A case study of Darwin Promotion
Since all organisation share these common characteristics: people, structure and goals there is always need to have managers. For instance, Mr Johnson will directly oversee the tasks of the other employees in Darwin plant. Highlighted below are some of the managerial problems Mr Johnson will probably face how to solve them, handle conflicts, gain power and influence, and also how to communicate effectively.
This is about Mr Mark Johnson who was promoted by being appointed as a plant manager at Darwin, a unit of Australian Appliance Company. Mr Johnson will be responsible for overseeing overall functions and personnel of that plant except for sales. He is going to run a unit in which is not familiar with most of the plant personnel. The operations control and reporting in the company were originally from a centralized functional type of organization, but the top management has decided to have a feasibility test of decentralized operations at the Darwin plant by constructing a new plant nearby which will use new methods of production, reduce manpower and lower processing costs. He is expecting that the employees who will be from the old plant to encounter new features of the manufacturing process.
Mr Johnson initially was an accounting executive, and the top management thought he had demonstrated managerial skills and abilities. Now Mr Johnson views the administrative problems with the new assignment as follows: new methods and processes, a set of changed relationships, new responsibilities, power and authority, all effects which come of decentralization and interdependence of organizational business units.
Lack of motivation and ability is one of the major problems Mr Johnson will face. According to theories of Mitchell, Porter and Lawler viewed the job performance of an employee as a function or equation of the interaction between these three factors: motivation, ability and environment. The key force or influence is motivation which is a goal-oriented behaviour in which one wants to achieve a particular level of performance. For one to be a high achiever, one should have the desire to attain personal responsibilities, expect immediate feedback of their performance and also taking moderate risks. For Mr Johnson to succeed in his new role must ensure each employee has the right skills and knowledge to perform a certain job. He should also ensure that the relevant resources, information and which one needs to perform well. (Mitchell, 2008), (Porter & Lawler, 2006)
According to Maslow, McGregor and Herzberg’s theories define motivation from different perspectives and how people are motivated differently. For instance, Mr Johnson should be able to recognize and understand the needs of each individual employee and order of hierarchy in which they should be satisfied. Through growth opportunities like management style, a delegation of power and authority, job design, compensation packages and rewards, company events, work conditions, security and safety, company policies and administration, interpersonal relations, etc. motivate employees. He should be able to address situations where there is a conflict between different needs. (Nader, 2012)
Management Problems and their Solution
Mr Johnson must develop and increase self-awareness of emotionally intelligence, cognitive style, sensitive line, personal values and moral maturity, core self-evaluation like self-esteem, personality traits, and orientation towards change by coping with unclear situations or environments and also having a locus of control. He should seek self-knowledge and appreciate individual differences in order to promote his personal growth. For good manager is the one has the ability to diagnose, recognize, control and respond appropriately to his emotions and emotions of the others.
Organizational behaviour is one of the key management skill Mr Johnson can use to understand, establish and change the behaviour of employees in the organization. This can be achieved through how employees relate to fellow employees or other resources, their perception, thinking and decision making about organizational processes or activities as an individual or collectively as employees of the organization as determining factors towards achieving organizational goals hence seeking efficiency in the company’s operations. (Kougija, 2014)
Another problem is the pressure which comes with managerial roles and in addition employee’s attitude. Personal values form the foundation for attitude and personal preferences which form the basis for making vital life decisions and help in defining morality and ethics. As a manager, Mr Johnson should desire to have a sense of accomplishment, self-respect, comfortable life and independence. He should not feel pressurized to compromise standards to meet organizational goals or have a conflict between maximizing economic and social performance. Mr Johnson should also consider the values, the commitment of his employees and always ensure they have a positive attitude and with a high level of satisfaction in order for them to be productive in the organization. For instance, employees can be resistant to the new features of the manufacturing process and technological changes. He should always care and support them and ensure there is good and effective communication in the company. (Ivanko, 2015)
The performance of Mr Johnson can also face effects which comes with power like insensitive to others like intimidation, arrogant, betraying other’s trust, over-dependent to others, over-ambitious and playing politics, unable to delegate power and authority to others and also unable to build a team. For him to be a powerful manager who comes from interacting with the influential people in the company senior managers and officials, informal leaders, and decision-makers will he maintain regular and frequent contact with top decision makers and also acquire early information about decisions and policy shifts in the company. He should encourage workers to relate knowledge or expertise which comes with education, self-directed learning and on-job experience. (Robbins et al., 2016)
Behavioral Guidelines
Mr Johnson as the manager of Darwin plant, should ensure his employees are customer-focused, embrace teamwork, they are innovative and creative in problem-solving, there is continuous learning for self-improvement and others, and also diversification in abilities, skills and experience. (Ross, 2013)
As a manager, Mr Johnson should dimension of national culture to understand the differences between his values and those of other cultures, identify his sensitive line and a set of principles on which he will base his behaviour, capitalize on strengths and accomplishments, and also embrace self-analysis. He should solve problems analytically by defining the problem, sharing ideas, seeking suggestions from others and also offering alternative solutions, enabling and enhancing creativity in others, self-improvement and foster innovation among his employees and fellow managers. He should know how to address resistance to change and how to manage political and organizational processes. Mr Johnson should employ creativity in decision making and elaborate problem definitions with possible alternatives.
Mr Johnson as a manager should be able to diagnose the focus and source of conflicts, consider personal preferences for using when utilizing appropriate conflict management approaches and strategies. He should resolve interpersonal confrontations through utilization of a collaborative approach for example by defining success in terms of real gains and not imaginary losses, separating people from the problem and focus on interests, not positions.
As a manager of the Darwin plant, Mr Johnson should enhance personal and positional power, neutralize inappropriate influence attempts and also use the influence appropriately to accomplish exceptional work in the organization. He should learn to sell issues to his superiors, and also how to use power and politics effectively and help others accomplish their tasks and secure their welfare.
In order for Mr Johnson to be a good manager should transform acceptable behaviours and discipline into exceptional ones, empower, engage and provide freedom to others, foster self-determination and personal consequences, check subordinates perceptions of reward and also provide timely rewards and feedback while executing his duties. He should also ensure effective management and leadership for the success of the company. (Whetten & Cameron, 2016)
Conclusion
In a business perspective, Mr Johnson will develop management skills which will help him in run Darwin plant effectively and efficiently with and also through other employees, be able to solve problems once they arise in the plant wisely, make even independent decisions and offer alternatives solutions, hence achieving the company’s targeted goals. He will also be to manage his own life and relationship with other people especially his fellow employees.
References
Ivanko, S., 2015. Organizational Behaviour. 5(11), pp.6-42.
Kougija, E., 2014. Increasing employee satisfaction and motivation. International management, 7(9), pp.24-36.
Mitchell, T.R., 2008. Motivation. New directions for theory, research, and practice, 7(2), pp.80-88.
Nader, R., 2012. Leadership and motivation. 11(4), pp.5-87.
Porter, L.W. & Lawler, E.E., 2006. Managerial attitudes and performance. 5(2), pp.34-50.
Robbins, S.P., Coulter, M. & De Cenzo, S.P., 2016. Fundamentals of Management. Management Myths, 8(10), pp.21-78.
Ross, R.G., 2013. Decision rules vs. behavioural rules. Business rules journal, 4(12), pp.11-24.
Whetten, D.A. & Cameron, K.S., 2016. Developing management skills. 8(9), pp.13-96.
Order an Essay Now & Get These Features For Free:
Turnitin Report
Formatting
Title Page
Citation
Outline
