Essays on Managing People at Work Assignment

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The paper "Managing People at Work " is a great example of a Management Assignment. The Housing Industry Association's national hierarchical culture played part in influencing the stand-off between Deborah and Melinda. The association has offices in all capital centers around the country (Tee & Ashkanasay, 2008). From the case study, it is evident that the executive director David has decision making powers over the directors of any center across the country. David made the decision to promote Melinda yet he was from Brisbane and Melinda works at the Canberra center.

This may imply that he was not very conversant with the employees at the Canberra center otherwise he should have considered Deborah’ s experience of fifteen years. The change would have been less dramatic if Deborah was given the promotion instead. In addition, suppose the leadership was decentralized, Deborah would not be used to having her way in working hours. The organizational culture influenced the situation too. An efficient managerial structure should ensure that over the years the managers are rotated. Linneluecke & Griffiths (2010) cite organizational culture as the core reason as to why organizations fail to implement change programs.

He explains that although an organization may have all necessities to induce change, failure occurs due to the culture remaining the same. Rotation not only gives the managers vast experience in all the company’ s departments but it also lessens the stress involved with a change in leadership since it is expected. Fifteen years is a long time for Deborah to still be in the same position. The stagnation had influenced Deborah’ s laxity and may have downplayed David’ s decision to choose her over Melinda.

There also seems to be less strict governance. Deborah simply asked David to transfer her to another department and the transfer was granted. Failure to get along with a colleague is not a good reason for transfer especially in this case where Deborah’ s ego seems to override her work. Melinda should have been given absolute authority over all the departments but transferring Deborah because of personal disagreement is undermining Melinda’ s authority as a leader. Conclusion Stress due to organizational change is inevitable as it is human nature to resist change.

People are more inclined to stay put especially in a large organization such as the Housing Industry Association where management may not be very strict. Deborah and Melinda’ s case is a perfect example of what may happen when an organization does not rotate its staff nor involve them in the change process decision making. Deborah felt threatened considering she was to be under a colleague who had just worked for two years in the organization yet she had worked for fifteen years. This is a natural reaction though it took Deborah too long to accept the change and eventually she had to look for transfer to fit in with the adjustment.

References

Hussey, D. E. (2000). How to manage organisational change. London: Kegan Page Publishers.

Klaner, P., By, R.T., & Diefenbach, T. (2011). Employee emotions during organisational change-

towards a new research agenda. Scandinavian Journal of Management, 27, 332-340.

Martin, J. (2005). Organisational behaviour and management. London: Thomson Learning.

Linneluecke, M.K., & Griffiths, A. (2010). Corporate sustainability and organisational culture.

Journal of World Business, 45, 357-366.

Tee, E.Y. T., & Ashkanasy, N.M. (2008). Change and stress management at HIA. In Robbins,

S.P., Judge, T. A., Millett, B., & Waters-Marsh, T. (2008). Organisational behaviour. (6th ed., pp. 531-532). Frenchs Forest NSW: Pearson Education Australia.

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