Skills Cross Comparative Analysis - Essay Example

Management Management concerns how a business organisation oversees the structure, the assets and the operations in an organisation. It also has to do with how the establishment monitors its performance towards realising the company’s objectives. First, the managers have to define the general features that different departments share. To realise their management duties, managers also have to gather data about their organisation’s performance and compare this to the projected performance. Organisational culture is one aspect that managers have to contend with in order to ensure corporate success (Hall and Soskice, 2001). Businesses, however, have in the past operated like their competitive environments were describable, predictable, and relatively stable. Permanent planning processes, hierarchical structures, regular operating procedures, and command-and-control patterns of communication reflect this principle. Even organisations that have implemented a more responsive and flexible network forms still presume that the world is defined in rigid business terms. Those presumptions are not compelling when the environment and the risks it poses are inconsistent, vague, or even enigmatic. Instead of identifying the diversity of information, values, perspectives, and interests that may actually subsist within a company, the present approaches to management information, regularly assume that the public understanding that is required for efficient communication exists. They concentrate on discovering and sharing answers instead of collectively creating the relevant questions. They do not talk of how to handle knowledge when the corporation does not realise its problems, recognise what questions to pose, or even concur on what the corporation knows. Business organisations require knowledge supervision principles that assist them in identifying and responding to a diversity of "knowledge problems" that have to do with what they are not aware of or do not comprehend. The tactical challenges faced by business organisations can be structured in knowledge-based expressions like complexity and uncertainty. For instance, the competitive landscape can be viewed as being highly tentative because the business does not understand enough to be able to forecast how competitors will behave. It may be viewed as a complex procedure as the difficulties it creates cannot be tackled by known or recognisable solutions. Indecision, intricacies and related expressions like volatility, dynamism, and ambiguity can be great indicators of a businesss ignorance or knowledge (The Oxford Handbook). These ways of defining what is understood or not understood have been variably and indistinctly defined in the academic management articles. However, so there are few logical prescriptions on how to administer them. As a result, business establishments frequently end up using management solutions that may not be suitable for their specific knowledge problems. What is required is a consistent framework for defining and managing ant ignorance that may exist. Management is made difficult when corporations do not have enough facts to oversee their responsibilities. There may be: Uncertainty: not having adequate facts Complexity: having to implement information that cannot be understood by the workers or even the management Ambiguity: not having a theoretical framework for understanding information Equivocality: having more than a few competing or opposing theoretical frameworks. Each problem is defined by a specific variety of organisational unawareness. This calls for a specific knowledge-processing ability. Each, in various ways, also symbolises an elemental organisational or tactical management setback. Taken together, they characterise the variety of knowledge processing abilities a business must be in possession of in order to handle its ignorance efficiently. These knowledge concerns can be classified in two groups: the character of the information being processed whether the answer is to obtain more information or to put limitations on what already exists Organisational abilities present a business with a lead in the marketplace. When a business continues to produce new capabilities and improves on the existing ones, it will preserve its lead over its competitors. Abilities that give a competitive advantage are product licenses, knowledge, and innovative designs (Whitley, 2007). The receptiveness of a business is found in its capacity to alter in response to consumer demand. Business information and accomplished workers are organisational assets that supply companies with the capacity to react to consumer demands while remaining flexible enough to handle any changes in the business environment. The talents as well as facts concerning a businesss labour force permit the business to direct those abilities to the task of attaining the corporate objectives. Educational assistance, training programs, and efficient enlisting and hiring programs are managerial abilities that guarantee a knowledgeable labour force. To sustain this capability, businesses should make sure that their labour force has the assets necessary to improve on a constant basis. Managing a capable workforce is a managerial ability that offers a competitive advantage (Pugh and Hickson, 2007). Good consumer associations guarantee the sustained development in the market. The association between the business and its consumers is a managerial ability that shapes sales, status, and the faithfulness of customers for future business. Sustaining the present relationships with clients as well as creating new ones allows the business to develop and flourish in the future. A lean industrialised environment is a managerial responsibility that centres on the voice of the consumer and caters for the demand. This organisational ability enhances the association with the consumer for the sake of business growth. Diverse Management Styles In the present international business environment, the population is more varied than ever before, and the personnel working in businesses have changed over the years. Workers as well as managers from diverse ethnic backgrounds need to be culturally experienced, and be capable of efficiently managing diversity (Rubery and Grimshaw, 2003). This is necessary if they are to cooperate synergistically in the current competitive international business environment. Being an efficient diversity promoter or “manager” and discovering how to remain as such is an ethical imperative for all managers in the present workforce. Becoming a successful manager or leader in a diverse environment calls for the same standards of work from all employees in spite of their gender, race, language, sexual orientation, and age. Managers should not assess or rate employees in a different way based on their nationality, gender, or language; as such, disparities can have unconstructive consequences because of the self-fulfilling prediction. Managers have to carry out several roles in businesses, and how they face different situations will be dependent on their method of management. A management technique is a general system of leadership employed by a manager. There are two main methods of management: The Autocratic Method  The Permissive (Democratic or Paternalistic) Method The autocratic manager makes all the decisions by himself. These types of managers do not use a two-way communication with their workers, or show much faith in their workers. This can be demoralising to the staff (Brewster and Mayrhofer, 2012). However, it is a good style of management in situations where businesses have to make rapid decisions, and have authority over a big number of workers without the necessary expertise. The opposite of the autocratic leaders are the democratic leaders, who can also be paternalistic. These moderately permissive leaders allow their inferiors to participate in decision making. They also give them a substantial degree of independence in completing regular work operations. Paternalistic managers take into consideration their workers’ recreational as well as social needs, even while taking decisions. They direct their workers in the performance of different functions, making the business knowledge course from top to bottom. They also like to get employee reactions to business operations. This management method is quite efficient in developing the morale of workers. It can be used to recover the loyalty of workers when that loyalty is threatened due to autocratic enforcements. However, it does not authorise staff to function independently, but makes them reliant on the manager. Democratic managers engage everybody in the decision making procedure. Communication takes place in a two-way method, thereby enhancing productivity and job satisfaction. Workers under such managers feel that they are part of the procedure and are stimulated to live up to the organisation’s expectations of them. However, this procedure slows down the process of decision-making as an agreement is typically required from all employees in matters of decision making (Heckscher and Donnellon, 1994). Sometimes, managers may not be capable of putting into practice their most idealistic decisions. Therefore, managers are required to possess a judicious combination of certain characteristics in order to thrive. Mixing these categories produces four different ways of managing: Directive Autocrat: Takes decisions unilaterally, while directly overseeing subordinates Directive Democrat: Takes decisions having included others, but still supervises workers under him or her Permissive Autocrat: Takes decisions unilaterally, but allows his or her workers some independence in performing their tasks Permissive Democrat: Takes decisions while including others’ views, and also gives workers the freedom to operate independently Cross Comparative Analysis of the Skills that are Vital for Business Managers To be a good manager, one must have a broad set of talents – from scheduling and entrustment to communication and inspiration. Additionally, efficient cross cultural management is a main concern for any thriving international or transnational corporation (Chandle and Alfred, 1984). This is a multifaceted task which needs the manager to incorporate the organisation’s worldwide objectives and strategies in various local also taking into account employee demands in a frequently vague and changing environment. Part of a highly developed intercultural management skill comprises of a manager getting to know his or her “blind spots” regarding cultural sensitivity. When a manager incorporates a self-assessment procedure into his or her worker review process, he or she is successful in standardising cultural understanding on a person to person basis. To successfully lead others in the course of change as well as self-reflection, the manager must first master the practice. When a manager identifies his or her own drawbacks, he or she will become the change that inspires others. A proficient 21st century manager will see the constructive possibilities in a diverse set of workers and dynamically realise strategies that emphasise the value of synergy and self-awareness in all employees. Managers who have benefitted from advanced training in the discipline of intercultural communication skills can foresee lots of cultural sensitivity concerns before they happen, and pre-emptively put measures in place to circumvent preventable stress as well as workplace tension in the diverse workforce without singling out one particular group or person. References Brewster, C. & Mayrhofer, W. (2012) Handbook of research on comparative human resource management, Edward Elgar, London. Chandler, Jr.E. & Alfred, D. (1984) ‘The Emergence of Managerial Capitalism’ The Business History Review, vol. 58, no. 4, pp. 473-503. Hall, P.A. & Soskice, D. (2001) Varieties of capitalism the institutional foundations of comparative advantage, Oxford University Press, Oxford. Heckscher, C. & Donnellon, A. (1994) The post-bureaucratic organisation, Sage, New York. Pugh, D.S. & Hickson, D.J. (2007) Writers on organisations, Penguin, London. Rubery, J. & Grimshaw, D. (2003) The organisation of employment: an international perspective, Plagrave Macmillan, London . The Oxford Handbook of Comparative Institutional Analysis (Oxford Handbooks in Business and Management) OUP Oxford, New York. Whitley, R. (2007) Business systems and organisational capabilities: the institutional structuring of competitive competences, OUP Oxford, New York. Read More