How Managers Accomplish Domination over Colleagues while Delegating Responsibility - Literature review Example

Management and Responsibility Name of Student Student Number Institution Course Code Name of Lecturer Date of Submission How Managers Accomplish Domination over Colleagues while Delegating Responsibility Introduction Organisations are run by officials holding various ranks and hierarchies with the aim of realising organisational success as per the goals set out. Power in organisations arguably flows towards hierarchy more than agency distribution as authority to subordinates working in lower cadres. The work of leaders is to ensure efficiency in operations, as well as achieving targets for better organisational outcomes. Delegating responsibility while at the same time being in charge involves concerted and strategic efforts by managers to foster change and improve organisational performance. This paper aims at critically analysing methods managers utilise over their subordinates, and to what effect the methods have on the organisational achievement of objectives, employee performance and job satisfaction. Managers in any organisation are given the responsibility to ensure strategic planning, setting of objectives, resource management, sourcing and tasking human, as well as financial assets necessary for objective achievement and evaluating results. Management is however not limited to top officials in an organisation, but every single individual has a role to play in achieving the organisation’s objectives (Armstrong 2006). Nevertheless, it is the manager that is tasked with ensuring coordination among his or her subordinates in the organisation by ensuring they report to their duties as expected of them. The manager leads the pack by giving orders or directions towards meeting individual goals and objectives. Hissom (2009) stipulates that most organisations have three levels of management where the first line management supervises non-managerial employees, middle managers are concerned with the efficient utilisation of resources, and top managers work across departments. Top managers come up with the goals to be achieved by the organisation as a whole while making sure that departmental heads are working towards achievement of these goals. Khandelar and Sharma (2005) defined competitive organisations as those that are taking a chance on change. The organisation ought to respond to the environment in a proactive way seeking new methods and opportunities to achieve its objectives. To achieve this at the micro level, changes are being made in management methods through utilisation of effective leadership styles more so transformational styles that are putting the achievement of organisations goals before the interest of the leaders (Goleman 2001). Managing people in an organisation has come up as a critical undertaking due to employees in an organisation being viewed as the most valuable resources and they ought to be managed in a way that enables them to be satisfied by their work, reach their full potential, and at the same time achieve organisational goals. Griffin, Phillips and Gully (2014) stipulate that people are always coming up with innovative ideas that help steer their organisation to the achievement of set goals and is therefore, the leaders’ duty to interact with the employees so as to gather more information on methods of improving an organisation to greater heights. The art of motivating workers in an organisation is critical to the overall outcome of the organisational performance. The losing of morale among employees is brought about by organisations mainly focussing on attaining its ends, rather than motivating its employees to achieve success in enhanced performance (Thorton 2004). With the employees not being paid attention to, then the organisations future becomes bleak. Leaders who aim at improving their people as well as the organisation ought to accommodate working with employees in a much more democratic manner rather than just giving orders. Unhappy or dissatisfied customers impacts negatively on the overall organisational performance bearing in mind that customer satisfaction is closely linked to employee job satisfaction (Griffin, Phillips & Gully 2014). Employee satisfaction is achieved by way of creating and sustaining a satisfying and motivating working environment. Managers are directly dependent on the employees and can barely meet what is expected of them without the support and commitment of the employees (Thornton 2004). Managers are not only interested on the results achievement, but also, the level of competence attained and utilised so as to garner those results. Companies are coming up with competency frameworks that judge the achievements of managers. These frameworks are then used to inform the decision on promotion (Armstrong 2008). The structure include parameters such as achievement orientation, business awareness, communication methods, customer focus, developing employees, leadership, flexibility, planning, and solving problems and teamwork. Managers employ key attributes in their leadership practices to delegate powers while at the same time remaining in charge to enhance performance. Key managerial expected behaviours that may improve the manager’s control over his or her subordinates include; exercising authority where they do not set out to make enemies out of their employees, but aim at gaining respect with utilisation of expertise power (Armstrong 2008). Further, the aim of being achievers relating to the managers’ yearn for innovation and collaboration with his or her subordinates to reach organisational goals, prioritising on the decisions, exercising control, solving problems amicably and being resolute in making decisions (Armstrong 2008). Cania (2014) argue that for organisations to reach their desired performance they ought to understand the expectations of the employees. In matters involving performance appraisal, the managers focus not on the individual employees and their identity but look at the outcome of their capabilities. Motivation creates a culture of high performance in an organisation and for this continuous trend, human labour as a resource should be taken for a significant consideration (Khandelar & Sharma 2005). Practical criteria for the performance rating of employees should be developed since a lack of reliability in observation of the behaviour of workers is causing rating errors such as first impressions. To avoid this lack of reliability of observation based rating criteria, managers are embracing training to utilise programmes such as performance appraisals which have proved to be effective (Boxall, Purcell & Wright 2007). To improve strategic human resource by enhancing organisational performance practices such as, assuring employment security, decentralising decision making, setting up teams that are self-managed, compensation based on good performance and continuous training are embraced (Cania 2014). Further, reducing the status barriers such as dressing code, language and office arrangement, as well as sharing of performance information, are necessary (Boxall, Purcell & Wright 2007). Through these practices satisfaction of employees steers, the organisation toward it set objectives. The methodology with which managers deliver direction and instructions is essential to the overall relation with the subordinates who in turn impacts on the overall organisational outcome (Griffin, Phillips & Gully 2014). Some managers take the leading role in an organisation and act superior to their subordinates by giving orders in a manner that proves show of superiority. In this state, the employee ought to do what he or she is told without asking questions. These types of managers come out as patronising and arrogant as they try to accomplish domination over their subordinates. However, a healthy manager-employee relationship is characterised by the employee feeling respected as an adult and be treated respectfully (Thornton 2014). Employees are comfortable in situations where role clarity is exemplified, they feel appreciated or autonomy is experienced in a situation where the managers trust them to do what they do and also motivation. With an efficient delegation of powers and authority through giving directions and leading the teams with examples, organisational work relation is improved. Qualities of a good leader as expressed by Armstrong (2006) should grow the relationship between the leader and his or her subordinates and not put a boundary between the two. Enthusiasm and confidence shows a belief in themselves and therefore, this reflects on the employees who view the leader as a model (Hissom 2009). Toughness is also an important aspect when utilised effectively to seek respect but not popularity. Integrity which indicates one’s truth to them inspires trust on the side of the employee. Warmth in personal relationships and humility act as factors that encourage communication and collaboration among co-workers (Goleman 2001). With the application of these leadership qualities, a healthy relationship between workers and management is bred, which in turn promotes working relationships translating into improved organisational performance. Having high emotional intelligence among managers enables them to delegate roles to the right workers for purposes of enhancing performance. Goleman (2001) defines emotional intelligence as the capacity for recognising one’s feelings and of those around us to motivate ourselves and manage emotions as well as others. An emotionally intelligent manager understands the strengths and weaknesses of his or her employees, as well as his or hers to ensure efficient productivity in the workplace. According to Goleman (2001) emotional intelligence proves an important factor in fostering fruitful workplace relationships and has its components as self-awareness, self-regulation, motivation, empathy and social skills. Social skills involve one’s ability in making and managing healthy relationships and fostering collaboration to get desired organisational objectives. Empathy involves the skill of treating others in accordance with your knowledge of their emotional reactions towards situations, motivation involve a passion for working for reasons beyond financial gain and status but for pursuance of stipulated goals and objectives (Thornton 2004). Self-regulation is the ability to control mood and behaviour that may impact heavily on the achievement of an organisation’s goals while, self-awareness is the capacity to understand one’s feelings and attitudes, and eventually adapt them to the benefit of the people around you, oneself and the organisation as a whole (Armstrong 2006). Managers in their role of delegation should ensure that they closely monitor the task given. If individuals tasked are not much experience close monitoring is necessary. However, the best situation is when there is confidence in the team or individual mandated to perform a duty since minimum supervision also offers excellent productivity bearing in mind the employees feel trusted to undertake their duties (Khandelar & Sharma 2005). Therefore, effective managers avoid interfering unnecessarily with the employees undertakings to allow for excellent workmanship. In conclusion, management involves pooling together of resources to allow for achievement of organisational goals. Managers are equipped with the techniques for setting objectives, planning, organizing, delegating, motivating and monitoring performance. Employees play a crucial role in an organisation and how managers interact with them really impacts on performance. Competencies of the manager rely on how effectively the employees work toward achieving organisational goals. Managers employ effective leadership skills to ensure job satisfaction of individual employees while at the same time enhancing labour relations to promote organisational performance. Managers embracing effective relationships with workers ensure the comfort of an employee by exemplifying role clarity, ensure they feel appreciated or autonomy is experienced whereby the managers trust them to do their tasks. Further, the managers provide motivation of employees is enhanced to safeguard employees and realise retention of skills within the organisation. Reference List Armstrong, M., 2006. Performance Management: Key Strategies and Practical Guidelines. 3rd edn. Kogan Page Limited. Boxall, P., Purcell, J. & Wright, P., 2007.The Oxford handbook of “Human Resource Management”. In B. Gerhart, Modeling HRM and Performance Linkages, (pp. 552-580). Oxford University press Cania, L., 2014. The Impact of Strategic Human Resource Management on Organizational Performance, Economia. Seria Management, vol. 17, Issue 2, pp. 373. Goleman, D., 2001.What makes a leader? In What Makes a Leader. Boston MA: Harvard Business School Press. Griffin, R., Phillips, J. & Gully, S., 2014. Organisational Behaviour: Managing People and Organisations. Boston: Cengage Learning. Hissom, A., 2009. Management: Introduction to Management Technology. Kent University. Accessed . Khandelar, A., & Sharma, A., 2005. Managing Human Resource Capabilities for Sustainable Competitive Advantage: An Empirical Analysis from Indian Global Organizations. Education & Training, vol. 47, no. 8, pp. 628–640. Thornton, P., 2004. Leadership: Seeing, Describing, and Pursuing what’s Possible. Indiana: Unlimited Publishing. Read More