UNIT 5.3 PEOPLE MANAGEMENT

Topics: Management, Leadership, Strategic management Pages: 17 (4968 words) Published: October 16, 2014


People Management

Unit-5.3

8/19/2014

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Contents
Page No
1.1
How Organizational Structure Impact on People in Organization 3
1.2
How Organizational Culture Impact on People in Organization

4
2.1
Impact of Personal Differences on Individual’s Behavior at Work 5
2.2
Required Management Style for Dealing with Differences in Behavior 6
3.1
Effect of Leadership Style on Individuals and Team
7
3.2
Benefits of Flexible Working Practices to Individuals and Organizations 9
4.1
Application of Motivational Theories to Developing People in Organization 11
4.2
Different Uses of Coaching and Monitoring in Organizations
13
4.3
Benefits of Training and Development to Individual and Organization 15
5.1
People Management Strategy Used in Organization
16
5.2
Impact on People of Management Strategies Used in Organization 17
5.2
Recommendations for Strategies to Promote High Level of Performance 18
6.0
References
19

1.1 How Organizational Structure Impact on People in Organization Organizational structure refers to the way people are organized ---the company's reporting structure. This structure varies from company to company. "Tall" organizations use many layers of management. "Flat" organizations use fewer levels, and managers often have a wider span of control. Organizational structure can make or break a business. Senior management and upward reporting must provide a strong base for employees so they are sufficiently motivated. When there are cracks in this structure, or a lack of forward thinking, businesses run the risk of losing their best employees due to lack of motivation in the company Managerial Influence

The efficiency of your managerial staff has a broad-reaching effect in your organization because of the organizational structure. Weak or incompetent management at any level of an organization will spread throughout the company as bad managerial decisions in those departments also affect the departments that come into contact with each them and reduce productivity. Good management can have the opposite effect, as efficient and intelligent decision-making can help improve productivity and raise overall efficiency. Structural Flaws

If your organizational structure is not set up properly, information is not able to travel where it is needed. If the middle management team does not have effective channels of communication with the executive team, important company information could take days before it reaches the entire staff. Confidence

When a business or company has a strong, consistent organizational structure, employees feel secure in their jobs. If your organization has a history of hiring from within, promoting effective employees and longevity, this inspires current employees and allows them to relax their fears of job loss or mismanagement, and devote themselves to their position. In an article for AllBusiness.com, Peter Christensen notes Abraham Maslow's theories that all human behavior is ruled by each individual's satisfaction with the five levels of human needs. Second on this list is safety and security. It is safe to postulate that people who have confidence in their management structure will respond positively to their organization. Shared Goals

When your business has a transparent organizational structure, you have a conduit to share corporate goals and plans with your employees. When you share these goals and align them with your employee's personal goals, you can move teams forward in a productive manner. Once your organization's management creates a new budget and business plan for the following year, share the pertinent details with mid-level management and task them to create corresponding plans with their team members. Each employee's professional development goal should run parallel with the corporate goals. When business goals are met, employees should be notified so they can gauge their own progress against that of the company....


References: Harvard business essentials : managing creativity and innovation, 2003, Harvard Business School Press, Boston, Mass.
Adams, B. & Adams, C. 2009, “Transformation”, Leadership Excellence, vol. 26, no. 2, pp. 14-15.
Amabile, T. M. & Khaire, M. 2008, “Creativity and the role of the leader”, Harvard business review, vol. 86, no. 10, pp. 100.
http://www.ehow.com/list_7486634_effects-organizational-structure-employee-motivation.html
http://www.studymode.com/subjects/how-organisational-structure-impacts-on-people-in-organisation-page1.html
http://www.businessballs.com/motivation.htm
http://smallbusiness.chron.com/effects-leadership-styles-organization-10387.html
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