Problem Solving in Management - Assignment Example

Name: Course: Lecturer: Date: Problem Solving in Management Quiz 1. Ethical behaviors are associated with desirable outcome for an organization and its stakeholders. As such, practice of ethical behaviors in management is imperative. An ethical behavior is an honorable conduct, that influences and leads to upright morality and integrity. Recent studies have showing that ethics is relative, and that it is a function of the environment. That is, ethical behaviors differ from organization to organization. Regardless of these findings, any definition of ethical behaviors in any organization will mean a behavior that can be attributed its well being (Omolewu, p. 1). Ethical behavior is manifested in management mainly through ethical treatment, ethical decision making and ethical behavior by the rest of the members in the organization. Researches in the industry shows that ethical leadership and management proactively promote ethical behaviors as well prevent unethical ones in an organization. An organization`s leadership influences the behavior of the members of staff. As such, ethical behaviors in management will influence morality in workers. As a consequence, employs will depicts ethical behaviors such as, willingness to go extra mile and help others, result deliver, job satisfaction, commitment to the company, acuity of an ethical environment, being optimistic about the company’s future and ones position in it, autonomy and acuity of task significance as well as willingness to speak out problems to the management. This is so because the flow of ethical behaviors moves from leaders down to other members of the company. Employing ethical behavior in management ensures a moral management of the others within the organization. Accordingly, ethical management promotes ethical behaviors through role modeling and communication among other methods. This is vital as management in an organization will influence entire fraternity (Avey et al, p. 575). According to Kotler (p.1), management is getting work done through others. Therefore, ethical behavior in management is evident through the rest of the members in the organization in regard to treatment they receive. The treatment of workers, stockholders, proprietors and the society in general through management performed in an organization, impacts their behaviors. For that reason, the behavior portrayed by others towards the company depicts the behavior of management, and is as a result of treatment given. Ethical behavior in management is also well-known through the relationship between the organization and the community especially by being respectful to the environment. Moreover, ethical behaviors are manifest in management through ethical decision making. As a result, decisions are made by following the right criteria. This means that the decision to govern the organization observes legality which is considering how it will influence the legal condition. Secondly, fairness is employed in decision making that aids considering the effect of decision on those involved. Thirdly, effectiveness of the decision and how it will impact the aim for which it is being brought forth. Analysts in the industry have observed that decisions are the fundamental pillars for any set of management. As such, making of ethical decisions in an organization manifests ethical behavior in management. In view of the above, when ethical behaviors are employed in management, the organization gets the potential to reach more senior positions as well as prolonged existence (Civil Service Commission of Philippines, p. 1). Quiz 2. Organizational controls aims at monitoring, evaluating and acting on organizational issues. Control can focus on occurrences before, during and after a procedure. The main types of organizational control include feedforward, concurrent, and feedback. Feedforward also referred to as preliminary or preventive controls seek to identify and avert deviations in the standard before they occur. These types of controls focus on material, human and financial resources found within the organization. The controls are manifest during the hiring of new staff. For instance, an organizations attempt to perk up the likelihood that workers will perform up to standards by identifying the needed job skills, and use of tests and other assessing devices in order to hire individuals with such skills. Therefore, feedforward controls foresee problems (Drury, p. 389). The other types of organizational controls are the concurrent controls. These controls monitor ongoing worker activity to guarantee consistency with the quality standards. The concurrent controls depend on performance standards, policies and regulations in guiding workers tasks and behaviors. Their main function is to make sure that work activities generate the desired results. As an example, some manufacturing operations consist of devices to check whether the products being produced are up to the standard of desired quality. Employees examine the measurement and if they do not meet the standards in some areas, they either make a correction by themselves or inform a manager about the problem. In this regard, concurrent controls manage problem as they occur. The third organization controls are the feedback controls. These types of controls entail the reviewing of information to find out whether performance meets set standards. For instance, an organization may establish a goal to augment its revenue by twelve percent in twelve month. To make sure the goal is attained, the organization ought to monitor its profit every month. After three months, if the revenue has increased by 3 percent, then the management may suppose that plans are going as per the schedule. Thus, these controls manage problems after they occur (Drury, p. 389). On the other hand, the three organizational control systems includes, output control, behavioral control and culture or clan control systems. The output control systems involve finance performance or measures, goals and operating budgets. The finance performances are objective and aid comparison to other companies. The organizational goals involves the assigning each division defined goals that must be met to ensure the overall goals are attained. Operating budgets acts a blueprint on how resources ought to be used. For instance, managers are assessed on how they meet goals or stay on budget. Behavioral control systems handle direct supervision, rules and standard operating procedures and the management by objective. Behavioral control systems ensure that management motivate and shape staffs behavior to ensure attaining of corporate goal. Direct supervision involves teaching, rewarding and correcting workers. Management by objectives means that employees are evaluated by the specific objectives they have accomplished. Rules and standard operating processes shapes the individual behaviors, divisions and functions behavior in a bid to attain the organizational goal (Jones & George, p. 5). QUIZ 3 Drucker (p.1) observes that, management issues are elemental to any organization. Effective management is vital to starting a business, developing a business, and maintaining it after it attains some degree of success. In other words, planning to get things done , organizing the business to be effective and efficient, lead and motivate staff in addition to putting in place controls to ensure plans are followed and corporate goals are met is fundamental to every organization (Kotler, p. 1). Thus, management is getting work done effectively and especially through others. Management is creating an environment for people who do the work to do it right, to do it right the first time, in a competitive cost as well as doing it with some sense of responsibility. This means management is enhancing efficiency. In other words, it is getting work done with the least expense, effort and waste. Moreover, management is art of delivering effectiveness. Accomplishing tasks that ensure organizational objectives such as service quality, customer service and satisfaction among others, are fulfilled (Drucker, p.3). As well, management is the function of accomplishing and undertaking the four basic managerial roles; planning, organizing, leading and controlling. Management is planning to establish organizational goals and a way in which to achieve them. It is to improve performance through planning by encouraging and motivating people to work harder for longer periods, to employ behaviors that directly correlate to corporate goal accomplishment as well thinking of better methods to do their work. In this regard, management is planning for company growth. Furthermore, management is organizing what decisions are to be made. Organizing who does what job and task and who works for who in the company are what management is all about. Additionally, management is the function of leading in an organization. This involves, motivating, guiding and inspiring employees in regard to the corporate goals. It is maintaining in employees the morale to deliver results. As such, engaging and communicating with an organization two most important assets; the employees and the customers defines management (Kotler, p. 2). Moreover, management is controlling by monitoring of progress in regard to organization goal achievement, and taking of corrective measures to ensure it is accomplished. It involves standards setting, comparing company’s performance with the standards, and making changes to ensure performance is in line with the set standards. For instance, any company needing to slice costs and bring back profitability necessitates a wise handling of the matter. This is to ensure that both parties; the company and the customer equally benefit. As such, management is the execution of all standards and measure to achieve the goal. In view of the above, management is a function to be carried out, a task to be undertaken, and a discipline to be practiced (Kotler, p. 2). Quiz 4 Organizational change is a framed move in any business, to implement desired new entities in a smooth and a successful manner, in addition to ensuring the attained change lasts for the benefit of the organization (Resnick, p. 1). The change from a product or process oriented business tactic to a customer oriented one has initiated changes in organizations globally. In any organization and industry, change is a complex phenomenon. Firstly, for an organization to shift to a customer-focused production a relationship marketing strategy is imperative. This means transformation of an organization`s processes. In other words, marketing, customer service and sales are changed to meet the newly defined tactical requirements. For that reason, being a manager would necessitate introduction and undertaking of a vital change entity which is the relationship marketing. As such, investing in technologies enabling customer oriented change would be applied. As a manager, relationship building and management through relationship marketing ought to be a key approach. According to Tzokas (P. 228), relationship management offers an actual stage for the operational manifestation of relationship marketing. Approach of organizational change through relationship marketing is considerably significant. This is due to the fact that a long term relationship between the two parties who are the customer and the organization ease the interaction process, and hence lessening the relationship costs. This means as the objectives of both parties are met their relationship is established, maintained and enhaned. The second step in attaining organization change to a customer –focused organization is by customer relationship management. The management can be defined as process of aligning business policies with customer strategies to enhance customer loyalty and increase profit for the organization. Customer relationshsip managenent can aslo be reffered to as the value to identify, develop, intergrate and focusing the organizations competences to the voice of the customer, so as to deliver a long term, better value for both loyal and potential customers at a profit. As a manager designing and implemetning the systems to evaluate and apply the ideology of usability is important. To get a successful implementation of the customer relationship management a manager should focus on persons and iterative, incremental approaches (Tzokas, p. 228). Another approach to ensure a successful shift to a customer oriented organization is through adequate change amanagement. Organizational change comes along with great challenges and risks. These are mainly the implementation and relationship dynamics challenges. As a manager handling the challenges appropriately is a key ingridient to a successful organizational change. In this regard, being manager, the importance of mobility, and adequate funding are of great essence. Accordingly, as manager it is necessary to get suffiently involved, enhance internal marketing, worker empowerment, a business approach emphasing service, profitable target segments, and finally culculating relationship perfomance accurately (Tzokas, p. 229). References Avey, James., Palanski, Michael., & Walumbwa, Fred. " When leadership goes unnoticed: The Moderating Role of Follower Self-esteem on The Relationship Between Ethical Leadership and Follower Behavior. ." Journal of Business Ethics, Vol 98 (2011): 573-582. Civil Service Commission of Philippines. Enhancing Ethical Behavior in Business and Goverment. 2000. 25 01 2013 . Drucker, Peter. Management: Tasks, Responsibility, Practices. New York: Truman Talley Books • E.P. Dutton,, 2002. Drury, Colin. Management and Cost Accounting . London: Thomson Learning , 2007. Jones, Gareth., & George, Jeniffer. Contemporary Mangement. New York : McGraw-Hill, 2003. Kotler, Philip. Marketing Management, Millinium Edition. Upper Saddle River: by Pearson Custom Publishing., 2002. Omolewu, Gabriel. Strategies for Improving Ethical Behaviours in Organizations. Wilberforce, OH: Wilberforce University, 2008. Resnick, Harold. Organizational Change Management Process. 2013. 25 01 2013 . Tzokas, Nikoloas. "Customer relationship management: A capabilities portfolio perspective." The Journal of Database Marketing. Vol. 9, No. 3. (2002): 228-237(10). Read More