Management is a vast entity which often involves a number of concepts and aspects. The success of an organization, its sustainability and level of development of a given period span largely depends on the effectiveness of the leadership approaches installed at the place. It therefore implies that proper management has a direct impact on worker output, quality of products released to the market and consumer loyalty which in turn influences the amount of sales. However, there are a number of challenges associated with management hence the need for necessary counter strategies. This report entails the analysis of findings from an interview with a company manager. The main aim of the research process was to use the interview process sought to establish conclusions on a number of factors which are related to management. In line with the scope of the research, the data collection process was conducted on a single individual who was selected from a business organization in Sydney. The chosen organization was Woolworths Supermarkets which is one of the leading supermarket chains in Australia. The interview was therefore conducted on the Sydney branch manager to ascertain what really entails management and the associated challenges. As highlighted above, the core research methodology applied was a quantitative approach in which information was strictly derived through the use of interviews. Additionally, qualitative approaches were applied by incorporating the claims and ideas of other researcher through a critical review of contextual literature. These arguments were then laced with the interview findings to come up with tacit conclusions on the various aspects of management, the related challenges as well as the most appropriate and practical recommendations.
According to Johansson (2009), successful management largely depends on the manager’s ability to incorporate the best skills, attributes and approaches especially when it comes to dealing with people. The author reiterates that the human resource within a business organization forms the core and hence requires the necessary attention. The author relates management to the human relations theory which lays much emphasis on the need for healthy relationships between managers and workers in an organization as this goes a long way in enhancing motivation and the general output of the workers. Klerck (2009) also notes that managers ought to have a good grip of the various challenges that involve management of people. For instance, in a diverse workforce, there is need for the establishment of the best practices which ensures that the best is obtained from the individuals despite their diverse backgrounds. Diversity along cultural differences, differences in age, class, gender, religious stands and academic achievements may lead to division and a general lack of unity at the workplace. It is therefore one of the core mandates of a manager to ensure that all the workers at the organization have their interests aligned to the core goals and objectives of the business entity. This can achieved through proper motivation, worker training and exposure through conferences and exhibitions. Increased inter-association between workers enhances cohesion which in turn improves output. In a nut shell, an organization in which the managers have essentially put the workers together by creating the right environment is likely to thrive and develop despite the obstacles related to workplace diversity.
Dubin (2009) points out change as one of the inevitable occurrences within an organization in its bid to grow and develop. The author notes that one of the marks of a successful manager is their ability to manage change within the organization. With the dynamic nature of the corporate world, the ever changing organizational contexts, variations in market situations, different government polices and changes in consumer preferences, organizations, starting with the manager, ought to be flexible enough to adjust to these changes. As noted by Ashforth and Kreiner (2009), constructive change as a result of innovations in business enables an organization to maintain its competitive edge. For instance, in a bid to enhance the efficiency of its procedures, the manager may chose to install an enterprise system. The transition related to this new acquisition may have a drastic impact on the human resource fraternity. Consequently, the manager needs to prepare the workers for this change by installing a change management team, creating the best change culture and sensitizing the workers on the urgency and need for this change.
In addition to change and diversity management, the authors also highlight various other aspects of successful management. For instance, creativity, discipline and focus are noted as important attributes for successful management. Apart from being knowledgeable, the manager also needs to stay committed to the core mission and vision of the organization through the establishment of the right structure before building a culture which the workers can easily flow into. One of the challenges in management is existence of conflicts which may arise among the workers or between the organization and other stakeholders like the consumers. Proper management calls for sobriety and intuition when handling conflicts. This implies the need for consultation and well informed decision making procedures which all play a vital role in ensuring the best outcomes in case of conflicts. The literature review above therefore offers a perfect summary to the findings derived from the interview with the manager at Woolworths Supermarkets Sydney Branch. The main concepts and ideas which can be deduced from the review above include the issue of conflict, diversity and change management. Sober approaches, proper decision making and flexibility are also noted as important elements in successful management of people and organizations.
The firm which formed the core basis of the research process is Woolworth Supermarkets. The interview was conducted on the manager of the supermarket’s branch at Sydney. The organization is one of the leading sellers of fresh vegetables, fruits, meat, DVDs, health as well as beauty products. The business also deals in magazines, baby products in addition to other household items. It is one of the leading supermarket chains owned by Woolworths Limited, an organization which was founded in 1924. The organization which has various subsidiaries located in over 900 places across Australia has its headquarters in Bella Vista, New South Wales in Australia. It is currently directed by Brad Banducci but has the various subsidiaries led by branch managers. The current number of employees can be estimated at 111, 000 making it among the largest and fastest growing business entities in Australia. One of the main objectives at the organization is to enhance proper consumer satisfaction through the variation of product qualities and prices and ensuring consistency which in turn encourages customer loyalty and market stability (Wood, 2014). This report however focuses on the findings as established from an interview with the manager at Woolworth’s Sydney Branch. The views may not represent the entire picture of the organization as a whole but shall be essential in enabling a constructive conclusion based on the objective of the research which basically sought to outline the various aspects of management and related challenges.
Based on the findings of the research process, a number of arguments can be outlined in line with what managers really do. These findings shall be emphasized using a number of management theories. The study revealed that one of the core responsibilities of a good manager is to ensure the best organizational environment is created both for the workers and the consumers. This can be achieved through effective motivation of workers as well as the consumers. Organizing and coordinating worker training and exhibition has been a major component of employee motivation at Woolworths (Ashforth & Kreiner, 2009). The manager revealed that these activities have played a major role in enhancing the skills of the workers not only in the production sector but also when it comes to dealing with the consumers who are crucial stakeholders at the organization. In addition to training, the manager reveals that the staff at Woolworths is consistently treated to a stable reward system which sees the most improved and loyal workers recognized through promotion and salary increments. On the other hand, the manager enhances consumer motivation through the incorporation of appropriate after sale services, discounts on products and variation of prices to meet the various classes of consumers. The business has also introduced door-to-door delivery of some of the products for instance the groceries. This according to the manager has not only enhanced consumer loyalty but has led to a notable increase in sales due to the stable market created by these strategies.
In order to ensure that they are always in touch with the ever changing business contexts, the manager reveals the need for constant business research and willingness to learn. The study revealed that the dynamic nature of the corporate world is one challenging aspect which managers ought to content with. For instance, the incorporation of technology in business management has drastically changed the roles of the managers. In order to remain relevant, there is need for constant personal training and acquisition of the relevant knowledge which then allows one to easily adjust to the changing contexts. It can therefore be noted that managers I addition to training the workers also need to train themselves as this creates the right room for holistic improvement and development in every aspect of management (Bhattacherjee, 2010).
The interview process also revealed that managers are constantly in pursuit of opportunities which can be harnessed in order to enhance the growth of the business entity. According to the opportunity based theory of management, successful management calls for a keen eye on opportunity identification which then gives the organization an idea of the areas which they may need to adjust in order to enhance growth and development. As pointed out by the manager, the organization constantly reviews both the worker and consumer feedbacks through its website in order to derive their level of satisfaction (Stone, 2015). Through consistent and healthy interaction with the human resource and the company’s stakeholders, it is possible to identify the particular products which are doing perfectly well in the market. The production of these products is then increased hence improving the return on investment. At the same time, the review process also enables the manager to identify the reason behind the poor performance of certain products in the market which could be pegged on consumer interests, preferences and product prices (Collings & Wood, 2009). The necessary adjustments are then made which may include changes in prices, proper packaging and use of better production procedures in order to win the attention of the consumers.
Furthermore, managers have the core role of instilling the right organizational culture among the workers. This can be achieved through effective communication approaches as well as proper knowledge management. Based on the classical management theory, effective management calls for the establishment of a clear structure and outline roles which are prescribed to various individuals and the performance in these areas evaluated from time to time. In line with the outcome of the research process, a clear organizational culture and structure as created by the manager acts a good guiding principle for the accomplishment of the various processes at the organization (Robert, 2011). Establish the right culture also helps the new workers to easily fit into the business entity once they have been appointed. It therefore implies that managers play a vital role in ensuring the effectiveness of the recruitment and selection of workers in the human resource fold. Based on the identified needs, opportunities and performance gaps, the manager spearheads the designing of job descriptions before outlining the necessary qualifications with the help of the selection panel. This approach ensures that the individuals brought into the organization as employees have the required attributes, skills and qualifications which are essential for quality delivery. Additionally, through the establishment of appropriate work relations, the manager plays a crucial role in preparing the works for change. The challenges associated with change may be detrimental to an organization if not managed properly. It therefore implies that the right change management strategies ought to be put in place by the manager.
The study reveals workplace diversity as one of the management challenges. When people at a workplace are divided based on race, gender, class, religious background, language and other factors, management becomes a problem. Communication is also hampered especially when some of the workers are foreigners (Mesly, 2017). It is therefore essential to have the right diversity management attributes which enables a manager to obtain the best out of every individual despite their diverse backgrounds. The other challenges according to the manager are the changing government policies as well as the nature of the corporate environment. The study reveals that these challenges make the market quite unpredictable. Additionally, there is the issue of change and its related challenges (Hope, 2009). For instance, in case a new innovation is to be installed into the normal operations within the organization, some of the workers are likely to stay resistant to this change. Resistance to change largely slows down the implementation process which may consequently be accompanied by cost implications. The need for adequate preparation to change cannot go unmentioned.
The study offered a good platform for learning. The experience was informative and it enabled me to understand various aspects of management of people and organization. Through the process, it was possible to note that managers, although often regarded as successful also have their fair share of fears, challenges and iniquities. The pressure to deliver at times gets the best out of the managers causing them stressful conditions (Johnason, 2009). The study however reveals a systematic approach to management as a good counter strategy. Since an organization comprises various systems operating towards a common goal, the best approach would involve description and delegation of roles to various individuals with the manager left with role of overseeing and coordinating the network of processes. In a nut shell, the right attitude and incorporation of best skills in management enhances organizational growth.
Conclusion
Based on the findings, it can be summarized that management involves the incorporation of the right skills in dealing with people and the various forces that influence a business environment (Johnson, 2010). There is an inevitable need for proper attributes in people management which has a direct impact on the level of motivation within the organization. Furthermore, assertiveness, decision making skills, conflict management and change management abilities are equally necessary for successful management.
In line with these findings there are a number of recommendations which can be put forward. First of all, there is need for consistent training and exposure for managers to enable them freshens up skills and hence easily adjusts to the changing contexts of business management (Klerck, 2009). Secondly, a systematic approach to management ought to be implemented. This involves delegation of roles which easens the burden on the manager allowing them a better environment to perform other management related tasks. There is need for adequate worker preparation in case of an impending change as this plays a crucial role in minimizing the challenges associated with organizational change. Finally, the manager need to incorporate the most effective decision making and conflict management approaches through effective communication, team building, staff motivation and a generally health work environment.
References
Ashforth, B. & Kreiner, G. E. (2009). “How can you do it?”: Dirty work and the challenge of constructing a positive identity. Academy of Management Review, 24(3), pp. 413-434.
Bhattacherjee, A. (2010). The Impact of ERP Capability Implementation on Business Process Outcomes: A Factor Based Study. Journal of management Information Systems, 24(1), pp. 23.
Collings, D. & Wood, G. (2009). Human resource management: A critical approach. Human resource management: 2(1), pp. 1-16
Dubin, R. (2009). The World of Work: Industrial Society and Human Relations. Englewood Cliffs: Palgrave.
Hope, J. (2009). The Relationship between Employee Turnover and Employee Compensation in Small Business. Small Business Research Summary. 3(1), pp. 1–44.
Johnason, P. (2009). Human resource management in changing organizational contexts. Human resource management. 2(1), pp. 19-37.
Johnson, M. (2010). Reinventing your business model. Harvard Business Review, 8(2), pp. 50.
Klerck, G. (2009). Industrial relations and human resource management. Human resource management. (1), pp. 238-259.
Mesly, O. (2017). Project feasibility: Tools for uncovering points of vulnerability. New York, NY: Taylor and Francis.
Robert, L. (2011). Management, People, performance and Change. New York: McGraw Hill
Stone, J. (2015). Human Resource Management. Milton: John Wiley
Wood, M. (2014). Organizational Behavior: A Global Perspective. Milton: Wiley.
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