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managing oganisational relationships

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Introduction

Contents Introduction 2 Management versus Leadership 2 Performance Management 4 Culture of an Organisation 4 Cross Culture 5 Flexible Working 6 Psychological Contract 7 Conclusion 8 References 9 Books: 9 Web Sites: 9 Introduction "No Organisation can hope to keep up with the fast pace of change of the world today without enthusiastically embracing change within itself." [www.thecommonwealth.org 2005] The above statement is very powerful, but one I strongly agree with, because changes are taking place everyday and if managers don't respond to these changes then the business is most likely to suffer. Managers may have little ability to prevent change, but awareness that change is coming - can make it easier to deal with. If an organisation is prepared to handle an event, then many problems can be prevented or solved without difficulty. Management versus Leadership There is a continuing controversy about the differences between management and leadership. I think it's obvious that a person can be a leader without being a manager and vice-versa. According to the management theorist Mary Follett: "Management is the art of getting things done through people" [M.Follett 1989] However, the idea that a Manager only manages people - I think is over-simplified. ...read more.

Middle

[Mullins 2002] A key role for culture is to differentiate the organisation from others and provide sense of identity for its members. At Accordia the culture is very democratic - as the manager delegates responsibilities on others. It is also creative and innovative because they are always open to new ideas. They build their culture around quality based upon commitment to the company as a whole. Cross Culture "As a business becomes more global the need to understand cultural differences is critical to success." [M. BERGER 1996] Berger highlights the importance of cultures. I think it is essential to understand the basics of good cross-cultural relationships, because when people do things differently, they are not necessarily wrong - they just don't follow this in their culture. I have drawn out a table below - giving an example of 'how UK and France have different styles of conducting meetings': UK France Purpose of meetings is to agree actions and make decisions Acceptable to astray from agenda in discussions Stick to agenda, deviate only if new priorities emerge Purpose of meetings is to give input to decisions, not necessarily to make decisions Time conscious Don't challenge the 'Big Boss' Defined follow-up actions are generally agreed The key decision-maker ...read more.

Conclusion

The trend towards globalisation - is accelerating as foreign competition intensifies. This leads to a change in managerial responsibilities - where managers must be able to understand and communicate with people from different cultures. Cultural diversity is increasing within the workforce - where managers require the understanding of values, beliefs and attitudes of people from different cultures. I believe it is necessary for managers to have the understanding of building mutual relationships and have respect for diversity - so they can work together without difficulties. Flexible working has also become very popular, where employers are constantly seeking flexible staff. This is so they can fully utilise their resources effectively. Organisations are familiar with the notion of 'high-quality staff willing to work - when required'. This is due to the fact that - the staff, expertise and resources have to be engaged when customers and clients demand. The psychological contract enables employers to look at the welfare of employees. eg) what employees want: fair pay, continuous learning, opportunity for training and development etc. Overall, I have found out that - the nature of organisations are changing with the times - and both employees and employers are benefiting from these particular changes. Also, these changes have a huge impact on Managerial theories today. ...read more.

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