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Organizational Behaviour Assignment - Management.

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Introduction

University of East London - BABA Yr. 1 Organizational Behaviour Assignment BU 103 Assignment 1 Student ID no. : B0201256 Due Date: 20 October 2003 Lecturer: Ms Vanitha Ponnusamy A manager is a person who supervises one or more subordinates (Bailey et al., 1991, p. 14) by using the management functions of planning, organizing, leading and controlling. Managers can make a group of individuals more efficient to achieve (Reid) an organization's goals. In addition to the functions, managers have roles to play in an organization and skills which make easier for them to do so. The management functions of planning, organizing, leading and controlling is a way for managers to mold individuals into ideal employees. With planning, managers can define the goals of the organization, and then establish an approach to achieve it (Gibson et al., 1997, p. 16) by developing a plan. Inputs from subordinates concerning about the plan are very much encouraged; as they're the ones that make a plan work and by asking for their thoughts, subordinates would feel valued. After a plan is designed, organizing it will be the next step. Everything should be on stand by and everyone should understand the significance of their role (Gibson et al., 1997, p. 16). Next comes leading, where managers are seen motivating the employees and resolving conflicts. When the plan is being implemented, managers can control activities to ensure everything goes accordingly. A back-up plan should be developed in case of a crisis (Reid). ...read more.

Middle

At Nokia, employees are rewarded for the overall success based on their performance so it generates an environment for employees to optimize to their full potential; which managers can provide by giving employees all the information they need to succeed (http://www.nokia.com/nokia/0,8764,5452,00.html, 2003). Motivation is the best means for managers. In the Lesson of the Red Horse, it stated that employees tend to work more competent when employees are able to think on their own (Reid). Managers should treat employees as individuals and show that their contribution to the organization count. Meetings across departments; as a whole should be held regularly to help employees recognize the organization's objectives better. In those meetings, 'brainstorming' (Robbins, S. P. et al., 1998, p. 741) can be done so new ideas from employees can be considered. Susan M. Heathfield wrote that: "...I attended a meeting led by a young manager. I watched ... as she provided [information] and led a discussion. The most striking feature of the interaction was that she talked to the group as if they were all colleagues working on the same goal." (Heathfield, 2003) This exhibits that a manager isn't more or less important than other individuals in the organization. Organization's goals can be achieved when its managers' people skill enhances. Employees should have a sense of importance and thrill, exhibit openness, insight and originality, and flourish on change, challenge and competition. A manager can make an employee have that sense by making them know that mistakes are tolerable as long as it's being dealt with as soon as possible. ...read more.

Conclusion

Biernat, J. E., Rob Zwettler. United States of America. p. 16. - - -. 'Chapter 3: Globalization'. p. 54. - - -. 'Chapter 3: Globalization'. pp. 56-58. - - -. 'Chapter 13: Organization Structure'. pp. 349-50. Hammonds, K. H. 1997, 'Balancing work and Family: Business Week', [online], Available from:<http://www.businessweek.com/1996/38/b34931.htm>, [2003, October 15]. Heathfield, S. M.,2003. 'Help People Thrive at Work'. [online]. Available from:<http://humanresources.about.com/library/weekly/nosearch/naa103100a.htm?once=true&organization=behaviour>, [2003, October 9]. - - -. 'Make Learning Matter: Become A Learning Organization'. [online]. Available from: <http://humanresources.about.com/library/weekly/aa111800c.htm?terms=organizational+behaviour>, [2003, October 1]. 'Levi Strauss Co. | Social Responsibility', 2003. [online], Available from: <http://www.levistrauss.com/responsibility>, [2003, October 4]. 'Nokia - Internal Communications. [online], 2003, Available from: <http://www.nokia.com/nokia/0,8764,321,00.html>, [2003, October 4]. 'Nokia - Nokia as an Employer'. [online], 2003, Available from: <http://www.nokia.com/nokia/0,8764,5450,00.html>, [2003, October 7] 'Nokia - Performance Based Rewarding'. [online], 2003, Available from: <http://www.nokia.com/nokia/0,8764,5452,00.html>, [2003, October 10]. 'PricewaterhouseCoopers:US:Careers:Diversity', [online], 2001. Available from: <http://www.pwcglobal.com/us/eng/careers/diversity/index.html>, [2003, October 10]. Reid, J., 2003. 'Lesson of the Red Horse'. [online]. Available from: <http://management.about.com/library/weekly/aa051900.htm> [2003, September 18]. - - -.2003. Management 101. [online]. Available from: <http://management.about.com/library/weekly/aa042800.htm?PM=ss11_management> [2003, September 18]. Robbins, S. P. & Coulter M. 2001. 'Chapter One: Introduction to Management and Organizations. In: 'Management'. Prentice-Hall International Inc. p. 9. - - -. p. 11. - - -. 'Chapter Two: Management Yesterday and Today'. p. 41. - - -. p. 46. - - -. 'Chapter Five: Social Responsibility and Managerial Ethics. Pp. 130-31. - - -. 'Chapter Thirteen: Managing Change and Innovation'. pp. 345-47. - - -. p. 351. Robbins, S. P., Millett, R., Cacioppe, R., Marsh-Waters, T., 1998. 'What is Organisational Behaviour?'. In: 'Organisational Behaviour: Leading and Managing in Australia and New Zealand'. French's Forest NSW: Prentice Hall. p. 10. - - -. pp. 13-18. - - -. 'Glossary'. p. 741. 2 ...read more.

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