Identify the relationship between strategic objectives, functional management and the business environment.
The assessment of strateegic objectives of the business and the management of human resources in productive manner is integral to the development of a business organization. The process of functional management of business deals with planning, strategy making, leading people but, at the same time, the assessment of their psychological aspects is also essential for useful functioning (Turner, 2014). This paper has dealt with the problem assessment in Mullins Company due to individual differences and management of the human resource in the effective manner.
From the meeting conducted among the four employees who were the best performers for their respective departments reflected the varied traits and perceptions of the four employees. Firstly, Davido has the preference for Intuition as well as Feeling (N, F) as mirrored from his behavior at the meeting. Davido initiated the meeting and tried to take the charge of the meeting due to the chaotic situation, the person anticipated as if he was the in- charge though; that was not obvious and by his personal thought and this is the reason that he interrupted Tokunbo to present the plan.
On the other hand, Tokunbo reflected the traits of Introversion, Judgement and Feelings (I, J, F), as the person presumed that for the purpose of marketing his plan is best and believed his plan to be noteworthy for marketing by his personal Feeling. The person judges the scenario from this personal angle reflecting the qualities of Introversion (Amato, 2011). Further, Gloria prefers Thinking and Sensing (T, S) being an engineer the person proceeded logical approach and prescribed to proceed with test results. The characteristics of Zainab also reflected the qualities of, Intuition and Extraversion (N, E) from the theoretical angle as; the person is more creative and present new ideas with drawings and further preferred to plan out new ideas through team-work.
The application of Myers- Briggs theory is considered to be one of the effective means that can be used for the evaluation of different types of personalities in the workplace. The assessment of the behavior is essential for the purpose to set a constructive approach to the business (Palmer, 2012). To get the most out of the people presented at the meeting the personalities with elements of Extraversion trait to work with the outer world, Thinking preference to objective and logical thinking and Perception retaining flexibility and respond to things as they come (E, T, P) would have been more useful.
The attribution theory is accounted to be one of the useful theories can be used for the assessment of perception of different individuals in systematic manner. To be more precise this theory advocates the concept that how people perceive a situation and interpret the same in association with their personal thoughts and logic (Farmer, et al., Smith, 2012). Therefore, the psychological theory can be successfully used to understand the social viewpoints. In the given case of feedback meeting, Toluwa Adnike already developed a concept that employees of each department were useless owing to the unproductive result of marketing meeting and blamed the departmental heads. Following to this, Ralph the operational head drew his personal conclusion Davido was his right selection but, the other team members were not fit for the purpose. Further , Suzzane the design departmental head in the same tune reconfirmed her right choice of employee and passed the blame to others. Similarly, Temitope, the head of engineering also stood for her employee as the best and so as the marketing head Emeka also passed also passes on the cause of failure to others.
Thus, this is clear that each of the departmental heads was stuck to their personal views without digging out the reason of such failure of the employees. They all presumed that the meeting did not worked out due to the fault of others and attached their won meaning and understanding without investigating the real cause of failure and drew their casual interpretations (Liu, 2010). The theory acts like a device used for mitigating the workplace conflicts, however, in the given case this is clear that the difference of opinions and behaviors of four employees from varied departments as well as, of their departmental heads of Mullins Company resulted in an unproductive outcome during the marketing meeting.
The management of individual differences at the workplace is one of the essential tasks performed by the organizational managers or leaders. Maintaining the organizational harmony and mutual respect among the staff employees are major factors to help to augment the performance of the team (Perkins & Arvinen-Muondo, 2013). If the individual differences are not addressed efficiently by the organizational heads it can result in the reduced productivity as; evident from the case study of Mullins Company during the marketing meeting. Therefore, at present as per the modern business management, the organizational managers are trying to seek out the reasons for organizational differences and they are employing some methods for the purpose to reduce the differences and promote a harmonious relationship among the employees (White, 2010). However, in the process of managing the daily operations and human assets, the organizational managers mainly emphasize on the effective communication, training, motivation and job allocation as; these are identified as the methods of easing out the differences among the employees in the workplaces.
Regular and helpful communications are the process identified for reducing the mental blockage of the employees in the workplaces. Communication among the employees as well as with the higher management results in a growth of organizational diversity. Therefore, the managers should create platforms for the employees where the staffs of different departments can mingle, interact and communicate with each other and result in the erasing the barriers (Burke & Clark, 2016). The cultural differences, miscommunications, the difference of job roles, lack of mutual understanding and many contributes to individual differences, therefore, through and regular communications can help the employees to overcome such problems and perform as a team.
Proper training of the employees is another useful means to reduce the individual differences. Training in the workplace is accounted to be an effective way in which the business managers can manage the overall performance building and manage positive attitudes of the employees. Training does not only implied for skill development and performance management but, at present, the organizations are organizing 360 degrees for the overall development including the attitudes of the employees at the workplaces. The development of positive attitude is essential for mitigating the individual differences among the staffs, and they must respect each other and maintain the organizational harmony (Fuller & Martinec, 2011).
In addition to the above two factors of managing the problem of individual differences in the workplace, motivation is another primary means which are devised by the managers for the encouraging the employees of the organizations to work as the team. The organizational managers motivate the employees to work in teams by forming different teams among the different employees (Oakland, 2014). Such practices also result in the development of mutual understanding and bonding among the employees.
The job allocation is another effective method of easing out differences in the workplaces. The managers are the immediate leads for the employee staffs of the different departments in the organizations, and they are also looked upon by the employees as the guiding force (KlovienÄ—, 2012). Therefore, when the jobs and tasks are allocated by the managers, it resulted in reduction of confusions about the job roles and contradictions among the employees when they are working as the team. Such as in the case of Mullins Company, where the employees of different departments were asked for the presentation of the marketing ideas but the roles of each were not knpersonal to them and this further resulted in differences of opinions and unproductive results (Stoichev, 2014). It can be expected having knpersonal the respective roles such contradictions could have been overcome and result in a productive outcome.
The representatives of the four main departments of Mullins Company were from operations, marketing, designing and engineering department. Each of the department is vital for the business and can contribute equally to achieving the strategic goal set by the organization for marketing the new product (mop). The operation department is mainly responsible for the execution of the plans, use of resources and activities together with the marketing, accounting, and other departments and thus, helps in gaining efficiency of the process (Seethamraju, 2012).
The marketing department is also another vital section that helps the business to bridge the gap between the products of the business and the end consumers of the market. The marketing team is responsible for marketing the products and growth of sales (Oesterle & Müllenberg, 2014). The designing department is there to shape the products of the business in the most attractive manner revealing its features, for gaining appeal from the consumers and can directly contribute to the attainment of sales target. The engineering department determines technical merits of the products and tests the productivity of the product for the consumers and develops more useful products. Thus, this is apparent from the distinctive roles of all the four departments are vital for a business to market the new product in the efficient manner in the consumers market, and attain the strategic goal of making it a hit for the business.
In the process of achieving the marketing goals of Mullins Company, there are two main challenges encountered by the company. The personally differences is one of the primary reasons of obstructing the smooth functioning of the business. The individual differences among the employees of different departments got reflected from the unproductive outcome of the meeting.
Furthermore, the difference of the opinions and attributes is only among the employee level but also among the departmental heads. As this is clear from the feedback meeting session, where the heads of each department judged the reason behind their failure from their personal angle and perceived thoughts (Piercy, 2012). There is the lack of mutual understanding and zeal of team-work among the managerial as well as the non-managerial employees of the company that resulted in individual personality differences.
The motivation is another essential factor which is missing among the employees or the workforce of the company, to be precise there is the lack of motivation to perform like the team. Another challenging aspect for the company to manage to motivate the employees as differences is also there among the higher level managers (Radomska, 2014). The managerial heads have their personal differences among them as reflected from the case study, and they are also not able to motivate the team of employees to cooperate with employees of different departments. The employees, as well as their heads, are keen towards proving their personal thoughts during the two dissimilar meetings without understating the viewpoints of the others for the reason of failure.
Conclusion
Therefore, this can be concluded that if the individual differences among the employees are not managed properly the same will affect the productivity of the overall organizations in an adverse manner. Further, the attributes of the higher level management were also not instrumental in promoting the concept of mutual respect and harmony among the employees. Therefore, this is highly desirable for Mullins Company to manage the individual differences among the managers and employees even before planning for marketing the mop as; the new product by the business.
Reference
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