The paper "Factors that Promote Strong Cooperation between Managers and Workers" is a good example of management coursework. Cooperation issues are key to many of the challenges that organizations, groups and societies face. Therefore, the field of management, political sciences and law have sought ways of designing institutions that can secure cooperation within the groups. The efforts to address the mentioned issues are informed by findings of economic and psychological research. High work involvement system It is important for organizations to implement high involvement work practices. Furthermore, the high-involvement system requires effective learning among front line employees and managers.
If managers and workers participate in the process of not only investigating but also developing a system of change within the organization, they are likely to have the opportunity to absorb the information required to make changes. This will make them develop skills and knowledge for successful organizational change. Pettinger (2004, p. 170), in his study, points out that change can only be realized if there is strong cooperation between managers and workers. Therefore, the need for change is a promoting factor.
This essay will discuss factors that promote strong cooperation between managers and workers. HRM has the role of creating structural and cultural conditions that encourage workers to not only cooperate but also have a positive interaction with their managers. It is important for managers to develop a strong relationship and psychological contract based on honesty, equity, trust and mutual respect between the employee, line managers, their peers and the senior management. Training Managers should ensure that there is a strong organizational culture which is knowledge-intensive. A knowledge-intensive culture in firms can assist managers to effectively address the managerial dilemma of balancing between work autonomy, flexibility and control (Edwards and Wajcman, 1999, p.
20). However, creating such a culture can be challenging, because managers may not be willing to overturn existing cultures as well as working practices. Additionally, promoting knowledge sharing between employees and managers can promote a strong relationship between the two. Additionally, managers should pay attention to the needs of the employees for the purpose of development and growth. Oysterman (2008, p. 30) in his study emphasizes the importance of managers creating and facilitating knowledge sharing between teams. Education and training According to Edwards and Wajcman, (1999, p.
17), a high percentage of workplaces issues and problems are due to unsatisfactory management. This is a limiting factor to cooperation between managers and workers. Additionally, lack of awareness on the part of workers on the workings, culture and structure of the organization. Therefore, well-managed organizations perceive managers as critical to cooperation within the organization. This is because it is the managers who interact with employees. Therefore, in order to promote strong cooperation between managers and workers, organizations should invest in educating and training employees.
There should be career development opportunities for workers. This should start with the induction and orientation of new recruits. Training encourages cooperation between workers and managers because teamwork which is created becomes the norm. This makes the employees to freely seek support and work with the managers. According to Frennkei (2006, p. 11), it is important to ensure that managers and employees are involved in new initiatives in the organization. This will ensure they understand the organizations aims and objectives. Therefore, it is essential for the management to involve the employees in developing a common understanding of the procedures and protocols of the organization.
Consequently, employees who are not part of the core partnership need to have a better understanding of the eligibility in order for the organizational initiatives to succeed. Therefore, the provision of effective training is one of the key factors of promoting strong cooperation between managers and workers.
Edwards, P and Wajcman, J (1999).The politics of working life. Oxford scholarship online.
Frennkei, S. (2006). Oxford handbook of work and organization. Oxford scholarship online
Hamel, G. (2011). First let’s fire all the managers. Harvard business review.
Oysterman, P. (2008). The truth about middle managers. Boston: Harvard business press.
Pettinger, L (2004). Brand Culture and Branded Workers: Service Work and Aesthetic Labour in
Fashion Retail, Consumption Markets & Culture, 7:2, 165-184.