Necessary Managerial Skills To Improve Organizational Performance

Managerial Skills and their Importance

Question:

Write an essay on Management.

It is evident that the management is the technique of accomplishing goals and objectives adequately and efficiently through and with people. It is also comprehensive that management is a method of designing as well as maintaining an organizational environment based on which the individual work together in a team to achieve the desired goals effectively. The current report focuses on the necessary managerial skills that resolve the potential workplace issues and build an efficient organizational environment. The major purpose of the report is to develop an understanding regarding how managerial skills could influence organizational performance and efficiency. Thus, to discuss the managerial issues and potential solutions, a case study based on Dharma has been considered. The report also includes a critical discussion on the administrative issues and possible solutions.

It is evident that management decision is an integral part of the functioning of the organization. Thus, to facilitate decision-making in the ever-competitive world, it is necessary for the managers to have the adequate information to bridge the gap between the requirement and expectation. The manager of the organization should have the ability and skills to coordinate as well as oversee the activities of other people; thereby, organization goals and objectives can be achieved. There could be different critical situations where the managers need to take effective decision to deal with the key issues. Effective managerial decisions could positively influence the efficiency of the organization. However, it can be added that ineffective management decision affects organizational efficiency and effectiveness. For example, in the case study, it is observed that due to ineffective and poor managerial skills of Jenny, the conflict arises among the workers that are affecting the organizational performance.

On the contrary, as argued by Barry and Edgman-Levitan (2012), the management functions have large impact on the organization. In accordance with the management approaches, the managers usually perform particular activities to coordinate the work efficiently with others in the workplace. For instance, the approach of planning involves defining goals, developing strategies for achieving the goals and setting planning to integrate as well as coordinate the work. The execution of this particular approach could help to lead the operation towards a desired direction. Another significant approach followed by the managers in the workplace is controlling.  The approach of controlling may involve monitoring, comparing as well as developing the work performance (Caniëls and Bakens 2012). Improper execution of this approach could negatively influence organizational performance. For example, in the case study, it is observed as Dharma was busy other activities, Jenny was not able to control the overall operation despite having the skilled people for the work.

Furthermore, lack of decision-making skill could also influence organizational efficiency and effectiveness. In this context, Easterby-Smith, Thorpe and Jackson (2012) added that the organization that wins today is the one that makes the effective decision and acts on them sooner. Most of the scholarly literature are supporting this statement in a broader sense; however, there is considerable argument regarding what represents best the decision or for the issue of the ineffective decision. No research has found out the criteria for making a good decision. However, Hacklin and Wallnöfer (2012mentioned that a sound criteria is required to assure that a valid decision could be as effective as the available information allows. Nevertheless, no criteria have been found for sound decision making in the developed researches. In the case study, it is identified that Jenny did not take a proper decision to deal with the conflict occurred in the workplace among the workers.  It is observed that an emotionally intelligent person has high organizational commitment and implements positive emotions to develop their decision making process.

Case Study: Dharma

Every organization requires an effective leadership. As mentioned by Hwang and Yoon (2012), effective leadership could allow the leaders to control over employee behaviour in the organization. Therefore, it is observed that motivated employees are the consequences of effective leadership. As put forward by Maes et al. (2012), the successful managers also have the ability to become successful leaders as they motivate employees to achieve organizational as well as individual goals. However, it is identified that achieving organizational goals is not easy but helping employees to achieve organizational and personal goals is an integral part of motivation.

As mentioned by Runyon (2013), cohesiveness is the degree to which team members work together as well as remain united for the purpose of achievement of a common goal. Thus, a team is consider to be cohesive when its members have the bonds connecting them to one another as well as to the team as whole.  It is also observed that the employees of a cohesive team pay attention to the techniques, not the individuals. The members respect each other in a team considering good motives and remain fully committed to team decision as well as strategies.

While making changes in the organization, it is necessary or the responsibilities of the organizations to make its employees aware of the purpose of the changes. One of the best approaches to managing employees to change is to educate and communicate them. As mentioned by preceding communication could help the employees to understand the logic and effectiveness of the changes. In addition, the employees should be involved in the change effort; thus, they could want changes rather than resisting it. In the case study, it is observed that Dharma did not inform the volunteers and the workers about the changes in the staff. Thus, there is a communication gap in between the new staff and existing employees, which results in workplace conflict.

While delving into the impact of management decision, it is observed that management decisions are based on some managerial skills such as technical skills, human skills, and conceptual skills. The managers should have proper human skills that add the ability to consider as well as conceptualize the complex situation. As argued by Thiel et al. (2012), the efficient managers possess four significant skills namely the process of recognizing the behaviour challenge, the recognizing the reason of current behaviour, selecting the strategy for attaining behavioral goals as well as implementing the selected strategy. For example, in order to deal with the issues or resolve the conflicts occurred in “Helping Hands,” Jenny needs to identify the behavioral issues associated with the workers. Thereafter, Jenny could determine the causes of the behaviour and the implement strategy. More specifically, working as a manager in the “Helping Hands”, Jenny could engage the employees while taking any managerial decision for the purpose of organizational development.

On the contrary, while applying the decision making model, the non-profit organizations could apply the decision making model such as “The Rationale Decision-making” model. As mentioned by Vaiman, Scullion and Collings (2012), this model consists of some phases such as identification of the issues, formulation of alternative solutions, selection of the solution and execution as well as evaluation of the solution. The approaches involved in the model helps to identify the potential problems such as poor employee performance and coordination. Hence, the managers could find the solutions once the issues are identified.

However, Zeleny (2012) argued that there are many situations where the business environment becomes complex that could confuse the decision makers. Sometimes, proper information may not be available, which could cause the difficulties in evaluating the issues and defining the problem. For example, in “Helping Hands”, if the manager is not aware of the skills and expertise of the workers, the concerned person may have to deal with internal issues. As result, the manager ends up evaluating the alternatives and using the experience to make required decision. Conversely, Thiel et al. (2012), argued that rationale decision making is formed scientifically with acquired information. Thus, this model could reduce the scope of errors, failures and assumptions.

Conclusion

On the completion of the report, it can be mentioned that effective managerial skills have large impact on organizational efficiency and effectiveness. A majority of organizational success depends on effective managerial and leadership skills. The organizations may have to deal with diverse of alternatives for making decisions. Some of the alternatives may have a huge impact on the organization. Some of the alternatives could cause risks to the operations. In addition, the manager of the organization should also have some motivational skills. The motivational skills help to motivate the employees to accomplish both organizational as well as individual goals.

In order to resolve the internal issues such as workplace conflicts, division among the workers, partiality in the workplace, the manager of the organization need to implement the approach employee engagement. The manager could ask each employee or collect their opinions regarding the particular issues arise in the workplace. In addition, the approach of employee engagement could also help to take and implement required decision for organizational growth. At the time of taking any decision, if the employees are involved in the process, the desired action can be implemented more effectively.

Reference List:

Barry, M.J. and Edgman-Levitan, S., 2012. Shared decision making—the pinnacle of patient-centered care. New England Journal of Medicine, 366(9), pp.780-781.

Caniëls, M.C. and Bakens, R.J., 2012. The effects of Project Management Information Systems on decision making in a multi project environment.International Journal of Project Management, 30(2), pp.162-175.

Easterby-Smith, M., Thorpe, R. and Jackson, P.R., 2012. Management research. Sage.

Hacklin, F. and Wallnöfer, M., 2012. The business model in the practice of strategic decision making: insights from a case study. Management Decision, 50(2), pp.166-188.

Hwang, C.L. and Yoon, K., 2012. Multiple attribute decision making: methods and applications a state-of-the-art survey (Vol. 186). Springer Science & Business Media.

Maes, J., Egoh, B., Willemen, L., Liquete, C., Vihervaara, P., Schägner, J.P., Grizzetti, B., Drakou, E.G., La Notte, A., Zulian, G. and Bouraoui, F., 2012. Mapping ecosystem services for policy support and decision making in the European Union. Ecosystem Services, 1(1), pp.31-39.

Runyon, B.A., 2013. Introduction to the revised American Association for the Study of Liver Diseases Practice Guideline management of adult patients with ascites due to cirrhosis 2012. Hepatology, 57(4), pp.1651-1653.

Thiel, C.E., Bagdasarov, Z., Harkrider, L., Johnson, J.F. and Mumford, M.D., 2012. Leader ethical decision-making in organizations: Strategies for sensemaking. Journal of Business Ethics, 107(1), pp.49-

Vaiman, V., Scullion, H. and Collings, D., 2012. Talent management decision making. Management Decision, 50(5), pp.925-941.

Zeleny, M. ed., 2012. Multiple criteria decision making Kyoto 1975 (Vol. 123). Springer Science & Business Media.