Managerial Roles

 

           Managers at COM are aware that they must perform ceremonial and symbolic duties such as greeting visitors in the company because it is a part of their job as managers. These managers freely exercise their figurehead roles such as ribbon-cutting ceremonies and hosting functions in the organization. Moreover, they are responsible enough in motivating, training and counseling their subordinates. Managers in the department also forge links both inside and outside the organisation. It is visible in their management that constant communication with both internal and external personalities of the organization is vital to maintain stability in the organization. It is important in the department to require managers of networking skills to shape and maintain internal and external contacts for information exchange.

 

            Managers at COM also seek and receive information from many sources to evaluate the organisation's performance, its well-being and situation; build and use an intelligence system; bring external views into the organisation and facilitate internal information flows between subordinates; disseminate information; lobby to other organisations under STC COM’s concerns; exude a positive disposition towards the objectives of the company.

 

            It is apparent that the managers at COM are sincere in improving the organisation’s productivity and employee satisfaction. Moreover, they are aware of their role as initiators of change. In taking corrective actions during disputes and crises managers are effective in solving conflicts by being fair. In general, managers at COM use their powers properly in deciding who gets resources, scheduling and budgeting.

 

Managing People

            Employees at the COM department are increasingly demanding change, choice, flexibility, and variety in their work; suggesting that with the empowerment of individual employees, the future for both the organisation and the individual lies in developing the value of the individual as human capital. The value of human capital is enhanced by acquisition of higher performance potential such as new tasks, functions, and knowledge, skills, abilities, personal attributes.

           

            At COM, employees are given clearer direction on how to do their jobs well. Majority of the staff feels that their jobs at COM are meaningful ones. This is because of the clear relationship between their jobs and the goals of the department. The organisation considers its employees’ skills and abilities in designing jobs for them. As a result, many employees are satisfied with the procedures and processes involving the completion of their work. COM also introduces to employees more challenging opportunities at work such as participation to interesting projects with increased responsibility.

 

            The company recently reviewed its compensation plans. It was decided that compensation must be linked in relation to sales and service performance. At COM, the management careful and fair in giving incentives for sales and service performance. Managers often use recognition system and intrinsic reward as compensation and motivation of maintaining superior service. Further, the department only hires those who are highly qualified employees and retains them for further improvement. COM also provides a training program to enhance their skills and abilities and productivity.

            The author has witnessed many training sessions take place in the department. However, the author finds that the training in the company is not effective because it happens once a year, or only when the company is doing badly in terms of sales. There is currently no formal system of employee training; hence, once they arrive on board, they automatically follow an unstructured plan of job shadowing.  Moreover, the training happens once a year because the company lacks funds. The company boasts its being one of the best telecommunication providers in the country. However, it seems that the company does not prioritise employee training. 

 

            COM satisfies the needs of the employees. These needs include flexible times, reward and bonuses, harmonious working environment, safety and other sociological needs. There is also an evidence of empowerment among employee in the department. This empowerment results to an increased competence, self-esteem and self-respect, which are very important to one’s well-being.  Creating an environment in the workplace that results in employees feeling better about themselves when they are in it results in love of their work. People who enjoy working are more productive.

 

            Every company has its own measurement and evaluation of managerial and employee performance in pursuing strategies and actions which enable it to achieve the organisational goals.  At COM, selection of performance measures is made in the light of the company’s strategic intentions that are appropriate in pursuit of the goals and remain competitive in the industry. At COM, performance management involves selecting the right measures to gauge business results, establishing standards, track actual accomplishment, and provide guidance to success.

 

Organisation Performance

            COM tries to be innovative and is able to differentiate its product flexibility as well as the service delivery in the marketplace.  As business leaders nowadays are more aware of the quality service, in addition to sales result for their long-term health and profits, COM bases the performance of its managers and employees through service and product quality. The quality of products and services is seen as the most important factor affecting a business unit's performance, and see quality as the most effective way for business growth, expansion and gains in market share. 

Conclusion

This assignment found that managers at the COM department are aware of their roles. As illustrated by some researchers, managerial roles are not confined within the walls of their office. Instead, they perform multiple tasks from greeting the visitors to managing information to decision-making. This new organisation enables managers to have multiple roles to improve the company unit’s productivity and efficiency.

In addition, this assignment found that since the COM organisation is fully based on asset management principles, it provides a structure which is geared towards growth and value creation. It is focused on technical integrity of product flow assets, infrastructure and business processes.

Further, the knowledge of the theories on personality performance and individual skills enable decision-makers manage an organisation effectively. Managers are interested in human behaviour because they desire to predict behaviours at work. By knowing how people react, managers can mold the behaviours that concern them such as absenteeism, productivity and turnover. Human behaviour at work can be viewed on either an individual or group level. Individual characteristics include attitudes, personality, perception, learning and motivation. Group characteristics include norms, roles, team building and conflict.

Having knowledge of these theories, managers are able to address issues on job satisfaction, job involvement and organisational commitment. Job satisfaction is the general attitude expressed about the task; job involvement is the degree an employee identifies with his/her job; and organisational commitment is the loyalty expressed for the organisation itself. Consequently, managers are able to design effective programs that increase employee productivity and consider the importance of employee appraisal.

Recommendation

COM should be aware of the nature of its organisational culture in order for it to determine what aspects of the organisation need to be evaluated. COM should recognise and understand the beliefs, attitudes and behaviors that prevalent in the working environment. Managers should promote sharing, learning and consistency. Managers should continue practicing their three roles (interpersonal, informational and decisional) for a successful organisation.

It is important to have the right individuals to make up an organization’s workforce at the right time and right place.  To be able to do that, the organisation must be able to recruit and retain competent individuals to match the constant changing job skills.

Organisations must realise that in order for them to recruit, develop, and retain skill employees for future missions, they need to unleash their human resource employee relation’s imagination to create capability and flexibility to institutionalize a well-defined system to expedite the handling of disputes and grievances. Therefore, it is imperative that human resource departments adopt a modern day progressive employee relation’s paradigm that embraces and enhances the recruitment, development, and retention of employees in concert with human capital strategic management planning initiatives.