Managing Human Resources Essay Research Paper Management

Managing Human Resources Essay, Research Paper

Management is a broad subject and time has been spent to analyse it.

The study of organisations and their management, therefore, has to proceed on a broad front.

No single approach provides all answers. It is the comparative study of the different approaches, which will yield benefits to the manager.

A central part of the study of the organisation and management is the development of management thinking and what may be termed management theory.

The application of theory brings about change in actual behaviour.

Managers reading the work of leading writers on the subject might see in their ideas a message about how they should behave.

In order to spot the problems caused by the management at Aussieco, I will analyse the Classical Theory and Fayol.s Functions of Management.

The classical writers place emphasis on structure and formal organisation, set on principles to guide managerial actions, standardised procedures and the assumption of rational and logical behaviour.

Writers that place emphasis on the technical requirements of the organisation tend to support a high level of control as necessary for efficiency.

Fayol, for example, describes control as follows:

. In an undertaking, control consists in verifying whether everything occurs in conformity with the plan adopted, the instructions issued and principles established.

It has for object to and point out weaknesses and errors in order to rectify them prevent recurrence. It operates on everything, things, people, actions. .

Comparing the Classical writers thought with the actual management structure at Aussieco will prove the unstable and badly structured company.s situation.

None of the Classical principles have never been met while analysing the case study.

The company does not even have a skeleton of an organised and formal structure; every single thing is improvised and not rules are set.

High level of control is totally missing, mainly because the management itself is incompetent and not qualified for the position they cover.

In many occasions managers who made the wrong decisions have seriously damaged the company.s turnover. (.The company has received an order for over $AUS 1 million from a customer in Perth, West Australia, who did not pay for its first shipment about a year ago and machine were brought back to Melbourne. Total loss $AUS 100.000. A second order was billed six months ago but not dispatched. Total loss $AUS 60.000.) .

The quality of the senior Management is poor and irrational.

The owner.s dictatorial attitude, ignorance of modern trends and age-related dispositions (memory loss, child-like behaviour) are cause of contrast within the company.

The owner-chairman refuses to hear any complains or problems about the company. To point out weaknesses and errors in order to rectify them and prevent recurrence becomes almost impossible.

Another mean of describing and evaluating the style of management at Aussieco is the Blake and Mouton Managerial Grid .

The Grid provides a basis for comparison of managerial styles in terms of two principal dimensions:

· concern for production

· concern for people

Concern for production is the amount of emphasis that the manager places on accomplishing the tasks, achieving a high level of production and getting results of profits.

Concern for people is the amount of emphasis that the manager gives to subordinates and colleagues as individuals and to their needs and expectations.

Analysing Aussieco.s situation we will notice that managers are not remotely

concerned about people and production.

Communication, work groups, motivation and job design, the key elements of a successful and productive company, do not exist.

There is no relationship between management and workers, no direct contact; problems are never discussed as no meetings are held.

The general feeling that comes out of this company is recklessness.

Nobody in the company works for the pleasure of it as no satisfaction is received.

Frustration, fear, disorganisation are the most recurring words.

The verb .run. is very often used in the case study to emphasise the employees. desire to run away from the company as soon as they can.

According to Blake and Mouton Grid, the managers. s attitude and style of management at Aussieco can be defined as .the impoverished manager..

It means that low concern for production and low concern for people is taken.

Managers with a 1.1 rating tend to be remote from their subordinates and believe in the minimum movement from their present position. They do as little as they can with people and production.

People management problems and management style

Most of the critical problems at Aussieco are not in the .world of the things., but in the .world of people..

The company.s greatest failure as human beings has been the inability to secure co-operation and understanding with others.

People management at Aussieco was poor and incompetent. The lack of guidance, motivation, communication and group activities have brought the company being declared bankrupt.