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Contemporary managers are required to solve problems in all areas of operations but the most challenging issues always relate to people

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Introduction

"Contemporary managers are required to solve problems in all areas of operations but the most challenging issues always relate to people." It can be said that the most challenging issue for a contemporary manger to solve, is people. The term "people" does not necessarily always represent the employees, it can also mean the manager himself, or those who own the organisation. It can be said that if an organisation employs the appropriate workers for the job in hand, and manages their manager's and employee's productively, then there should be limited issues related to people. Traditional management is not as effective in today's faster-paced world (Drucker (b), Date Unknown) as it had been seen up to the twentieth-century (AllBusiness, Date Unknown), and so traditional management was adapted and changed to be now be known as contemporary management. This new approach to management was designed to meet the demands of the business world, prioritising the development of the employees (Drucker (a), Date Unknown). Taylorism's scientific school of management thought (Bennett, 1997), also known as scientific management (Winslow Taylor, 1967) will not be successful in today's society as this structure provides no opportunity for change, such as absence, leave or development. Taylor developed a science for every job, including working times for each objective, rules and appropriate working conditions. Taylor would then train these workers to perform their work to his acceptance and providing incentives with the job (Britannica Concise Encyclopaedia, Date Unknown; DuBrin (b), 2003). ...read more.

Middle

By employing suitable candidates for the required position, the organisation would see the immediate benefits of having the most qualified or the most appropriate person in place to carry out the duties of the job, meaning that the organisation would not need to extra spend time and money on as much training for the individual. This will also prevent a loss in motivation and self-worth due to the management changing the worker's ways, which would evidently decrease finance levels (Gallagher Hateley and Schmidt (b), 2001). To ensure that the company employs suitable applicants to the organisation, group and individual interviews are ideal, as they portray the individual's traits in how they communicate and work with other people and individually. Another technique of ensuring the appropriate person is employed for the vacancy is to produce a personality test sheet; the manager interviewing would ask the questions to the potential worker and write the answers down. The manager has the opportunity to analyse how the interviewee reacts under pressure, shows whether they can use their own initiative - which will evidently put less pressure on the manager as the worker will do what needs to be done, not just what they are asked to do (Nelson, 2002), and it provides the manager with a true reflection on the individual. Unlike traditional management, where the focus was on the business (DuBrin (a), 2003), contemporary management research, such as Robert Owen's studies (DuBrin (b), 2003) ...read more.

Conclusion

claims that if a manager has carried out the all the available development and training of a colleague, but the colleague still either demonstrates no change, or is resisting to change, then it is best to change the individual. For example, if the manager follows the company procedures in developing and training the employee through appraisal schemes for example, (where the employee and manager tracks current progress and future plans and developments) but the colleague still shows no change after repetitive reassessment or shows signs of resilience to change, then the option would be to change that individual by replacing them. As that specific individual is showing no sign or willingness of change or progression, it is costing the organisation more than it should be if they had employment the appropriate worker initially, outlining their future career plans and prospects within the company. To ensure that the team works efficiently and effectively, all managers must make certain that they provide the employees with the motivation they each require. This can be achieved through individual or group public or private praise, or by present the workers with incentives; for example, for every five people that the gym instructors signs up to the present gym challenge, they receive one point; on gaining five points, the instructor receives four hours off, fully paid. As some colleagues working day will consist of shorter or longer hours than other colleagues, the manager awards all the workers with four hours off if they reach the target so that the amount of time off awarded is equal for all workers. ...read more.

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