The Main Obstacles to Effective Organizational Performance - Essay Example

Explain fully what you believe are the most important factors that are likely to determine the successful performance of work organizations. What do you see as the main obstacles to effective organizational performance and how would attempt to overcome them? Workplace works wonders for employees who call office their home and stay within the realms of an office place for as long as they could. These workers like to engage in jobs which ask of them to stay back till the late hours of the night. More than that, they are the first ones to get to the job each day. Then there are the individuals who do not enjoy the cozy and work-oriented environment which the workplace presents. These workers rely more on getting the job done and leaving at the designated times. Everyone has his own personal preferences and justifications are provided to suggest that the work at the end of the day was completed without any hiccups, no matter how interested or disinterested the employee indeed was during that very day. (Levinson, 1999) The emphasis is on understanding the aspect of emotional intelligence which could work wonders for the employees and thus leave a lasting impression on their individual performances. The complaints which are made within an office could range from top to bottom, bottom to top or between peers. (West, 2003) What this means is the fact that at a certain point in time, grudges do arise between employees and they complain about the lack of camaraderie between them. At times, there are complaints of the bosses being too harsh, however the same are backed up with no names at the ends of the complaints to suggest anonymity. The top management has a complaint against the subordinates that they are always lazy and dissatisfied with work, no matter how organized and productive they are at the end of the day. There seems to be a market going on of complaints shooting from one corner to another. Thus the aspect of emotionally stable individuals within the workplace environment suggests that they understand the task at hand that needs to be completed rather than remaining susceptible to emotionally charged provocations, grudges and hatred creeping in within the realms of the workplace. At times, the top management takes notice of these problems which arise in the wake of a lack of generally low level of emotionally stable environment but the shortcomings are not plugged immediately and there is a lot to be desired of the same. Workforce depends a great deal on the way in which workers perform their duties and remain committed to the growth potentials of the business. It does not really matter if the workers are full time employee or contingent and part time ones. What is needed and looked upon is the manner in which employees work towards attaining the goals and objectives of the business and provide benefits to the eventual position of the organization. This is the single most quintessential basis for the workforce to identify with and no other aspect is deemed in the same vein when it comes to the amount of significance that workforce could exhibit on any given day. If the organization has a major share of temporary workers within its fold, it is of paramount essence that the organization’s own culture is strong and there are no apprehensions in this basis whatsoever. (Buttner, 2006) This is because organization’s culture lays the foundation stone for their devotion and work place performance levels to a higher magnitude. Any set of values and beliefs make up a culture. On the same pretext, an organizational culture is a set of values, morals, beliefs, traditions and norms which come from the industry specific regimes as well as that from the society under which it exists in the first place. Workforce diversity can pose a number of problems for the group members but it is the duty of the leader of the group to make the group members hailing from different cultures to feel comfortable within the group and contribute to the best capacity they can, both as an individual and in a group. Hard work and commitment thus form the key in the whole equation of getting the best out of even the ordinary of people in a group. Within the domains of the organization itself, cultural diversity within both the training and staffing regimes could be pinpointed in the area of managing these people well with the help of a manager who not only takes care of them but also acts as a person who is professional and knows how to get work done from his sub-ordinates. (Knight, 2007) The impact of workforce diversities in a group means that more efforts are needed to be put in place so that each of the group members knows what his duty is and whether this person is communicated about the roles that are asked of him or her, both in the short term as well as the long run. Moreover, diverse changes mean that the leader has to focus more on a particular set of people or at times, the ones who are not very easy going along with the whole group. One needs to keep in mind that the staff for the organization’s subsidiaries in different regions of the world recruits people who are locally trained and culturally aligned with the local nuances. This manager thus not only plans their work that they have to carry out within a specific period of time but also organizes their routines, looks after them both from the organizational standpoint and the human perspectives and not to forget his integration skills which are deemed so very necessary for involving people and their commitment towards their assigned tasks and jobs over a period of time. This can happen fairly adequately even though the subsidiaries are located in different nook and corners of the world. Lastly, he also measures their performance that they have done over this time period. (Cappelli, 1999) This measurement tool goes against a number of managers in the work environment of present times as it is usually very difficult to get a hang of because employees feel that the managers were the one to guide them along and hence they should also be held accountable in cases of extreme failure where the burden only falls on the person who carried out a task or a job. This is pretty much true of the negative aspects related with managing people and treating them fairly. Locals from different offices located in distinctive regions of the world would report directly to these managers and this would have a proper linkage at hand, within the set domains of the organization that can only be considered as a plus. (Amason, 2007) Seeking to introduce something on the lines of the customer’s wants and needs is a difficult proposition for the organization since it has to change its values and cultural basis but then again is an interesting offering which more or less suggests the ‘changing’ regime of the organization and to the levels the organization can bend itself for the sake of the valued customer. The changing market structure might call for changing strategies and lines of action that would all target the people for whom the product is actually designed as well as the competitors with whom the clutter is being broken in the environs of the marketplace. The obstacles to work performance are also present. Thus competition brings in more and more quality at the end of the company with regards to its products as well as more sales in the form of its varied and changed stance on focusing towards the customers rather than the product itself. Apart from that, emphasis on need must be the order of the day rather than bringing out more and more varied stock key units just for the sake of it. The different products should satisfy each and every user rather than satisfy the people sitting in the innovation labs and those who invent just to take the company one step further. This trap should thus be avoided under all circumstances. Thus profits could come out in the middle when a company is the sole and dominant player in the whole market structure. However by all accounts, organization’s cultural basis is something that should develop and generate interest on the part of the customers since these are the recipients. (Dipboye, 2005) Within different countries, cultural shock is a pertinent subject which has received a lot of flak and criticism from the liberal societies of the world. In nations like India and Pakistan, third world countries, men and women are known to work within their individual capacities and usually do not work along with each other which in essence kills the basic premise of getting work done and that too in the form of a group or a team. (Hallstein, 2007) This is essentially a significant tangent that needs proper understanding before delving into any further. Organizational culture in such countries offer embarrassing situations where men and women avoid working hand in hand and thus form their respective teams, either male-dominated or female one. Cultural shock in essence mars the basis of working as an organization right from the onset but then again it is a reality coming from the domains of the developed nations and must be taken in the same stead without criticizing for the sake of criticism. The negative effectives within the cultural diversity tenets basically thwart the process of cultivation of a team which would address a problem in a sound manner and it is in the best interest of the organization to foster such environments. Leadership effectiveness within an organization means that the effectiveness of the team becomes apparent when the going gets tough and when there are a lot of hurdles in the way of success. Effective leaders accomplish respect from all and sundry and have an edge over the normal leaders which are found just about in every other organization. (Southworth, 2005) A leader thus makes use of all his skills and abilities to convince the people around him that is a genuine one and can make decisions which would only benefit them and nothing else. The changing global environment demands that the organizations are ready to change whenever the need so happens. They have to be on their toes all the time as well as carry out activities; both tactically as well as from the long term perspective that satisfies all the stakeholders and not just the consumers who receive their products and/or services. The organizational changes in terms of their strategies need to be chalked out with the facilitation of both the top management as well as the knowledge organization as they are the ones who actually have the much needed solid knowledge and information as to how the relevant strategies can be incorporated into the system of the organizations in the first place. The strategies are always drawn up whilst keeping the future in perspective while tactics usually change every now and then and are of short term nature. In the end, the fact that organizations need to evolve over a period of time is testimony enough for them to grow within themselves and thus adopt and hold on to a new path altogether, one that will be their torchbearer as well as reap rich dividends for them not only in the present times but also in the future. (Edens, 2001) However this is easier said than done because steps need to be taken in the physical sense more than anything else. Organizations need to stand up and make their own selves count. There must be unison in their actions and undertakings which will eventually facilitate the running of the whole related industry. Thus a solid platform for supporting these initiatives must indeed be the order of the day when it comes to clear comprehension of diversity regimes all said and done. All these aspects are quintessential in the wake of a changing global business fraternity – one that aims to explore a number of different avenues, activities and break new grounds at the same time. Bibliography AMASON, Allen. (2007). Examining the Impact of Organizational Value Dissimilarity in Top Management Teams. Journal of Managerial Issues, Vol. 19 BUTTNER, E. Holly. (2006). The Influence of Organizational Diversity Orientation and Leader Attitude on Diversity Activities. Journal of Managerial Issues, Vol. 18 CAPPELLI, Peter. (1999). Employment Practices and Business Strategy. Oxford University Press DIPBOYE, Robert. 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