Essays on People Management as the Management of Their Culture Coursework

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The paper "People Management as the Management of Their Culture" is a perfect example of management coursework.   The common understanding of the role of managers is to ‘ manage people’ . However, people management entails the management of the different culture of the employees of the organisation. Managers also perform the role of managing the systems of the organisation. From the onset, it is proper to agree with the fact that people management entails the management of integration of the different cultures of the employees of the organisation into a single organisational culture. As a result, the success of the organisation also depends on the ability of the manager to ensure that all the staff members adhere to the stipulated organisational culture (Willcoxson & Millett 2000).

The essay argues in favour of the idea that the role of managers includes the management of the culture of the employees as well as the management of the different systems of the organisation. People Management as the Management of their Culture It is apparent that the absence of a strong organisational culture is an indicator that there is a lapse in the coordination of the departmental processes of the organisation.

Managers understand that the proper recruitment of staffs necessitates the consideration of individuals from different cultural backgrounds. It is also evident that culturally diverse organisations present higher levels of performance as compared to organisations whose employees and board members have a common cultural origin (Hartlieb et al. 2007). The other argument in favour of the role of managers in managing people emanates from the fact that managers understand and heighten the significance of organisational culture as pertains to the integration and coordination of the different units of the organisation.

The managers understand that the effective synchronisation of the different units of the organisation is a guarantee of increased efficiency, and the speed of manufacturing, designing and delivering services and products. Moreover, managers understand that the continued success of the products of the organisation depends on the ability of the company to develop innovative products (Baker 2002). As a result, there is a need for coordinated processes and the effective flow of relevant information from the marketing department to the design department.

In the absence of a single organisational culture that calls for the coordination of such processes, it is evident that the organisation will fail in its effort to develop innovative products. Since the organisation employs people on the basis of expertise and professional qualifications rather than culture, it is apparent that the departments consist of employees emanating from different cultural backgrounds. Therefore, it is the role of the manager to ascertain that the standard culture of the organisation does not infringe on the cultural rights of the employees of the organisation so as to ensure that there is a positive working environment that guarantees higher productivity of the employees. The organisational culture is also important in the innovation of the strategy of the organisation (Kane-Urrabazo 2006).

Consequently, managers ensure that all its employees have a common understanding of the culture of the organisation. Moreover, the employees should adhere to the culture of the company irrespective of their diverse cultural backgrounds. Assuming that the role of the manager does not include people management that entails the management of the cultural diversity of the employees, then it is evident that the organisation would encounter significant challenges associated with the implementation of its innovation strategy.

Therefore, it is the prime responsibility of the manager to ensure that all employees adhere to the culture of the organisation to guarantee the proper implementation of the innovation strategies of the firm. The ability of the manager to realise the objective necessitates the implementation of people management skills that are necessary for the coordination of the processes of the different individuals in the organisation.

Reference

List

Baker, K.A., 2002. . Organizational Culture1. Available at: http://www.au.af.mil/au/awc/awcgate/doe/benchmark/ch11.pdf

Burgoyne, J., Hirsh, W. and Williams, S., 2004. The Development of Management and Leadership Capability and its Contribution to Performance: The evidence, the prospects and the research need. London: Department for Education and Skills.

Hartlieb, E., Leber, M., Tuppinger, J. and Willfort, R., 2007. The Analysis of Organizational Culture and Structure as a Basis for the Implementation of Knowledge Management. Viena, ISN.

Kane‐Urrabazo, Christine., 2006. Management's role in shaping organizational culture. Journal of nursing management, vol. 14, no. 3, pp.188-194.

Potocki, K.A. and Brocato, R.C., 1995. A system of management for organizational improvement. Johns Hopkins apl technical digest, vol. 16, no. 4, pp.403.

Willcoxson, L. and Millett, B., 2000. The management of organisational culture. Australian Journal of Management and Organisational Behaviour, vol. 3, no. 2, pp.91-99.

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