Organizations, whether they are engaged in business, industry, government or entertainment services comprise of organized employees. It is the workforce who provides leadership, stewardship along with management in every organization. According to Al-Haddad and Kotnour (2015), it is the personnel of an organization who obtain new and innovative ideas and knowledge to transform organizations to reach significant success. Efficient management results to enhance economical production which enables organizations to augment employee welfare. Moreover, in the view of Armstrong and Taylor (2014), management or effective leadership endeavours to acknowledge individual performance resulting to attain organizational goals and ensures to advance the organization in accomplishing organizational objectives and purposes. The following report intends to evaluate the value of leaderships, control and power along with human resource management (HRM) practices for modern organizations in reaching set goals and missions.
Role of control and power in organizational success
Exemplifying modern organizations in relation to its patterns of control is to signify a fundamental and universal aspect of organization and thus must be encountered by every member to sustain the conformant with the rational agenda of the organization. According to Bolman and Deal (2017), control and power are major building blocks for feedback processes and the stability employers create can be considered as a form of procedural justice. Organizational control and power primarily aims to facilitate coordination and effective communication between teams as they characterize major common objectives and universal rules of engagement. Studies conducted by Bortolotti, Boscari and Danese (2015) have claimed that organizational control practices should promote trust with the organization as they create signals of organizational welfare and advance it towards reaching success. According to Al-Haddad and Kotnour (2015), organizational implementation of control theory primarily emerges while focusing on other control systems which may be part of mechanism such as social control along with other cultural shifts. Control theory has further been utilized in the field of HRM whereby employers implement behaviour control, output control as well as input controls to influence organizational performance. According to Dunn (2017), a significant advantage of output control relies on its role of offering lower level employees competence to transform their behavioural patterns and involve them in major decision-making procedures. Reward power followed by Asda Stores Limited in the UK can be sited as an example whereby the company is conveyed through recognizing as well as rewarding individuals for compliance with one’s wishes (Asda.com 2018). The company offers its employees with considerable incentives, bonuses, remuneration increase along with additional time off from work.
Meanwhile, Detzen et al. (2018) have stated that constant management by leaders on the subordinates in organizations can be efficiently analysed with control system. Additionally, contemporary managers prefer to use control theory in management operations to successfully enable its workforce to pursue and assess success as a team. Thus, employers executing their business operations in globalized market can implement factors of control theory in the areas where there is an essential need for performance evaluation, team meetings and performance updates (Haz?r 2015). Netland, Schloetzer and Ferdows (2015) have found a distinct shift of modern business firms towards open work culture that entails constant distribution of knowledge and ideas. Thus, employee conduct, productivity and performance can be regulated through organizational power and control in recent competitive markets. Furthermore, employers must shed light on employees’ authorization in efficiently dealing with challenges and impediments which they are encountering (Detzen et al. 2018).
Efficient leaders are identified as the power and intellect behind their organizations and further must be aware to seize opportunities and further to unite to perform efficiently towards reaching organization’s goals. According to Simsek et al. (2015), modern organizations in recent times tend to encounter distinct demands which primarily emerge from areas related to elevated globalization, advanced technologies along with diverse modes of communication. Thus proper leadership styles are vital as they contribute to the success of the overall organization. Verburg et al. (2018) are of the opinion that strategic leadership is recognized as a multiple competency comprising several improvements. Such leadership techniques stimulate an employees’ competence to envisage, efficiently sustain resilience and think strategically further establishing a viable future for modern organizations. Furthermore, Netland, Schloetzer and Ferdows (2015) have mentioned that strategic leadership must be applied at all levels within the functioning of the organization to assure employees accomplish the established visions and missions with improved performance. However, Donate and de Pablo (2015) are of the opinion that strategic leadership merges past, present and the prospective techniques and thus should encourage key values and recognition in order to ascertain continuity.
At this juncture, Detzen et al. (2018) have considered strategic leaders to serve a contributory role in developing knowledge and further characterizing organizational vision whereas conventional management roles accentuate more on applying structures and procedures. In addition to this, as per research of Verburg et al. (2018) as strategic leaders strengthen signals and connect various data points in advanced and insightful approaches to realize multifaceted and ambiguous organizational contexts, employers reflecting strategic leadership styles successfully progress towards success. Significantly, strategic leaders realize the importance of fostering organized cultural patterns which values knowledge development and idea generation further enabling workforce to take into consideration from failures as well as achievements (Simsek et al. 2015). In the opinion of Detzen et al. (2018), as leaders or supervisors supporting strategic leadership skills do not show uncertainties while enquiring the status quo in the preferences of stimulating the organization closer to its aims and objectives. Strategic leaders require modern organizations to reconsider the process of information distribution and decision making processes. However, Donate and de Pablo (2015) have mentioned that several high-potential and skilful employees embracing strategic leadership theory are suppressed by hierarchical structures which not often open avenues for effective decision-making and propose ideas and creativity. Thus, appropriate allocation of responsibilities to these proficient employees not only acknowledges them to serve a direct role in altering organizations’ approaches and strategies, but further influences competitive company’s human resources by focusing on underutilized knowledge and ideas from leaders outside the customary leadership hierarchy (Verburg et al. 2018). As strategic leaders are not restricted to the highest level of the organization, Aldi’s strategic leadership can be sited as an important example to exhibit the efficiency of strategic leadership. One of Aldi’s programme managers proficiently aims to fill the gaps between the need of newly emerged opportunities along with the need for expediency by offering a prescriptive set of habits (Aldi.co.uk 2018). According to Mazzei, Flynn and Haynie (2016), these factors of strategic leadership have aided Aldi’s programmer manager to deliver beneficial outcomes during change management.
The practice of HRM must be perceived through the prism of generalized goals for the organization rather than focusing on a separate factor that takes a unit based or micro approach. Cappelli and Tavis (2016) have stated that modern organization exhibit grater inclination towards embracing holistic perspective towards HRM which ascertains no uncertain strategies and further supports HRM policy to fully integrate to organizations well-established goals. HRM practices such as efficient talent acquisition, knowledge development along with incentive compensation are constructively associated with perceptual measures of organizational productivity. Furthermore, Mazzei, Flynn and Haynie (2016) have found that HR practices related to profit distribution, performance based appraisals, employee rewards and recognition along with job security serve constructive and beneficial effect across the functioning of the organization. It has been noted that Lloyds Bank PLC, a British retail and commercial bank has attained 45% higher financial results as they were successful in associating the company’s HR strategies to its business approaches and strategies, resulting to higher profits on assets in comparison to other financial organizations operating in the U.K (Lloydsbank.com 2018).
At this stage, Simsek et al. (2015) have highlighted importance of performance appraisal system which attempts to open avenues for leaders, managers and personnel to discuss employees’ objectives for successfully developing skills as well as potencies to accomplish set goals. As the most excellent performance evaluation systems form a linkage between individual employee desires and procedures through which workforce contributes to the larger organization’s achievements, they tend to explain expectations that organization’s leaders posses for employees and facilitate employees to prioritize their roles and responsibilities (Verburg et al. 2018). According to Netland, Schloetzer and Ferdows (2015), as effective performance appraisals benefit organizations and individual employees, they augment level of understanding and rapport between management and employee base. Such a linkage further purposes to raise level of job engagement and employee satisfaction level towards the company. Additionally, Verburg et al. (2018) claim that modern business firms aid employees to evaluate their role and responsibilities towards organizational success, thus leading to increased employee morale with an elevated and enhanced organizational efficacy.
Conclusion
Hence, to conclude it can be stated that strategic leaders understand their market as well as their resources thus have a distinct vision with highly characterized business goals. As strategic leaders aim to proficiently sustain utmost resilience and support change, they proficiently advance towards attaining organizational goals and form feasible future for the organization. Furthermore, as control and power is responsible for evading resistance among employees guaranteeing their existence in agreement further leading to increased organizational efficiency. Thus, inclusive management enables modern organizations to sustain in shifting demands of competitive markets.
References
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