employee of the week, as a way of boosting their morale. The key management function of leading promotes better communication in the sense that a manager is open and trust worthy to his workers. My previous work manager inspired all the workers kin the hotel, which led to greater improvements in job performance and customer relations, as each employee took more ownership of their job posts. A successful leadership is will result in better relations with the manager and the workers.

Organizing is a function of management that develops an organization structure, and allocates human resources in order to accomplish key objectives. These resources vary in meaning, since the manager is responsible in organizing these human resources. For instance, my former work manager ensured best and responsible workers were hired, and with the necessary skills in their field of work. The manager faced a critical decision-making as he organized workers according to their services, and their utilization of skills. In hotel management, organization as management function entails ordering furniture and cutlery, necessary for production and services assistance. The manager should keep track of the components to procure, and avoid early or late purchase of these components. Since organization occurs continuously, managers need to be flexible in changing course of operations where necessary while meeting the needs of their clients. A manager may opt to add new positions or executing certain existing work, which he may view as inappropriate. In my previous work place, the hotel manager enjoyed a smoother term in his managerial position. For instance, the hotel management ensures that they organize hotel supplies and equipment. Managers need to take their organization function more seriously and consistent in order to achieve success and objectives in the workplace. In conclusion, the function of organization is vital and necessary in the work place and in the role of managerial process. Any hotel management, for instance my previous workplace, appreciates the need of organization in running the business and implementing new inventions and ideas.

This refers to the work force needed for the completing a business plan that includes acquiring, maintaining, and keeping human capital in the organization. Planning involves technical and social functions. The technical part involves planning, performance evaluation and job analysis, compensation and benefits. The social part involves counseling, promotion and training. It is not easy to overstate the significance of staffing function, since cost incurred through staff pay and benefits are huge. The need for staffing by a manager arises from time to time, for the purpose replacing new workers and in diversifying business activities. A successful business tend to have an efficient and cooperative staff managerial practices, which is entrusted to the manager, or the human resource department, which chooses the right individual for the right job, a fundamental principle in staffing. In my previous work place, the manager was responsible in staffing of workers and the human resource in order to increase efficiency and output of each worker. This was done through hiring of qualified personnel in their field of expertise, where a chef was tasked in the kitchen, and an accountant in the auditing room. Each individual performed his or her respective tasks with utmost performance, and the overall outcome was rapid departmental growth. Staffing is a vital function that focuses on the nature of workforce present in the workplace.

Controlling

Controlling as managerial functions ensures work place performance does not fall below the limit standards, while a manager control by evaluating actual output with the desired output, and implementing adjustments. This function directly links with the function of planning, since it sets out main objectives that need executing, thus controlling ensures this achievements succeeds. This vital function monitors the output and input of an organization, and the process of doing work. It has four steps that include measuring performance, setting standards, correcting deviations, and evaluating actual with targeted results. The function of a manager in controlling must ensure the work-related activities of subordinate staffs are consistent with the achievements of organizational goals and aim. In my previous work place, the manager controlled the production of workers, observed operation practices, service delivery to the customers, and ensured all workers adhered to the company’s policies. This led to a smooth running of the hotel, and better relations between the manager, staffs, and the customers. In addition, this function helped the business avoid excessive loss through uncontrolled production, and poor calculation of the factors of production.

Concluding, the management functions are the best means of describing the work of a manager, and the best way to understand the basics of management study. These management concepts affect the daily running of business, and attract the attention of a manager in running, and coordinating them. In a workplace, the manager performs these functions, as they are essential in ensuring the company grows and succeeds in areas of production and service rendering. Indeed, these P-O-L-C frameworks provide useful guidance into management function and the overall duty of the manger, in implementing these management functions.

Bruno Dyck, M. N. (2008). Management: Current Practices and New Directions. MA: Cengage Learning. Drucker, P. (2012). The Practice of Management. New York: Routledge. Harold Koontz, H. W. (2006). Essentials Of Management. New Delhi: Tata McGraw-Hill Education. Richard L. Daft, D. M. (2010). Understanding Management. Ohio: Cengage Learning. Roussel, L. (2006). Management And Leadership. Sudbury: Jones & Bartlett Learning.

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How To Write Essay on Management?

essay on management

Contrary to the common stereotypical belief that management is a skill that is needed by leaders only, everyone is in need of it. Management concepts such as organizing, coordinating, and planning are essential within the confines of an organization. It is hence fitting for all employees to equip themselves with management skills regardless of the position they holds. In theory, management skills might seem easy and management students are often at the fault for thinking that they can use books to master the different concepts involved. However, as a skill, management is developed outside the confines of a classroom and often requires numerous practical scenarios for one to comprehend its importance. Interpersonal relations, goal-setting, as well as achievement of common goals and targets, are all dependent on management. It is thus an important ingredient when talking about success and high-profit margins.

Table of Contents

Content of this article

  • How to write essay on management?
  • Introduction
  • Body paragraphs
  • Tips on introduction writing
  • Tips on body paragraphs writing
  • Tips on conclusion writing
  • Sources for essay choice
  • Finalizing essay
  • Example of writing

1. How to write an essay on management?

Management essay writing is a key test that instructors use to assess their students. However, unlike other tests and essays, management essays seek to determine whether students are conversant with some of the concepts and practical skills within the management course. Management papers seek more than just how much students can remember and calls for critical thinking. They seek to test how much information students can execute or apply when faced with different management issues. Many college essays often test students’ capability to discern what the instructor is asking of them and then apply the standard methods to answer. Conversely, management papers do ask of these things but also tend to go further and seek to understand a student’s application skills as well as their ability to execute practically what they learned in theory. An essay on management can be difficult to handle if a student is used to straightforward questions and book-like answers. Memorization is important when learning but when one is handling papers on management, memorization, as well as deep comprehension of concepts, is essential.

2. Management essay structure

2.1 outline.

All essays are structured and thus need a format to act as a guide to writers. Management essays use the standard essay format, that is, they have an introduction with a thesis statement, a body that has supporting arguments, and finally, a conclusion that reiterates the writer’s stance or argument. Structuring a management essay outline is thus a simple task, and that needs to be adhered to at all times. If an essay lacks one of the above parts, it is hence termed incomplete, and a student can get penalized or be asked to redo the work.

Below is an example of a universal outline for a management essay that can be of help to students:

2.1.1 Introduction

  • Introduce the topic selected or understudy.
  •  A brief discussion of the topic.
  • The article’s main argument or thesis statement declares the writer’s stance.
  • Discussion of the first argument.
  • Supporting argument or statement or example.

2.1.3 Conclusion

  • Reiteration of the thesis argument or statement.
  • A summary of the main arguments.

3. Tips on writing

3.1 introductory paragraph.

Writing an introduction for a management essay can be a problem for some students. The above is especially true for students who are used to memorizing answers and never consider the option of gaining a deeper comprehension of the concepts being taught. The basic tips for writing a management essay begin with the introduction. How one starts the essay says a lot about their mastery of the language and the extent of the imagination. It is hence essential to have a good introduction that will entice the readers.

In the introduction, a writer is expected to provide a brief overview of the topic at hand. Regardless of the topic chosen, the writer is expected to either develop an argument and support it or provide knowledge on some concepts that are prevalent in society. Readers lose interest fast and it is thus essential to outline the paper’s main argument in the introduction. An introduction should help arouse a reader’s interest and ensure that they are fascinated enough to want to read the whole essay.

3.2 Body Paragraphs

The body paragraphs of a management essay support the writer’s argument or provide more information on the knowledge being discussed. Like other essays, management essay paragraphs often have five to six sentences while the number of paragraphs included is dependent on the task assigned. A look at many management writing guides will reveal that each paragraph often has its point or argument. Topic sentences are indeed essential here, and each needs to stand out and have supporting sentences that reinforce its main point. The use of transition words is also encouraged, but writers need to be wary of the number they include in their essays.

3.3 Concluding Paragraph

How conclude a management essay is not as hard as starting. Like all other essays, the conclusion restates the thesis statement and the main arguments. Therefore, a management essay conclusion should not be a problem, but all the above is dependent on how much research one did. While some of the parts discussed might seem easy when reading the tips, if thorough research is not done on a topic, the result will indeed be disastrous.

4. Sources for Essay Choice

Online sources where students can find good essays exist but it is essential to enquire about the reliability of the sources first. Apart from the online sources, one can also analyze the various management issues in society today and easily get an essay. Examples of some sources include:

–    http://openvocabs.org/top-five-interesting-management-essay-research-paper-topics

5. Finalizing Essay

When reviewing the tips for management essay writing, two things will always emerge. They include essay revision and proofreading. Once the writer is through with their essay, it is important first to give it to close friends or family members who can help one to identify some of the mistakes and misconceptions within the paper. Essay revision is of the essence and helps writers to submit essays that are factual and free of obvious mistakes. Proofreading is also as important as revision, and it mainly helps one to avoid some obvious grammatical errors. Everyone makes mistakes, and once the essay is complete, there will certainly be one or two punctuation, sentence structure, or grammar mistakes. Submitting an essay with such mistakes will unquestionably lead to a poor grade. It is, therefore, necessary to proofread an essay before submitting it and ensure that it is free of obvious and trivial mistakes.

Bonus. Management essay example

management concept essay

Essay on Management Principles: Meaning, Nature and Universality

management concept essay

After reading this article you will learn about:- 1. Meaning of Management Principles 2. Nature of Management Principles 3. Significance 4. Universality.

Meaning of Management Principles:

Principle refers to fundamental truth about a concept that provides guide to action. Principles evolve in every field of knowledge — medicine, engineering, accountancy etc. Management principles tell about administration of business, that is, the way business should run. Principles of management help in evolving management theories. Principles serve as guide for management thought.

Management principles have evolved over years of experience and testing in organisations in both public and private sectors. They enable managers to perform their tasks effectively. Management principles are not absolute. As study of management is advancing, new principles emerge and old principles get discarded or modified.

Nature of Management Principles :

1. They are basic and not absolute:

ADVERTISEMENTS:

Though management principles have evolved through experience and testing, they are not absolute in nature. The list of principles is not exhaustive though Fayol’s management principles are accepted as basic principles of management. New principles emerge with research in the field of management.

2. Practical:

Management principles are practical in nature. They can be applied in almost every organisation, big or small, public or private. They are based on genuine observations of human behaviour and, therefore, apply in almost all situations at all levels in the organisation. This accounts for universality of management principles.

This view of universality of management principles does not hold good for organisations operating in different countries. Differences in social, cultural and economic backgrounds of different nations make it difficult for these principles to be universally applied.

3. Flexible:

Management principles are flexible in nature. As they are based more on experience than scientific testing, they are flexible and not exhaustive. They can be changed according to situations. Fayol also accepts this fact.

4. Consistent:

Though flexible in nature, they are consistent. It means they produce similar results in similar situations.

5. Cause and effect relationship:

Management is a behavioural science and management principles deal with human behaviour. Since human behaviour is unpredictable, these principles are not exact as pure science. Cause and effect relationship may or may not be established in application and end results of these principles.

Unity of command, for example, promotes obedience, efficiency and productivity but this principle does not hold good in functional organisations where multiple command system prevails, that is, one person is accountable to more than one boss.

Significance of Principles of Management :

Principles of management are significant because of the following reasons:

1. Simplification of managerial work:

Management principles make the work easy and simple. Managers perform complex managerial tasks on the basis of these principles and make sound business decisions. Actions in different situations are facilitated through management principles.

2. Development of management thought:

Management is a full fledged field of study. Management teachings on the basis of management principles develop management theories which become the basis to carry out the managerial functions effectively.

3. Managerial training:

Management as a discipline is taught to manage large-sized business houses. Teaching and training managers on the basis of sound management principles helps them perform effectively in all the functional areas (production, finance, personnel and sales).

4. Understanding human behaviour:

Management is a behavioural science. It deals with people and tasks performed by them. Management principles help to understand the human behaviour and ways to satisfy their needs (physiological and psychological). Need satisfaction leads to excellence in their behaviour, thus, contributing to organisational goals.

5. Improvement in organisational productivity:

Management principles help to solve organisational problems in a pre-defined manner. They guide actions appropriate to the situation. This results in efficient decisions and optimum utilisation of scarce organisational resources and increases productivity and profits.

6. Improvement in the study of management thought:

Management principles provide scope for research and improvement in the existing principles. This helps in expansion of knowledge in the field of management.

7. Social objective:

Besides attaining organisational goals, management principles also help to improve standards of society. Well managed organisations have satisfied workers whose needs (economic and non-economic) are largely satisfied in organisations. Such organisations and people working therein reflect better standards of society.

Also, since management takes inputs from the society and gives back outputs to the society, principles of management help in effective use of resources, better outputs and improvement in quality of life. The quality of management (through principles of management), thus, affects the quality of society.

Universality of Management Principles :

Different views are held on whether management principles are universal or not. There are both opponents and proponents to the thought that management principles are universal.

1. Arguments supporting universality of management principles :

The following arguments support that management principles are universal in nature:

(a) Pervasiveness of management functions:

Planning, organising, staffing, directing and controlling are performed in all business and non-business organisations. Managerial principles are universally performed by all managers at all levels in all organisations. There may be differences, however, in the intensity in application of principles depending upon the emphasis placed on different functions of management (planning, organising etc.) at a particular point of time.

(b) Management concepts:

Management concepts are different from management techniques. The principle of esprit de corps holds good in all organisations in all situations. How to achieve unity of actions in different situations is, however, different. Management principles are, thus, management concepts fundamentally or universally applicable in different organisations.

However, management techniques (for example, the style of leadership, medium of communication, the kind of motivators used etc.,) vary depending upon need of the situation. Participative style of management may be important in some cases and autocratic style may be important in others. Thus, the basic management principles remaining the same (management as science), the way these principles are applied differ in different situations across different countries and cultures. Management is an organised set of knowledge practiced differently under different conditions.

2. Arguments opposing universality of management principles :

This viewpoint supports that management principles are not universal in nature. They change according to need of the situation. These principles are culture specific and apply differently under different conditions in different cultures. There are no common principles that provide definite solution to similar management problems at same point of time for different organisations and also different points of time for the same organisation.

Even within the same culture, management principles differ for sub-cultures of that culture. Companies operating in rural areas adopt different principles than those operating in urban areas within the same country. The following arguments oppose universality of management principles.

(a) Nature of organisations:

Universality of management principles implies they can be applied in all organisations. However, the nature of business organisations differs from that of non-business organisations. Even in business organisations, management differs for profit and non-profit organisations. Management principles cannot, therefore, be universally applicable in all organisations.

(b) Nature of managers:

Applying management principles depends upon the nature of managers. Some managers regard unity of command and centralisation as effective means of management while others prefer functional authority and decentralisation as more effective means of management. Autocratic managers may consider organisational goals superior to individual goals while democratic managers synthesise organisational goals with individual goals. Universality of management is, therefore, subject to debate.

(c) Environmental factors:

All organisations are not affected by environmental factors in the same way. They respond to environmental changes in different ways and cannot, therefore, apply management principles universally.

(d) Cultural differences:

Different organisations operate in different cultures with differences in values, beliefs, perceptions and attitudes of people. Managers of these organisations operate differently and apply management principles differently.

Management is a behavioural science that deals with people and since people vary significantly in their habits, attitudes, cultural background and value systems, different management principles are effective in dealing with different types of people, even within the same country and same organisation.

Thus, though management principles have scientific validity, they cannot universally apply to organisations of different nature operating in different cultures with different responsiveness to external environment.

Conclusion :

After analysing the arguments supporting and opposing the universality of management principles, one cannot totally accept one viewpoint and ignore the other. To an extent, one can think of universality of management principles as in the current global business environment, multinational companies are operating in different countries. They are drawing management knowledge from different countries, though they are practiced differently in different countries.

Managers in India go abroad to get training in management principles and managers abroad provide consultancy to Indian companies and vice versa. Though, however, management principles can be adopted from different countries, they cannot apply in all countries alike because of differences in environmental variables like economic, social, cultural, educational, technological and natural climate.

After adopting these principles, they have to be modified according to needs of the country. Thus, some management principles can be adopted totally. These principles do not deal with people and are impersonal in nature.

To that extent, one can talk of universality of management principles but principles that deal with interpersonal behaviour at work, that is, with people, have to be greatly modified according to cultural specifications of the environment at work. The management principles, thus, cannot be universally applicable.

Related Articles:

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  • Essential Principles of Management (7 Principles)
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Leadership and Management Concepts

What do leadership and management mean what are their differences, what sort of a leader am i, what sort of a leader could i become or would i wish to become, reference list.

The concepts of leadership and management are closely interconnected. The principal target of both a leader and a manager is to get a particular task successfully accomplished. According to Northouse (2005), leadership is a process that implies an individual’s influence on other people aimed at achieving a common goal. Broadly speaking, management also deals with a person exercising impact on individuals to ensure their sustainable and productive performance.

Therefore, on the face of it, a leader and a manager perform the same job. In order to point out the key differences, one is to analyze the responsibilities that both parties bear. Thus, Gerald Cole (2004, p.6) distinguishes five core functions of a manager: “planning, organizing, staffing, directing and leading, and controlling”. One might see that leadership represents only one aspect of the entire list of a manager’s chargers. Therefore, it is reasonable to assume that the notion of management is broader than that of leadership.

Another exhaustive explanation of the crucial difference between leadership and management was suggested by David Betrocci. The author of several works on leadership suggests that the key distinction between the two concepts resides in the fact that managers are mainly occupied with “systems and processes”, while leaders essentially deal with “visions and people” (Betrocci 2009, p.9). As a result, the evaluation of managers and leaders’ performance implies different criteria. Whereas a leader is estimated by the successful accomplishment of a particular task, the principal indicator of a manager’s efficiency is high profit margins.

Furthermore, one might suggest that management is a highly formal concept while leadership is more personified. In other words, the authority of a manager is imposed by his or her position in the organizational structure so that the subordinates are obliged to obey and carry out all the instructions in a duly manner. The employees’ conformity, in this case, is determined by the formal regulations of the hierarchy relations stated in the contract.

As to the leader’s impact on employees, its extent depends on his or her personal qualities, persuasiveness, charisma, and other relevant traits, rather than on the position that the leader takes. The formal position of a leader is not limited to the manager. In fact, a good leader is equally likely to appear within the group members or in the top management board. Therefore, a good leader is not necessarily a manager and vice versa.

Lastly, many specialists put a particular emphasis on the fact that the concept of leadership is essentially connected with the notion of “change” (Saddler 2003). Whether it is the question of corporate motivation or target-setting, a good leader is in the constant search for alternative solutions and innovative methods. Managers, in their turn, might not experience an urgent need for reformation. In case their system operates properly and shows good results, their task might resolve into efficient controlling and regulation. Therefore, leadership implies a more creative character of the activity.

I believe that I currently belong to a mixed-type of leader. Practice shows that I often tend to rely on the trait aspect of leadership trying to manage the group with the help of some inborn qualities and the ability to persuade and encourage people. In the meantime, I am now in the process of self-development and establishing myself as a potential leader. Thus, I, likewise try to gain the essential skills and to work out effective behavioral strategies. My finite aim is to be able to use the advantage of all the aspects mentioned above, laying a particular emphasis on the character of influence that I have on the group.

I should necessarily note that I consider the leader’s influence to be a critical responsibility. Numerous specialists note that leaders have to operate within the environment of severe competitiveness which sometimes prompts them to set unethical goals and encourage their followers to pursue this policy. Research shows that many leaders tend to impose their values and personal goals on their teams passing them off as corporate interests (Brown & Trevino 2006). Therefore, I am determined to ensure that the impact I exercise is favorable not only from the perspective of reaching the targeted aim but in the moral context as well.

Finally, I realize the necessity of receiving a valid and consistent theoretical base in order to be able to make a good and effective leader.

In order to identify what sort of leader one would like to become, it is essential to define which concept of leadership understanding one accepts. Thus, one might regard leadership as a skill, a trait, ability, behavior, a relationship, and an influence process. I believe that the latter offers the most exhaustive elucidation of the leadership phenomenon. According to this approach, the influence that a leader has over the followers plays the critical role in the process (Northouse 2005). There are several reasons why I find this interpretation the most rational.

First, and foremost, it is necessary to admit that all the aspects can be and should be combined to carry out a successful leadership. Thus, trust-based relations can be reached with the help of the inner charisma of a leader; an effective behavioral policy can be successfully worked out due to his or her professional skills. Theoretically, a good leader is the one that has essential inborn leader’s traits, develops the necessary skills, chooses beneficial lines of behavior, sets favorable relationships and performs a positive impact on the group. However, the reality is that one normally has to concentrate on a key aspect regarding all the others as additional.

As a potential leader, I would like to focus on the practical side of my collaboration with other people. I assume that it is an influence process that makes leadership distinguishable from other concepts. Influence can take the form of motivating, finding an appropriate step-by-step strategy, or carrying out precise targeting. Whatever the case, it is a leader’s impact that defines the success of the group’s performance in the framework of a particular task.

Moreover, the relevant approach to leadership interpretation allows one to set rigorous ethical standards. In other words, regarding leadership as an influence process enables a leader to evaluate the impact he or she performs from the perspective of ethics and morality, whereas understanding leadership as a trait seems to overlook these critical criteria.

Finally, I suppose that considering leadership as a process will assist me in achieving particular goals as this approach is more precise and outcome-focused. In other words, within this framework, one is enabled to select different strategies for accomplishing different tasks. It is, likewise, possible to adapt the character of influence in accordance with the relevant circumstances. Thus, in some cases, a leader might minimize the extent of the influence and let the group generate their own solutions and exercise their creativity. In other cases, a leader may need to increase the extent of the impact, trying to raise corporate motivation and their determination to receive the best results possible.

Among the most interesting topics during the ATP Winter Program, the aspects of inspiration and change seem to be the most interesting. Thus, according to the leaders I managed to meet during g the course, leadership implies constant intention to improve the existing set of things. This idea contradicts with the theory about leadership as a trait. The majority of the lectures during the classes put a particular emphasis on the fact that it took them significant effort to become successful leaders.

Another question that seems to be very complicated and significant is international management or management across cultures. I believe that the capacity to apply managerial practices to different cultural environments is of great value in the modern context of globalization.

Specialists point out an entire series of challenges that one is likely to face while working with cross-cultural management. Thus, according to Branine (2011), one is to consider economic, political, legal, and even technological difficulties while operating in this segment. On the one hand, this branch of management seems to be particularly interesting as it offers a broader overview of the problem. The general knowledge of the basic principles of leadership and its types becomes insufficient when it comes to the international market. In order to make a good leader abroad, one is to become a multi-discipline expert that possesses profound and consistent knowledge of the local background. The necessity to adapt the theoretical basis of leadership to the features of the particular mentality seems to be both exciting and challenging.

On the other hand, understanding the peculiarities of the international context requires some practical experience that one can employ in order to generate the relevant insights. Acquiring such kind of experience is realized through traveling, otherwise, one has to rely on the theoretical facts described in the literature. Nevertheless, I believe that this challenge will be naturally eliminated in the course of time as studies will enable me to enlarge my practical experience.

Additional complexity in studying leadership and management resides in the fact that the relevant science offers a wide range of approaches to the interpretation of these concepts. Thus, it’s the diversity of experts’ opinions that represents another challenge in studying the relevant discipline. For example, different specialists provide various visions of the types of leadership. Therefore, the approach I used above implied considering leadership as a trait, a relationship, a process, etc. This framework allowed me to work out the concept of a leader I am determined to make. Meanwhile, Gerald Cole offers other types of leadership.

According to the author, one should point out the following types of leaders: charismatic, traditional, situational, appointed, functional, and principle-centered (Cole 2004). A closer examination of this approach shows that it has a lot in common with the one described above. However, the task of differentiating between various approaches and interpretations of leadership seems to be rather challenging as it requires consistent theoretical knowledge and the understanding of the general principles of the leadership’s structure.

Meanwhile, I assume that this difficulty can be overcome by a thorough and profound research and examination of the approaches and theories that exist in the relevant field. The more points of view I get acquainted with, the easier it will be for me to differentiate between various classifications of leadership. Moreover, I expect that some practical experience will also assist me in understanding the theoretical approaches to management and leadership that I have learned from literature.

Betrocci, DI 2009, Leadership in Organizations: There is a Difference Between Leaders and Managers , University Press of America, Lanham, Maryland.

Branine, M 2011, Managing Across Cultures , Sage Publications, Thousand Oaks, California.

Brown, ME & Trevino, LK 2006, ‘Ethical leadership: A review and future directions’, The Leadership Quarterly , vol. 17, no. 6, pp. 595-616.

Cole, GA 2004, Management Theory and Practice , Cengage Learning EMEA, London.

Northouse, PG 2005, Introduction to Leadership , Sage Publications, Thousand Oaks, California.

Saddler, P 2003, Leadership , Kogan Page Publishers, London.

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Moneyball Film Management Concept, Essay Example

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Introduction

Moneyball is a movie based on Michael Lewis bestseller book that is based on a true story of a baseball superstar. A biographical sports drama where Billy Beanie being their general manager are determined to assemble a formidable Team. Moneyball generated articles in the past year measuring up the Moneyball concept to Human resource and the approach to hiring by influencing the “big data” concept. Moneyball contains valid concepts that apply to workforce analytics most notable the concept of recruiting and high headedness on recruiting managers.

Beanie was determined to rebuild the team at bargain basement prices; he was influenced by the theories of Peter Brand (Jonah Hill), a young Yale economics graduate that had formulae on how to evaluate a strict cost-benefit analysis of baseball players (Shea, 2008).

He convinced Beanie that he should hire players based on certain performance statistics that targeted undervalued players. Together, they convened a team that seemed impulsive at first, but during the course of a tough season, proved that it was worth in baseball.

Plot of the film and the company being portrayed

Moneyball is a story based on a character whose past circumstances drive and require him to think differently and broadly.  Bills throughout demonstrated a character that takes a risk that enables him to understand something of himself, and to understand something about himself.  Billy attempts to do something that goes beyond simply win baseball games which manifests his relentless efforts and daringness by turning tables in the baseball arenas. The competitiveness perceived in that baseball season was immense.  It’s really a trial, an attempt to prove his ability in correlating human potential with something that if proven true, would explain in part why his life turned successful the way it did, which is a thrilling idea.”

Moneyball inspired HR leaders to embrace analytics for recruiting and create new metrics for performance management. However, the impact on business operations and the insight into more mature workforce management opportunities seems to be inspiring organizations to evolve their processes and technology strategies with workforce analytics.

This is really a movie that entrenches broad business concepts. The individual players have insignificant roles, the entire drama happens in the mind of the general manager and his strategic partner. They gamble against tradition and in goodwill of numerical analysis that goes against the grains of baseball history, notwithstanding the fact that for all of those years, analysts have had correctly predicted well thought statistical theories on talk shows. The numbers crunchers clearly demonstrated that a computer can analyze and assemble accurate data to constitute a team better than human analysis

The Human Resource practice – performance management

The application of data driven management played a significant role in reshaping an otherwise laggard main league team to become an international class winner. Other than using traditional metrics as the basis of performance management, the use of lesser known statistics resulted to success in games. Innovative tactics played a vital role in data advantage for recruitment and development of players.

Baseball owners are only an example of years past, where many human resource professionals and managers fail to address fundamental principles that govern their practice thus making mistakes in constituting their teams. One cardinal mistake is by undervaluing their employees. Now the human resource management needs a holistic approach to ensure that the right data is obtained and professionally analyzed and used to improve talent management.

The HR practice impact the employees

Labor productivity is a core component in human recourse. Beanie’s intended to formulate a strategy to maximize the productivity and efficiency of his workforce. The concept of on-base percentage against batting average runs batted in and stolen bases redefined baseball, but the idea is workable with a workforce when accurate productivity metrics are consolidated. After analyses and personnel with desired quality skill are identified, a schedule optimization follows which entails putting the right place at the right time. This challenge is evidently in the film, when Oakland’s manager persistently ignores Bean’s request to remunerate a player at a particular position (Scott Battenberg at first base) (Armstrong, 2012).

When employee skills, motivations and knowledge are at sync with the demands a culture harmony and coordination is evidenced. On the contrary when the opposite happens the entire team loses focus of the intended objectives of the organization. Inevitably, a holistic approach is needed amalgamate right data, select, track, compare and used it to improve performance. Dynamics in economy, rising commodity costs, competition and shrinkage of consumer dollars undermines on profits. Global business leaders are in charge of ever-larger portfolios of products and human recourses, and they need transformative and creative stimulate growth in their companies (Alborg, 1992).

The Human Resource practice fairness, appropriateness, or effectiveness

In the movie “Moneyball,” Beanie refocuses on innovative methods on how to scout and hire baseball players owing to the fact that his small team cannot afford a budget to match wealthier teams as the New York Yankees and Boston Red Sox on free agent contract. His assistant sources for measurement techniques collected from the financial circles revealing baseball players who other teams have undervalued (Grove, et al. 2000).

Visibility and accountability is integral to workforce management, and is spelt and well in the movie. Beanie was innovative, creative and He was visionary. He had gone an extra mile to implement what the management did not deem as a strategy to achieve the organization’s goals. He wanted certain players in his lineup executing specific roles to enable his strategy. While his aspirations were evidenced in the outcome of his wins (Goldin & Rouse, 2000).

Recommendations based on knowledge of HR management

The acumen to measure performance and gauge results based on implementing certain programmed modalities provides the visibility essence to hold management accountable and adopt the changes necessary to realize organizational goals. Human relations managers are responsible for engineering production by presenting credible manpower recourse in their organizations. The hireling managers have the discretion in determining their mode of hire. A hireling manager may opt to hire on the basis of similarity in traits with the HR, or they share similar leisure interests .as in Moneyball the hireling criteria was performance ,it then makes sense to analogize  business and sports and HRs will recruit people like the role played by Johan Hill in the film (Travers, 2011).

The essence of data is revisited in Moneyball as a major component in accurate recruiting; on the contrary most departments may lack reliable reference data demanding HRs to be more creative in approaching other recruiting methods. HR management entails an orderly approach with organized files, strong time consciousness, management skills and personal efficiency are vital to HR effectiveness.  Dealing with people’s lives and careers demands much attention, issues such as requests need speed and concern (Ditzian, 2011).

Multitasking is the order of the day, an HR professional address an employee’s personal issue followed by, an intermittent leave question, in a word the contents on a HR list are tightly scheduled to issues that are at times not in the program. All issues are addressed with urgency so as to leave no issue lying on the other in HR, if it’s not one thing, it’s another. HR managers more oftenly deals with issues in “the grey area.” Discrimination, harassment, reasonable accommodation, intermittent leave, these are HRs starting points which bears all due complexities with incomplete information, and they have to know how address whichever crux and when to seek the professional help.

Along with grey comes a time to negotiate arbitrating two or more opposing views, and the successful HR identifies an acceptable middle ground. Remember, arbitration is to end up with two parties that are contented with the outcome. HR professionals have to communicate over to managers, to potential employees, and to all levels of current employees. And they have to consolidate the information in writing, while they have to be cautious, convincing, caring, and believable. HR professionals are the   philosophy of the company, as well as guardians of confidential information. As they serve the needs of top management, they also monitor strict ethics toward employee’s to be sure organizational principles and regulations are followed. They always handle confidential information appropriately, and never divulge it to any unauthorized person.

Alborg, D. A., (1992). “Predicting the job performance of managers: What do the experts know?” International Journal of Forecasting, 7, 467-472.

Armstrong, J. S. (2012), “Illusions in regression analysis,” International Journal of Forecasting. 28 available at http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1969740.

Ditzian, E., (2011). “‘Moneyball’ Cheat Sheet: Everything You Need To Know”. MTV Movie News.

Goldin, C. & Rouse, C. (2000). “Orchestrating impartiality: The effect of ‘blind’ auditions on   female musicians,” American Economic Review, 90 (4), 715-741.

Grove, W.M. et al. (2000). “Clinical versus mechanical prediction: A meta-analysis,” Psychological Assessment, 12, 19–30.

Shea, J., ( 2008). “Beane a sex symbol in ‘Moneyball’ movie?”. SFGate.com.

Travers, P., (2011). “10 Best Movies of 2011: Moneyball”. Rolling Stone.

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The Personnel Management Concept - Essay Example

The Personnel Management Concept

  • Subject: Human Resources
  • Type: Essay
  • Level: Undergraduate
  • Pages: 9 (2250 words)
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Extract of sample "The Personnel Management Concept"

Executive Summary

The paper represents a case study report, which regards the fact that with the transition to a market economy system, the personnel management concept has changed to a great extent. This is due to the fact that many of the enterprises (organizations) were able to have an access to foreign markets, and, have, as a consequence, the cooperation with foreign partners. In the context of the internationalization of production and globalization of markets, the growth of migration and trade flows have become a problem in the management of personnel, characterized by cultural and national contradictions which need to be solved. In science, there are many approaches to personnel management, such as strategic, systematic, integrated, integration, marketing, functional, process, dynamic, regulatory, administrative and others, but none of them takes into account the cultural differences, language issues and national staff. This problem can be solved by the formation and implementation of an enterprise cross-cultural approach, personnel management, unifying all the existing approaches in this area. This aspect has caused the urgency of this article.

In addition to this, the paper consists of the following parts, Introduction, Case Study Analysis (with the necessary subsections), Conclusion, and Recommendations. Each part of the report in question is aimed at analysis and recommendations for the case study. The paper was written with the usage of the most recent sources in the field of expertise.

Table of Contents

1. Executive Summery …................................................................................................................2

2. Introduction …............................................................................................................................4

3. Case Study Analysis…................................................................................................................4

3.1. What are the causes of those problems?.…..............................................................................4

3.2. What are the tensions that can arise in the management of work-life in a global context?......6 3.3. What is their potential impact for employees and the organisation? …...................................6

3.4. What are the likely consequences if these problems are not addressed?..................................7

4. Conclusion...................................................................................................................................9

5. Recommendations........................................................................................................................9

6. Reference List............................................................................................................................11

Assessment 1: Case Study Report

Introduction

Modern labor market represents a wide set of specific requirements, which call for the development of new approaches or renovation of existing approaches to training of the professionals and specialists. The more tangible becomes a demand for professionals who are fluent in several foreign languages and, as a consequence, are aware of the cultural differences in order to carry out professional activities (Furtmueller, Wilderom & Tate 2011). As they are related to education issues, the foreign language of professional communication of professionals means that the current stage of the evolution of the professional economic context, knowledge of accounting functions as the foundation of the process of cooperation in the professional field will require the development of new campaigns to teaching foreign languages as the language of specialization (Harzing & Feely 2008).

The present case study report regards the issue of language skills and knowledge which goes along with the cultural awareness in the field of management and HR management. The represented case study is being analysed from the perspective of causes, tensions, possible effect on employees and hypothetical consequences of the situation. On this basis, there are several recommendations elaborated in order to have the issue solved and lead the business in question to the successful level. Therefore, the purpose of this paper is to analyse a case study (which is devoted to Dandan Yuwen) in order to come up with a set of useful recommendations.

Case Study Analysis

What are the causes of those problems?

Having regarded the case study, it is possible to single out several types of problems Dandan Yuwen and her staff encountered. First of all, the main problem was the language skills improper techniques; secondly, the difference in time zone and new reporting line / authority ; thirdly, the language fluency / communication and the inability to use the proper language skills which was caused by the lack of self confidence of Dandan Yuwen.

Having these problems singled out, it is possible to state that the basis of economics intercultural foreign language learning process and communication in the field of professional expertise is to be conducted throughout the enterprise Dandan Yuwen works for. It has to be a study of the features of business culture of the country of studied language. In this case, from the perspective of Hofstede's cultural dimensions, business culture presupposes the ability to make sure that all the information communicated by phone is properly understood regardless of the technical problems of connection (Juiz & Toomey 2015). Formation of knowledge of the specifics of the business culture is believed to be inherent in a particular national-cultural community, and, consequently, requires the linguistic and extralinguistic aspects of professional (economic) discourse (Mahadevan 2014).

The modern age of information has reduced the time and distance to transmit the message. It translates the global economy with industrial production to the production of goods and services defined in the first place, information systems (Steers et al. 2010). The information revolution overestimates our world, without taking into account neither the border nor geography. Once the limited information of the printed word in the last two decades has paved the way to computers and the Internet (Xiaochi 2012). Computer communication erases the boundaries between spoken and written English. Communication via computer / telephone promotes the use of at least the official spoken language and is tolerant to diverse and at the same time highly individual style (Kinney 2016). This is reflected in the language of the World Wide Web, which replaces the academic language.

What are the tensions that can arise in the management of work-life in a global context?

Doing business internationally means access to new markets, which means that there is a need in the translation and localization of documents, a large number of advertising, marketing and other information. In addition, all documents must comply with the requirements and legislations of different countries (Jarrold 2006; Graf & Mertesacker 2009). In our high-tech age of business erased all boundaries (Steers et al. 2010). During a detailed examination, it is possible to face the pitfalls in regard to the law of many countries. In the implementation of the international business activities, many companies are faced with difficulties in workflow.

Thus, it is possible to single out the following types of tension, such as work – family conflict, imbalance of personal life and work; stress from family, physical, mental health; professional incapability to communicate the necessary information, etc. All these tensions tend to be extremely negative from the point of view of professional activities since they produce an undesirable effect on the employee's personality and attitude.

What is their potential impact for employees and the organisation?

The investigation of the potential impact for employees and the organisation is of a great importance. The problems described in the case study are to be fixed in order to produce the positive impact on both employees and organization (Pauluzzo 2010). The study of the behavior of people from different cultures and those who work together for the same organizational environment, is engaged in cross-cultural management. Based on the foregoing, we have derived the following definition. The cross-cultural management is a management of relations arising at the interface of national and organizational cultures, research into the causes of intercultural conflicts and their neutralization, and finding use in the management of the organization patterns of behavior, characteristic of the national business culture. In addition, the potential impact can manifest in morale, stress / fatigue / burnout; company's loss of the business opportunities and, finally, the reduced productivity.

Thus, cross-cultural management implementation will have a positive impact and will reduce the number of problems. This is due to the fact that it is expanding the area of the organizational behavior at the expense of the multicultural dimension (Steers et al. 2010). The purpose of the implementation of cross-cultural management at the company in question is to shape the overall corporate value system, which would be perceived and recognized by every member of the multinational group. We are talking about the formation of a particular corporate culture that arose on the basis of the national business culture, harmoniously combines some aspects of the culture of each nation, but not repeated in full in either of them.

What are the likely consequences if these problems are not addressed?

Each employee is inherently unique and is a carrier of their own culture. The notion of culture is closely related to the concept of cross-cultural management, so it is necessary to determine its nature. Culture and the lack of its knowledge can bear numerous consequences and problems (Heikkilä & Smale 2011). In general, Culture is defined as a set of achievements of mankind in the industrial, social and spiritual sense (Pliopaite 2010). Social and cultural preferences and patterns of staff, which are elements of the organizational culture of the enterprise (organization) and lead to the following consequences,

  • how employees relate to their work and their enterprise as a whole;
  • what issues are concerned by the employees as they prioritize in addressing emerging problems, what methods and means they are about to use to solve problems;
  • lack of knowledge how to build staff interaction;
  • lack of knowledge what motivation has a significant impact on staff;
  • what approaches to leadership have a greater impact (Steers et al. 2010).

It should be noted that the socio-cultural characteristics of the people are not something constant – they tend to change over time, so cross-cultural communication is also subject to change. However, each nation has a number of socio-cultural characteristics, and the knowledge of which allows to build an effective communication within the company. Thus, culture is, above all, a trend of predictability (Graf & Mertesacker 2009; Dyer 2015). In business, it is important that people operated the same concepts and were predictable.

Another consequence consists in following. Currently, enterprise extends beyond the national market, including people with different cultural characteristics. Under these conditions, the efficiency of business activities of organizations depends on the efficiency of personnel management with a variety of cultural differences (Alvesson and Kärreman 2007). Improper management of such personnel in the business of having cross-cultural issues, defined by language, religion, politics and law, geography, art, education, technology and other vital values.

In order to avoid the negative consequences which are logic from the case study, it is important to have the cross-cultural management research involved the cultural differences at both the international and national levels, both outside and within national boundaries. It covers the description of the behavior of people – representatives of different cultures, working in / for the same organization, and comparison of the behavior of people in organizations located in two or more different countries.

Having analyzed the case study in question, it is possible to conclude that the relevance of the development of management in the case study about Dandan Yuwen is predetermined by the fact that the interaction of people from different countries and cultures is carried out against the background of an increasing variety of forms and methods of organization and management of multinational companies, international projects, intercountry working groups (global commands), strategic alliances. Acquisition of a foreign language is one of the most important steps in organization of staff at the moment and, of course, considered as the criterion of success professional activities staff.

Recommendations

It should be noted that it is insufficient understanding of the opponent's culture is only on a rational level, the successful conduct of business with foreign partners or abroad requires the knowledge of the so-called foreign cultural affective orientation, ie the knowledge of the criteria sentiment, emotion and so on of another culture. In addition, it is essential to have the behavioral aspect of adapting to a foreign culture, using a range of formed algorithms and stereotypes needed to perform certain actions in specific situations. The system of national and cultural features that are recommended to Dandan Yuwen to be taken into account in the conduct of business with foreign partners in foreign countries, can include options such as,

  • Background information: history, political system, the state language, the religion, the demographic situation in the country;
  • cultural orientations: cognitive styles, typical of the country's inhabitants, negotiating strategies, values, prevailing among the local population;
  • business practices: order of business meetings, negotiations, partners entertainment business, etc (Bennis 2015);
  • Protocol: form greetings, forms of address to business partners, gestures, clothing, gifts.

This combination of parameters is recommended to be aimed at forming in the mind of the recipient sufficiently complete picture of the national and cultural characteristics of the country and its business environment. But here the question arises, how deep and lasting can be mastery of such knowledge in the absence of regular practice, requiring constant revitalization of knowledge as a foreign language, and relevant knowledge of the extralinguistic nature (Steers et al. 2010).

In this context, it seems appropriate to carry out a distinction between two interrelated foreign language teaching professional communication systems in which there is a formation of intercultural communicative competence: education system in high school and 3 corporate training systems that are understood as additional training in the production process.

Speaking of strategy formation of intercultural communicative competence in a foreign language within a particular staff, it is first necessary to point out the relationship of these strategies on the stage of training. The predominance of the initial stage of the situational context or type of education, subject.

At an advanced stage of learning, the strategies of intercultural communicative competence in the field of professional communication depend on the formation of such skills as adequate reading comprehension (or listened), professionally-oriented text, its interpretation, the ability to draw the own conclusions on the basis of the read (heard) data. Accordingly, the strategy in question, will be used to identify and develop the genre-stylistic peculiarities of speech products professional orientation; the characteristics of structural construction works written speech sphere of business communication (in particular, adopted in a particular business culture characteristics of commercial correspondence texts); the adopted argumentation models for a particular culture; typical deployment of professionally-oriented text (scientific, popular scientific, journalistic) of the culture of the business logic; and, finally, the possible deviations from the formal register in the oral or written professional communication, etc.

Reference List

Alvesson, M. and Kärreman, D., 2007. Unraveling HRM: Identity, ceremony, and control in a management consulting firm. Organization Science, 18(4), pp.711-723.

Bennis, W 2015, 'Managing the Dream: Leadership in the 21st Century', Antioch Review, 73, 2, pp. 364-370, Academic Search Premier, EBSCOhost, viewed 25 May 2016.

Dyer, J 2015, 'The Façade of Management Commitment And Why It's So Destructive', Industry Week/IW, 264, 7, pp. 18-22, Academic Search Premier, EBSCOhost, viewed 25 May 2016.

Furtmueller, E., Wilderom, C. and Tate, M., 2011. Managing recruitment and selection in the digital age: e-HRM and resumes. Human Systems Management, 30(4), pp.243-259.

Graf, A. and Mertesacker, M., 2009. Intercultural training: six measures assessing training needs. Journal of European Industrial Training, 33(6), pp.539-558.

Harzing, A.W. and Feely, A.J., 2008. The language barrier and its implications for HQ-subsidiary relationships. Cross Cultural Management: An International Journal, 15(1), pp.49-61.

Heikkilä, J.P. and Smale, A., 2011. The effects of ‘language standardization’on the acceptance and use of e-HRM systems in foreign subsidiaries. Journal of World Business, 46(3), pp.305-313.

Jarrold, C., Purser, H.R. and Brock, J., 2006. Short-term memory in Down syndrome. Working memory and neurodevelopmental conditions, pp.239-266.

Juiz, C, & Toomey, M 2015, 'To Govern IT, or Not to Govern IT?', Communications Of The ACM, 58, 2, pp. 58-64, Academic Search Premier, EBSCOhost, viewed 25 May 2016.

Kinney, J 2016, 'Developing Ready Leaders for the Front Line', TD: Talent Development, 70, 5, p. 80, Academic Search Premier, EBSCOhost, viewed 25 May 2016.

Mahadevan, J., 2014. Intercultural engineering beyond stereotypes: Integrating diversity competencies into engineering education. European Journal of Training and Development, 38(7), pp.658-672.

Pauluzzo, R., 2010. How cultural determinants may affect HRM: The case of Italian companies in China. Research and Practice in Human Resource Management, 18(1), pp.78-95.

Pliopaite, I., 2010. Intercultural Competence Development in EU Banking Sector. Mokslas: Lietuvos Ateitis, 2(2), p.75.

Steers, R.M., Sanchez-Runde, C.J. and Nardon, L., 2010. Management across cultures: Challenges and strategies. Cambridge University Press.

Xiaochi, Z.H.A.N.G., 2012. Intercultural HRM Study on" Culture Clash" from Chinese Enterprises Investment in Brazil. Australian Journal of Business and Management Research, 2(5), p.47.

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Marketing Management Concept Overview Essay

Introduction, role of market insights in enabling outside-in strategies, role of market insights in analysing customer behaviour, role of market insights in customer centricity, role of market insights in dealing with abundance and automation, reference list.

The industry of market research was orderly, predictable and fairly calm in the past days when professionals worked for suppliers and companies in marketing departments. These professionals worked in an environment with well defined space and roles. As such, they were specialised in research where they assessed various attitudes that affected consumer behaviour (Peck & Payne 2008, p. 13).

In addition, statistics, survey designs, voter behaviour, and sociology became an important strategy in marketing. This was followed by apprenticeships where professionals were promoted to project directors from research assistants. A bit of predictability and stability were obtained in this system of market research, but it did not last for long.

In the recent past, many organisations have experienced a growth in customer relationship management, market research, data mining, and competitive intelligence. It has become a crucial strategy for companies to clearly understand their marketing approaches as well as identify and know each of their customer’s taste and needs since this information is fundamental in marketing (Powell 2010, p. 300).

Besides, understanding the customer’s requirements helps organisations to open new markets and services that suit the needs of their clients. On the other hand, it is thought that an individual customer is equivalent to an atom of business, and a group of individuals comprise a market with huge potential for demand.

Insight in marketing plays an important role in shaping the strategies of outside-in companies.

Insights that are strategically useful address the real needs of the customers, identify places of weakness where other companies are likely to exploit, give possible explanations concerning customer defections and ways of retaining them, predict the likely outcome if a company cuts prices of selected products, and choose the most appropriate media to be used in marketing.

Also, these insights are valuable to a company because they assist in the development of strategic decisions regarding the outside-in companies in many ways.

To begin with, strategy decisions act as a guideline for a company to draw fact-based and practical conclusions. This is because market responses that drive the customer’s value and market structures related to competitive positions and segments are developed and used by outside-in companies through a widespread database. The factuality of these decisions results from the captured profitability of the outside-in companies.

Again, practical information regarding the market is obtained through the value that firms accord ethnographic work, which statistically analyses and predicts models (Anderson 2011, p. 20). On the other hand, the development of strategy decisions helps firms to anticipate their competitors’ countermoves and moves.

The fact that today’s world is interdependent makes it essential for a company to identify and understand its potential competitor. For example, the software game that was developed by Nintendo was an original idea of Microsoft and Sony. Nevertheless, the Wii of Nintendo provided an enjoyable experience with appealing demographics.

On the contrary, the production costs of Nintendo were less since their game lacked expensive features like those of Sony and Microsoft. Overall, this was possible because Nintendo took advantage of the closely associated operations between Microsoft’s Xbox and Sony’s PlayStation. In addition, Nintendo was aware that it was not going to face attacks from its competitors.

Furthermore, market insights develop strategic decisions that in turn connect with networked customers. This is because of promising new channels and media that have effectively increased access to customers at fragmented costs. This move has seen the loss of efficacy in traditional methods of communication such as mass media (Fiol & Marlene 2011, p. 191).

The invention of facebook and twitter has enabled firms to engage directly with customers, and this has been advantageous to firms since they understand their customer’s taste, where and when they need their products. One practical example can be drawn from Hewlett-Packard when they were designing their new entertainment laptop.

The company launched an online competition via MTV and the web, where the announcement attracted over five million hits. In fact, this latest development forced HP to reassess its sales strategy. In other words, the concept of outside-in thinking has made it easier for firms to interact freely with their customers in a productive manner.

Finally, it is factual that a company with good insight into its market identifies and acts on growth opportunities before its competitors (Irons 2007, p. 6). For instance, the customers of Walmart Pharmacy could not afford the company’s full prescription and therefore broke the pills into half.

In attempt of utilising this opportunity, Walmart offered cheaper prescriptions at $4. Inasmuch as this prescription included generic medications, this move brought a series of customers most notably the uninsured into Walmart.

It is illustrious that customers who belong to a particular company form its market, and it is the responsibility of these companies to decode their customer’s demand force. When a company knows its potential customers and the particular benefits they achieve from their products, it becomes easier for that company to predict and explain its performance.

It is the role of marketing units in companies to integrate all broken pieces of information regarding their customers. This information is then transformed into recommendations that are channelled into board members of a particular company for action.

In the long run, the customer’s behaviour is well understood. Thus, appropriate communication strategies between a company and its target are derived and this leaves the company in a better position to enhance trust between itself and its consumers.

In order to identify market insights, firms analyse transactional database and conduct market research. This has made it possible for companies to determine each customer’s price sensitivity, usage patterns and preferences. Hence, this information remains pivotal in retention, determination of cross sell policies and pricing of products within a company.

However, this will not be possible unless companies aim at attracting potential customers into their market through a precise evaluation of customer attitude. Presentations of market insights can be in the form of segmentations, control experiment verses test results, cause-effect relationships, rejected or confirmed hypothesis, and various scores on financial and marketing metrics.

Moreover, market strategies involve the identification of how and where to compete effectively. In order to achieve this, a proper market insight is needed to establish the customer’s taste, segments and the 4P’s. It is the synergy of technological advances, proper understanding of the market and its trends that differentiate between a successful and an unsuccessful company (Wright 2008, p130).

In line with the ongoing discussion, it is only possible for a company to set successive long term approaches if it focuses on its customers. For example, firms have been unsuccessfully struggling to assess various long term effects of their promotions.

It was until they adopted their customer’s measure of promotional activities that they were able to determine their loyalty. This way, the seemingly unprofitable promotions maintained a cheap image that in turn retained their customer’s loyalty.

It is thought by many people that customer centricity is the process of replacing traditional product marketing strategies with current consumer trends. However, the correct definition of customer centricity is the process of balancing the requirements of the consumer with those of the company.

The term can as well be defined as the art of resisting the implementation of product strategies without understanding the real requirements of the customer. When a customer’s need is not understood, then the real importance of this customer is not reflected (McKitterick 2007, p.81). This explains why in some firms the position of the chief customer officer has been created.

The convergence of customer service, sales and marketing within a company reflect the position held by the chief customer officer. As such, the chief customer officer holds all information regarding customer insights.

This information is in turn transferred to the chief executive officers in boardrooms who then use it to draw critical business decisions. Finally, when information about customers is in the hands of the chief customer officer, it is likely to be taken seriously.

In the present world, the sources of market insight are more than in the old days. This is because of advanced technology that provides massive volumes of instantaneous feedback. The information that is hidden in this feedback is then decoded using digital technologies (Guthrie 2010, p. 30). This explains why many firms that operate on real time database are able to make instantaneous but well informed decisions.

It is not by surprise that firms of the gone days would not have passed most compliance tests such as the YK2. For example, in the golden age of database update through direct mails, it would have taken a firm at least three months to establish if its campaign was successful or not. Technology has made it possible for firms to judge an email campaign almost immediately after deployment.

It is also advantageous for companies to change the content of the campaign should they want to, assess the deliverability of their mails, determine the rates at which their mails are opened, and determine the actual number of customers who convert the mails into purchases.

Furthermore, customers no longer queue outside customer care centres for their issues to be solved, rather they tweet their feelings. Also, it is possible to start online community forums that involve even the uninterested individuals since all they need to do is to embellish their personal observations.

It is the role of insight in marketing that has enabled firms to have abundance of data regarding their products. Technology plays a major role in data collection, handling and processing resulting to appropriate conclusions (Davis 2009, p. 65).

The role of insights in marketing has resulted to automation of operations in many companies. This is possible because of broadening market trends and the complicated nature of the market. Despite the fact that the scarcest resource is human capital in any marketing unit, it is common nowadays for companies to harmonise repetitive tasks (Kotler 2008, p. 30).

Savings resulting from the freed up human capital are reinvested in qualitative initiatives. In other words, when a company automates most of its operations, it becomes obvious that a spare resource is created. This spare resource plays a role in ensuring that most of the issues in market insight are addressed.

This is the same scenario in RAPP, a company that has embraced the t-shape technology. Here, candidates with the capacity of widening their knowledge but with specialisation in a particular field are employed.

In the past, most companies focused on marketing their products to consumers without paying attention to their needs. This marketing was done by professionals whose work was relatively predictable. However, companies have realised the important role played by customers within today’s competitive market. Thus, it has become relevant for these companies to come up with strategies that make their business lucrative.

As firms come up with strategic objectives, it becomes imperative that they include customers since they play a critical role in the marketing sector. Besides, when a company understands its market well, it is able to strategise on how to overcome the consistent threats that other companies present. Again, it becomes easy for a company with good insight into its market to understand the behaviour of its customers.

This is advantageous because a sense of common understanding and trust is generated between such a company and its target. On the other hand, excellent market insights play a significant role in the establishment of customer centricity and in dealing with automation of operations in places of work.

Anderson, P 2011, ‘ Marketing, Strategic Planning and the Theory of the Firm’, Journal of Marketing , vol. 46 no. 4, pp. 15-26.

Davis, K 2009, Marketing Management, The Ronald Press, New York.

Fiol, C & Marlene, Y 2011, ‘Managing Culture as a Competitive Resource’, Journal of Management, vol. 17 no. 1, pp. 191.

Guthrie, J 2010, ‘The management, measurement and the report of intellectual capital’, Journal of intellectual capital, vol. 2 no. 1, pp. 27-41.

Irons, K 2007, The marketing of services approach to achieving competitive advantage, McGraw-Hill, New York.

Kotler, P 2008, Marketing management, New Jersey, Prentice Hall.

McKitterick, J 2007, ‘Marketing Management Concept’, Marketing Thought , vol. 4 no. 3, pp. 71-82.

Peck, H & Payne, A 2008, Relationship Marketing, Butterworth Heinemann, Oxford.

Powell, W 2010, ‘Network Forms of organization’, Research in organizational Behaviour , vol.12 no. 7, pp. 295-336.

Wright, MA 2008, ‘A Contingency Model of Marketing Information’, European Journal of Marketing , vol. 32, no. 2, pp. 125-144.

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Performance Management

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Introduction.

With the current dynamic economic world, organizations have adopted strategic management systems to stay competitive. One of such systems is performance management, which ensures the organization’s goals are achieved. Organizations in both the private and public sectors apply this system. The paper discusses the concept of performance management and its application in the private sector. The paper also analyzes how public organizations in the member states of the Gulf Cooperation Council (GCC), such as the United Arab Emirates, and the other countries apply this concept.

The Performance Management Concept

The performance management is the process of discovering, assessing and advancing performance in firms by linking individual’s work to the overall mission of the firm (Lin & Lee, 2011).  It aims to improve the organization’s overall performance by raising the level of input of employees. Performance management is crucial to the success of an organization for a myriad of reasons. The first reason is that performance management increases employees’ motivation to performance. When an employee receives feedback about his performance and realizes that the organization recognizes his hard work, he becomes motivated to accomplish more in the future (Aguinis, 2005). Performance management also increases a worker’s self-esteem. When an employee feels appreciated at the firm because of his work, it consequently improves his self-esteem. Another importance of performance management is its role in providing insight into the achievements of employees. Through performance appraisals, managers can understand each employee’s contributions to the organization (Esu & Inyang, 2009). Performance management is also essential as it helps to clarify an employee’s job description. Through the appraisal process, workers can better understand the organization’s expectation of them in their positions and how to achieve success in these posts (Aguinis, 2005). Performance management also assists employees to understand their strengths and weaknesses better. Having this knowledge helps to identify future career trails for the workers. Performance management as a concept provides valid information about an organization’s performance. The company then uses the information for adopting different strategies, such as promotion, transfers, and terminations. It ensures fair distribution of rewards in an organization (Aguinis, 2005).

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Performance management also goes hand in hand with the setting of an organization’s goals and objectives. Employees can understand what they need to do to achieve the organization’s mission. On the legal aspect, performance management documents an organization’s compliance with laws and regulations. Through performance appraisals, matters such as equal treatment of employees are addressed (Aguinis, 2005). It helps to prevent a situation of subjective performance evaluations that have not been noted down that consequently end up causing legal issues.

Performance Management in the Private Sector

As stated in the preceding paragraphs, the administration of an organization’s performance is critical to the private firms as it helps to realize organizations’ missions and goals and to improve the performance of staff. Performance management is at the center of employee management and development in private sector organizations as they operate in a highly competitive and dynamic environment (Rachna & Snigdha, 2015). Performance management in the private sector is achievable through the use of different models. One of the examples is the performance appraisal model. It is a structural official communication between an organization’s supervisor and an employee. It is usually applied in the form of a periodic interview in which the supervisor examines the employee’s work. The system helps to identify the weaknesses and strengths of an employee. It also provides the workers with opportunities for self-improvement (Begum, Sarika & Sumalatha, 2015). However, some performance appraisals are usually not formal. For example, a supervisor or manager can give informal statements regarding an employee’s performance during day to day scheduled work supervision rounds. Appraisals reward an assessment of an employee’s performance and provide feedback and ranking of the worker that is helpful in the improvement of his performance and the achievement of the organization’s goals.

Another model of performance management used by organizations in the private sector is management by objectives. Here, the employees are given the opportunity to set their objectives that they are capable of achieving (Kumari, Kaleramna & Pandey, 2010). The workers then use these objectives to achieve the overall organization’s goals. The performance of the employees is measured based on the workers’ achievements of their set objectives in relation to the organization’s goals. Management by objectives is a useful model of performance management as it motivates employees by encouraging them to foster goal attainment strategies (Abdulaziz, Saad, & Saad, 2011).  The balanced scorecard is another standard model of performance management. The model measures the performance of an organization by using a multi-dimensional performance measurement system. It includes four performance indices. They are the fiscal, customers, domestic and processes on learning. Performance managers use the model to invest the organization’s input at improving the customer, internal and learning process outcomes. Consequently, the investment pays off and results in the improvement of the financial sector of the organization (Northcott & Taulapapa, 2012).

Benchmarking is also an effective performance management model used by organizations in the private sector. A company uses the model to compare its performance with that of another similar or competitor organization. The organization then adopts the strategies of the competitor that are responsible for the success of the organization and uses them to improve its performance (Arnaboldi, Lapsley & Steccolini, 2015).

Performance Management in Public Organizations

Although performance management was initially meant for use in the private sector, it has gained application in the public organizations (Lin & Lee, 2011). In public organizations, performance management focuses on establishing more valid indices that are useful to measure the operation of employees in a public company. It also aims to improve the effectiveness of public services (Talbot, 2010). Public organizations in the Gulf Cooperation Council nations practice performance management. The application of performance management in these public organizations has led to an improvement in efficiency and revenue growth. For example in Oman, public organizations use the performance appraisal model. Once employees are evaluated, public organizations through the government developed the Technological, Vocation, Education and Training system to assist in developing workers’ skills consequently improving their performance (Abdulaziz, Saad, & Saad, 2011).  Also to boost the performance of public workers, the Oman government in 2013 increased the minimum salary of employees by 3 percent. The government of Bahrain has also followed this example. In 2014, it mandated public organizations to increase the minimum wage of employees by 4 percent (Abdulaziz, Saad, & Saad, 2011, p. 22). The GCC nations also use the benchmarking model where they compare the performances of public organizations within the region. It is a preferred system in public organizations because the organizations are not competing and are open to sharing of information (Talbot, 2010). The collaborative learning helps to improve the functioning of the organizations.

Public organizations in the United Arab Emirates have adopted the E-Performance model. It is a competency determined system that measures the performance of employees based on the organization’s standards. The model also measures the corporate performance, tracks and reports performance and conducts external benchmarking with other public organizations in the UAE (Abdulaziz, Saad, & Saad, 2011). By streamlining the process of performance management into a web-based solution, the organization is able to monitor its performance and to reduce unnecessary costs. Public organizations in the UAE also use the Abu Dhabi Accountability Authority performance management model launched by the government. The system coordinates and monitors the performance of the U.A.E ministries and public agencies. It uses over 2500 key performance indicators updated three times a year to measure individual employees’ performances in these organizations (Abdulaziz, Saad, & Saad, 2011, p. 21).

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Public organizations around the world prefer to use the balanced scorecard in performance management. It is determined by the fact that as these organizations are responsible for achieving multiple goals during the same period, they are under pressure to improve performance outcomes. The balanced scorecard being a multi-dimensional performance measurement model is the most appropriate in the achievement of several goals at the same time (Northcott &Taulapapa, 2011). In public organizations, the model operates by re-arranging the four indices so that the customer index is given priority at the top of the hierarchy. The model is effective in public organizations as it provides managers with information needed to measure the performance of the organization and to direct improvements where necessary. The City of Charlotte in the USA and the City of Melbourne in Australia are two of organizations in the world that have successfully implemented the balanced scorecard model and are receiving positive results (Northcott & Taulapapa, 2011, p. 176).

For an organization to stay on top in the competitive world, it is necessary to practice performance management. Performance management is applicable through different models, such as the performance appraisal system, the benchmarking system, and the balanced scorecard. Although initially meant for use in the private sector, public organizations have adopted this system to assist in improving efficiency in the workplaces. The GCC countries prefer the benchmarking model. Public organizations in the UAE use advanced technological models that also conduct benchmarking in performance management. Other public organizations in the world such as the City of Charlotte prefer to use the balanced scorecard model in performance management. All these models have helped to increase the performance of organizations.

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