Essays on Management Theory and Practice Coursework

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The paper 'Management Theory and Practice" is a perfect example of management coursework.   According to Warren Bennis, "managing people is like herding cats and cats won't allow themselves to be herded". Cats have their own thinking and reasoning capacities, cats have predefined goals and objectives, cats seek resources to achieve specified goals, and herding the cats creates challenges because it becomes difficult to fulfill the requirements of the different cats. Cats can be seen from the perspective of management that aims to herder the employees/people. The people are usually guided and have defined roles and responsibilities, and herding the people may create additional challenges rather than ensuring the people fulfill their roles and objectives.

People are motivated by different variables, diversity creates additional challenges in the workplace, and operational needs also worsen the situation of herding people. Management should understand the threats of herding people, and the people should be motivated and given the resources to accomplish assigned duties. The management should understand the different needs of the people/employees and create an organizational environment that incorporates numerous operational expectations. Numerous methods and managerial capacities exist that may be employed in ensuring the aspect of herding is removed from managing people. Management should understand the significance of building trust and mutual respect in contributing to better results.

Employees should not be herded rather given the capacities to accomplish their respective requirements. According to Hotho and Champion (2011), it includes creating the manner in which the management views the people/employees in fulfilling the obligations. For example, mutual respect enables the people to operate without being followed or checking the accomplishment while building trust enables the people to present their views and accomplish their duties without the idea of lying or stealing (Yeung et al.

2012). Herding creates mistrust and disrespect because the people think they are not valued, and tend to employ approaches, which are inappropriate in accomplishing the assigned duties. Therefore, advocating for trust and mutual respect are important in giving the employees/people the freedom to operate without thinking what the manager will say. Management should not use their power in an inappropriate manner. Managers should employ soft skills in directing the employees to accomplish their duties (Wooten and James, 2008).

Persuading and influencing are important in ensuring the people are led towards a common purpose/common goal. Shriberg and Harris (2012) argue the utilization of force and power is inappropriate because the people may revolt. The solution is utilizing methods that people will feel valued and contribute to the accomplishment of the goals and objectives (McGurk, 2009). Managers have to employ soft management skills in ensuring the people feel valued and contribute to the success of their assigned objectives and duties. People should be given opportunities to present their views and aspirations.

Managers should not be frustrated because of changing environmental conditions and start ordering and commanding people, which automatically worsen the situation. Shriberg and Harris (2012) present, the managers have to understand the changing dynamics and employ strategies such as adoring, persuading, cajoling, coaxing and leading gently the people. The business environment is dynamic, and managers have to embrace different strategies to motivate people to address the dynamics (McCallum and O'Connell, 2009). Frustration is common but managing people do not require illustrating the frustration, but the frustration should be managed.

In addition, the frustration should not be transferred to the people but allow the people to present their aspirations and views without shouting them down (Thomson and Thomson, 2012). Hence, giving people opportunities to present their views and expectations are integral to modern management theories and methodologies.

References

Bush, T., 2008. From Management to Leadership Semantic or Meaningful Change?. Educational Management Administration & Leadership, 36(2), pp. 271-288.

Dowling, P., 2008. International human resource management: Managing people in a multinational context. Cengage Learning.

Geoghegan, L. and Dulewicz, V., 2008. Do project managers' leadership competencies contribute to project success? Project Management Journal, 39(4), pp. 58-67.

Hotho, S. and Champion, K., 2011. Small businesses in the new creative industries: innovation as a people management challenge. Management Decision, 49(1), pp. 29-54.

Martin, G., 2006. Managing people and organizations in changing contexts. Routledge.

McCallum, S. and O'Connell, D., 2009. Social capital and leadership development: Building stronger leadership through enhanced relational skills. Leadership & Organization Development Journal, 30(2), pp. 152-166.

McGurk, P., 2009. Developing “middle leaders” in the public services? The realities of management and leadership development for public managers. International Journal of Public Sector Management, 22(6), pp. 464-477.

Pant, I. and Baroudi, B., 2008. Project management education: The human skills imperative. International journal of project management, 26(2), pp. 124-128.

Shriberg, M. and Harris, K., 2012. Building sustainability change management and leadership skills in students: lessons learned from “Sustainability and the Campus” at the University of Michigan. Journal of Environmental Studies and Sciences, 2(2), pp. 154-164.

Taylor, T., Doherty, A. and McGraw, P., 2008. Managing people in sport organizations: A strategic human resource management perspective. Routledge.

Thomson, R. and Thomson, A., 2012. Managing people. Routledge.

Trompenaars, F. and Hampden-Turner, C., 2004. Managing people across cultures. Chichester: Capstone.

Wooten, L.P. and James, E.H., 2008. Linking crisis management and leadership competencies: The role of human resource development. Advances in Developing Human Resources, 10(3), pp. 352-379.

Yeung, J.H., Ong, G.J., Davies, R.P., Gao, F. and Perkins, G.D., 2012. Factors affecting team leadership skills and their relationship with quality of cardiopulmonary resuscitation. Critical Care Medicine, 40(9), pp. 2617-2621.

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