User:Poojani Perera/sandbox/Leading and Managing Organizational Resources

Managing Human Resources

Introduction
The organization plays a significant role in leading, managing, and enhancing the effectiveness and efficiency of an organizational workforce. An organization is a social entity that builds up with two or more people to serve the people and to achieve the specific goals and objectives. There are mainly five (5) functioning’s involved in an organization such as Management system, Cultural System, Political System, Social System, and Technical System. When it comes to management there are more theories to management as mentioned in The Principles of Management, “Management is a multi-purpose organ that managers business and manage managers and manages workers and work” (Drucker,2008) and as stated in The Management Theory Jungle, “Management is the art of getting things done through and with people in formally organized groups.” (Koontz,1961).

Features of Management
Management is a continuous process that never ends. It is result-oriented, situational, Adaptable, Multidisciplinary, and dynamic to nature. It is developed by both art and science that shows how to get the work done strategically by the individual workforce and managing human resources within the organization.

Management Process
The main functions of the management process that leads to the topic leading and managing organizational resources entrance as follows. It interplays of Planning, organizing, leading, and controlling. Planning specifies how managers use logic and methods to achieve organizational objectives by implementing strategies. Organizing implies how the managers utilize the resources effectively and efficiently to achieve specific goals. Leading or directing emphasis on how managers motivate or lead employees to achieve the set of goals and control implies how managers have to make sure that the organization is moving towards the set goals.

Roles of Mangers
Henry Mintzberg identified seven (7) roles of a manager, Entrepreneur, Resource allocator, Figurehead/ Leader, Liaison, Monitor, Spokesman, and Disturbance handler. A manager must be a planner and a risk-taker under any circumstances who must have the courage to handle any matter that comes on their way internally and externally. Organizing in a good manner, time management, control the stakeholders, Motivate and lead employees for the organizational success, coordinate, train and develop the skills and job role that needed to be performed by employees, good listener, communicator and negotiator to bargain the prices of products and services with customers are some of the tasks that needed to be accomplished by the manager.

Planning and Organizing
After planning the set of goals and objectives the organization decides how the activities must be carried on hence, an activity can be organized formally, and Informally therefore managers have a responsibility to organize the work accordingly. When organizing an activity company must adhere to a set of rules, policies, and procedures of the organization. A formal organization should be more flexible when compares to an informal organization due to the lack of rules and less supervision of top-level management that leads to many errors and mistakes. Managers use six basic building blocks to construct and manage the organization such as, Designing jobs which specialized the level of desired specialization, Grouping jobs that divide into departments according to the different function that make easier to manage the employees as well as to perform the task under the mangers supervision, Establishing reporting relationships between jobs, Distributing authority among jobs, Coordinating activities between jobs and Differentiating between positions.

Leading (Motivation)
“There are times when a leader must move out ahead of the flock, go off in a new direction, confident that he is leading his people the right way” (Mandela,1995). In this process, managers should direct and persistence to attain organizational goals.

Theories into Practice
There are early theories of Motivation that taken into practice such as,

Maslow’s Hierarchy of Needs
The hierarchy is consisting of five (5) needs and each level needed to be satisfied to move into the next level. The organization must satisfy the physiological needs of employees at the beginning by providing the necessities, thereby the safety needs such as security within the organization, Social needs, Esteem such as building confidence, achievement, respect of others and respect by others and final step as self-actualization that crate morality, creativity, lack of prejudice, and problem-solving skills.

Mc Gregory’s Theory X and Theory Y
There are two (2) views of how managers within the organization look at the employees for that they have to be wise to choose what is the best approach that beneficial for the organization. Theory X: Shows that managers are driven by monetary concerns, no fond of engaged in work activities, and Avoid responsibilities as managers. Theory Y: shows that managers are driven by job satisfaction, they work hard to attain goals and lead employees by motivating them to bring success to the organization by ensuring their responsibilities are accomplished by themselves. Therefore, these two theories can be taken into practice within the organization to lead and manage employees within the organization.

Organizational Control
It’s a process of managing and maintaining the authority by implementing the regulations for the organizational activities. Therefore, managers should analyze the information that will be functioning to manage and to control organizational human resources. In the controlling process, there are mainly three types, Inputs, Conversion, and Output. Inputs manager feed-forward which means they observe or examine before a problem occurs, the convention managers solve the problem as there arises and lastly managers solve problems after they occur in outputs.

Levers of Control
“Management control systems are formal, informational based routines and procedures hence managers use to maintain or alter patterns in Organizational activities” (Simons,1995). Levers of control in four types. Diagnostic control system where employee’s performance is evaluated or monitored. Belief systems show how managers used visions and missions to manage human resources (employees) behaviors. A Boundary system is a critical path where managers must give a clear outline of the organization and its expectations. Interactive Control System involves the whole organization as one unit or as a team to share day to day decisions and ideas.

Emerging Challenges in Human Resource Management
Managing Human resources is hard than it seems, for that managers have to face challengers internally as well as externally. Some of them are, managing organizational culture, Teams, and Leadership, improve ethical behavior, empowering people, improving quality and productivity, coping with temporariness, Manage diversity, technology, political and legal dimensions, etc.

Managing Socio Culture and Ethics
Socio culture is a process to determine what society or the organization values. Its emphasis upon which level the workers are satisfied with their jobs since every organization conducts different values and ethic system hence, it’s a manager’s responsibility to guide the employees to adapt to the organizational culture. Consumer taste changes from time to time due to the varied preferences for styles, colors, and taste therefore its organization's responsibility to fulfill its need to manage organizational human resources and to attain goals.

Managing Globalization
Due to the rapid emerging of global markets, the managers are adhering to the best alternatives to fulfill the demands of globally and locally. To face globalization the organization must collaborate and learn how to manage the complexity of the environment hence, managers must guide and monitor the workers to enhance their capabilities and abilities for the betterment of the organization.

Managing Intellectual Capacity
To manage intellectual capacity “Knowledge” is the base. Its manager's responsibility to provide adequate knowledge and to enhance the skills of the workforce. Due to the vast competition managers should get the best out of the employees by adhering work according to the employee’s capacity and the company to be successful they must gain expert knowledge of attracting, developing, and retaining the employees who can drive the organization as well as customers. Thus, emerging new challengers make sure to find the best employees with the right capabilities and the right skills to perform well.

Managing diversity
The greatest challenge in managing human resources is diversity. The managers must hire the employees who are adjustable according to the organizational environment or else it’s their task to guide the workers to adjust themselves according to the diversified phenomena for that they must learn how to come up with new strategies, transformation, innovative thinking, fast learning, etc. Its manager's duty to find easily adjustable approaches for employees to change according to the diversified situation and varied environmental factors.

Managing Political and Legal environment
The legal system defines what are the organizational rules, laws, and regulations that needed to be followed. Thereby government and business firms should build a relationship to regulate the policies a procedure relevant to the government laws since then managers must corporate, manage, and coordinate with the government before implementing some of the policies and procedures within the organization.

Managing Technology
Technology is a fast, innovative, Digital transformational, robotic, creative, sense controlled, rapid developing, changing component. It has become a great challenge for all organizations around the world. Thus, they must figure out how to absorb maximum productivity from what technology offers us today. In the meantime, it’s better to attract employees with better technical skills and who are familiar with the current technology field.