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Evaluation of the Role of Management in Improving Business Performance

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Evaluation of the Role of Management in Improving Business Performance (D1) What Management is Management relates to the implementation of decisions and actions through means by which individuals set and fulfil an organisation's targets through several factors. These elements take into consideration human, technical and financial resources which are reliant upon their respective environment. In other words: "Management is the effective utilisation and harmonisation of resources to assist in achieving the defined objectives of an organisation to the utmost efficiency." 1 The Crux of Management Within any given business, a manager cannot feasibly strive to complete work by themselves. So in conjunction to this, a manager must alternatively resort to empowerment which is the completion of tasks through the use of delegating tasks to sub-ordinates - giving them the authority and control to carry out tasks. To complete goals effectively, a manager must establish how much of a resource is needed, find them, and manage them so that the task is executed in a way that will raise performance and standards of the business. I feel that to raise performance a manager must have the imaginative aptitude and good coordination of resources. This in turn will steer a firm one step closer to achieving their aims/objectives. If managers are able to learn to manage in accordance to whatever threats or different situations that they are faced with, then I feel that a manager will be fully equipped and adaptable to handle any given scenario thus contributing to escalating business performance. Management Functions Planning All businesses need to plan regardless of how large they are. For example, contingency plans need to be prepared in the eventuality of a setback which has a direct impact upon the way which the business goes about conducting its business activities normally. By the same token, the importance of strategic planning for an organisation cannot be stressed enough. The strategic plan acts as a purpose for which the business seizes to exist; it highlights goals and objectives which need ...read more.


In my judgment I feel as though lower job satisfaction would occur if an organisation employed any other style/type of leadership other than that of a democratic or consultative management style/type of leadership. Possible downsides of a company using any other mannerism of styles/leadership could subsequently result to the following occurring: > Lower Sub-ordinate Satisfaction > Higher Intergroup Conflicts > Higher Labour Turnover Ratio/Grievance Rates In relation, I feel that another component that forms whether or not the overall business performance of an organisation increases is a theory that is centred around motivation. Any manager will be a better leader for understanding what motivates their team. Motivation is the strength of commitment that drives workers in what they do. Workplace motivation is concerned with commitment to an organisation and its aims and objectives. In view upon what has just been said, I feel that the role of management style will have a large influence on whether any given business will accomplish their aims and objectives. A theory based on management styles includes Douglas McGregor. Douglas McGregor's early distinction between Theory X and Theory Y approaches to management has proved to be an expedient that many managers can correspond to. McGregor was able to define a management style based on providing workers with a degree of autonomy concerned on personal trust. Theory X is a management activity/style that conveys that managers believe that they are in charge of their employees who need to be directed and controlled. The Theory X worker is therefore one that is a reluctant employee that needs to be pressurised and given extrinsic awards. Theory Y contrastingly on the other hand though follows a somewhat opposite theory /belief and outlines that Theory Y managers believe in involving workers more, appreciating them more, and creating opportunities for them to make positive contributions through motivating them. This theory places a solid emphasis on team building activities too. ...read more.


Maslow and Herzberg both argued that their respective theories applied to everyone. Lastly, it offers a guide for managers who are seeking to improve individual and group motivation. Ritchie and Martin advise managers to focus on the motivational profile of the person, regardless of occupational or cultural background. The factors of the older theories are based on evidence, and Ritchie and Martin's twelve drivers seem to be subjective. Sampling in the older theories I feel is generally more diverse. Motivation management is based on a study of all managers of training programs. In addition, there was no mention by the group of managers of the basic needs such as food, drink, sex, and security. Many parallels are apparent in the motivational factors of motivation management. Motivation management in improving business performance is a modern, practical approach that will be useful to managers. In reality, motivation management does not take much into account to the theories of Pavlov, Maslow, McClelland, Herzberg, and Vroom. It seems to borrow a little from each of their works on motivation. Motivation is a continuous challenge among managers today. The problems and solutions to motivation problems can be complex to say the least. Tools and ideas are available to managers and leaders to help with motivation. Businesses having some of the motivational theories as a feature such as Herzberg, McClelland, Vroom, Pavlov, and Maslow can provide ideas and solutions to motivation problems. Motivation management and the individual motivation profile are also useful tools in discovering how to motivate certain individuals. In my view, I feel that managers that utilise tools such as TQM, Benchmarking, carry out their business management with a Theory Y and a democratic management style will all contribute significantly in improving business performance. In specific I feel that a large proportion of improving business performance is dependant on motivation so unless a manager is able to motivate and influence their subordinates they will not improve performance as they will feel uninspired. 1 http:// www.management.com/definition 2 An Integrated Approach to Business, Bruce R Jewell 3 http://academic.emporia.edu/smithwil/00fallmg443/eja/young.html Amish Patel BAM Fran Whiteley ...read more.

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