Organization and Management - Assignment Example

Organization and Management What is an organization that it can learn? Critically evaluate this quote. Answer: The basic purpose of having any business is to earn a profit (or revenue); however this is not stated as the mission or vision statement of the organization ever. The organization strives to bring value to its customers, stakeholders and create an encouraging environment for the employees and workers. The aspect of learning is tied in closely with the organization since it has to seek future business activities, tasks and processes in line with the already completed research and surveys. Learning has to be the basic outcome of its activities and on those very learning principles, does the business survive. Now the imperative point to understand here is the fact that learning can not only be at the highest level, rather the knowledge management can even take place at the middle cadre and the special trainings help at doing their best as far as the lower level management is concerned. An organization which can learn can understand what are its responsibilities with regards to the society, the environment, its stakeholders and customers, its functions and different processes which have to be looked down up at with a legal and ethical perspective. This means that the organization emancipates its working methodologies in line with its already set values and moral principles. Moreover, it knows what are its obligations and compulsions towards all the above-mentioned. The organization is always willing and eager to learn from its mistakes, ready to bring in newer and fresh processes within its folds and always encouraging its stakeholders and employees to invest more money and time, respectively. Managing an organization is also an important function which comes under the learning principles. It has case studies and best case scenarios to look up to whenever there is a problem or trouble at hand and it knows who the right person is to contact whenever there is some discrepancy within the system. Add to that the organization tries to keep its contacts, no matter in which capacity they are, at a maximal point and always keeps on increasing so as to become a socially active player within the relevant industry. The management aspect also stems from the fact that its knowledge base is intact and knows what is required of it. This knowledge base has the role of continuously improving the systems and working methodologies. It also has the best available middle management employees who know the technical basis of running the organization and whose potential can largely benefit the sound workings of the company. Thus it is very important to understand that an organization which is willing to place the knowledge base at level with the top management when it comes to calling the shots (taking the decisions), is willing to experiment in a very proactive manner; one that can reap rich dividends in the near future. Learning within an organization can also be an intrinsic entity when there are special trainings and in house courses and seminars for the employees and stakeholders. By this process, these people come to know of the industry norms and what new activities are taking place in the world of relevant business paradigms. Also it helps to improve the understanding and knowledge levels of these people who are tied in closely with the very organization in the first place. An organization which is willing to learn is such that can create value for its customers and provide more investment opportunities as far as its stakeholders are concerned. What this does is that it creates a competitive environment and spirit within the organization and each entity that functions within it, is ready and willing to give in their very best so that the eventual goals of the organization could be met in a positive and safe manner. The steps that the organization takes all this while are proactive which indeed works as a positive sign and the same should be the case at all possible times as well. We can easily summarize that an organization which is open to learning is a winner and can have all sorts of benefits and revenues up its sleeves, no matter when we speak of the short term activities or the long run processes. 2. Examine and critically evaluate strategies for the management of change. Answer. The change in the organizations’ strategies as well as structures guarantee that the company is present and willing to do more than just provide products and services to the end consumers. It wants to make the people realize that the company is there and wants to do its very best by tailoring its strategies in such a manner that can only benefit them nonetheless. After all, a company or an organization without the target people is nothing more than an office set up with employees and employers working for no one, at the end of the day. Also 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. These strategies are so much in alignment with the future goals and tactical perspectives that they fulfill what is really expected of them, both in terms of short term expectations as well as the long run. Planning is thus the key word here and for any multinational to succeed in the long run, it is of paramount significance to have a safe and sound plan ready and not only that but also be proactive in its approach towards the accomplishment of the plan nonetheless. The basis of all strategies and structural changes that usually happen from time to time is on the shoulders of the top management where they have to decide whether or not the adopted strategy be the source of light in the coming quarters or years for that matter. It is only upon their insistence to have the same within their ranks that the new strategic planning is done in the first place. If the top management is not ready, it is very difficult for the knowledge organization, which really is the middle management of present times, to do even an iota of struggle. The multinationals for that matter depend a lot on the parental concerns, which at times, might be located off shores and there is no easy access to them as well. But then again it is all about finding out what the goals of the real organization are and then following them like the textbook proverb. The structural changes usually happen from time to time and more so without even informing all and sundry but what is more important for the workers and employees within an organization is to know that these changes would bring in more revenue for the said multinational organization and in turn become the basis for their own respective well being and success in the industry, both financially as well as socially. Thus it is not only about just adhering to the structural changes on the part of the employees in the literal sense but also understanding that these changes would do some benefit or the other in a combined effect as well as that on a personal level. Then only is the approach developed which keeps the organization’s individual entities going and thus they remain satisfied no matter what kind of problems linger on their heads. The changing global environment demands that the multinational 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. Hence it is the need of the hour to ascertain the exact combination of strategies and tactics and then carry them along well with what is needed by the organization, keeping in mind the short term and long term discussion. The bottom line remains the fact that the organization is bringing in changes for the people who are connected with it, in one way or the other and that the multinational organization is not bent upon satisfying its personal whims over an extended period of time no matter the same being true for fortnight duration as well. 3. What is meant by the spiral of knowledge and how can this notion be used to enhance managerial effectiveness in organizations? Answer. ‘Spiral of knowledge’ refers to the fact that knowledge base within an organization is a recurring process and it will remain within the organization as long as it harnesses the strengths out of the relevant systems. Saying on the same lines, we find out that the spiral of knowledge takes note of the fact that knowledge in its entirety is of no essence if there is no proper use within the organization and for this to happen, there is a genuine need to address where it can be used and where its usage can bring in rich dividends in the form of industrial competitiveness and the cutting edge breakthroughs. Spiral of knowledge, when seen in the broader context, contains all the aspects of an organization which is pretty willing to listen to the middle management concerns since the middle cadre is composed of the individuals who are technically more sound and reasonable than the top hierarchy within the organization. This middle management knows how the knowledge can best be utilized and what are the limitations, if any, present within the system. The working methodologies are easily sorted out and the difficulties related with the recurrence are also something which is studied in depth by the knowledge organization. Managerial effectiveness within an organization could be improved if there is a general understanding that the managers know their work well and also discern the exact basis for the workers who fall short on the knowledge curve. This would enable them to get the best out of these individuals and turn them into the strengths within the shortest possible time. A manager can only be remarked as becoming an effective one when he knows the resources that he has at his own disposal and the manner in which he can make best use of the available resources. Moreover, he needs to know what are the limitations and downsides of the already existent system and the methodologies which might or might not have some sort of clash with the industry norms. What spiral of knowledge does is to increase the awareness level of the managers when it comes to their working methodologies and the ways and means through which they bring value to the different processes and activities of the organization. This is a very broad term and has to be understood in the proper contexts so as to make it easily accessible for all the employees within the organization. The knowledge organization makes best use of the knowledge that it has and it does not let go on the opportunities which come in its way every now and then. There is a definitive need to outline the salient points which a manager must know in order to get the work done from the knowledge base and indeed the whole of the knowledge organization and it is only when there is a mesh of knowledge activities and the management effectiveness, we find the organization going strength to strength and thus there is no room for looking backward. A company must think of it being on the right platform – a level from where it can rise and cannot see any downside. BIBLIOGRAPHY Gellerman, Saul. (1968). Management by Motivation. American Management Association Weiner, Bernard. (1980). Human Motivation. Lawrence Erlbaum Associates House, R. J. (2004). Culture, Leadership and Organizations: The GLOBE Study of 62 Societies. SAGE Publications Guest, Jim. (2002). Consumers and Consumerism in America Today. Consumers Union Llewellyn, Robert N. (2002). The Four Career Concepts: Managers can learn how to better develop their people by learning how they’re motivated – Management Tools: Supervisor Resources. HR Magazine Lyons, Mary Frances. (2002). Leadership and Followership – Career Management. Physician Executive Linney, Barbara J. (2000). Can you take your soul to work? – Career Management. Physician Executive Word Count: 2,061 Read More