• Internal Code :
  • Subject Code : MGMT6012
  • University : Laureate International Universities
  • Subject Name : Management Perspectives

ASSESSMENT

INTRODUCTION

This assessment aims to study the challenges faced by manager in the multinational companies. In a Multinational company, internal and external factors decide the economic actions of the company. The manager, who is responsible for the management of the company, her/his role is deterministic in the smooth functioning of the business operations of the company. An analysis of company’s naturally occurring data has been taken to analyse the leadership skills of the manager. An analysis of how the structures and characteristics of organisation influences the decision-making ability of the manager by looking into the corporate artefacts has also been provided.

Efforts has been taken to identify other stakeholders in the organisation and the effective workplace relationship of the manager with them, in order to have a robust decision-making framework. The personal test analysis has been taken to understand the suitability of the manager in the company. That is to know whether the company’s environment (studied in the first assignment) is in coherency with the personal traits of the manager or not. Also, how to have an effective communication in a culturally diverse organisation has been discussed. Further, feedbacks from others and personal feedback has been taken to reflect upon personal strengths and weakness of the manager. Also, a discussion on scope of improvement for the person under consideration has also been included. 

In a company, various operation run, and a web of communication occurs between various stakeholders (supervisors, managers, colleagues, directors etc). These communications can take place in the form of telephonic calls, emails (Andrews, Herschel & Baird, 1996). Other corporate artefacts like a benefit policy for the employees or a logo design; it could also be a memorable event of praise. Thus, the nature of corporate artefacts reflects the culture of the company. Other than regular conversation about business, certain physical attributes or recognition given to an employee who is devoted towards work, is also a corporate artefact. The analysis of these reflects that they represent the diversity of the company. Thus, corporate artefacts are helpful tool to consider, while analysing various stakeholders in the company and their relationship with the manager. These channels of communication reflect the kind of business relations all the stake holders in a company have with each other (Andrews, Herschel & Baird, 1996). The conversations that happens between a manager and others can be taken to analyse the leadership skill of the manager.

How an organisation is defined is very important to understand how its components is seen. An organisation can either be a concrete entity that is superior and prior to individuals working in the organisation. The information about organisation is developed so that universal law could be created (Putnam, 1993). However, the other definition of organisation treats it as a collective which is the result of the social interaction and communication between its member. In recent times with rise of globally integrated multinational companies (Putnam, 1983). The organisations are seen more in terms of a symbiotic relationship between heads, managers and employees(subordinates). Wherein the role of manager is very important, and it determines how the entire organisation functions.  

The typical role of a manager reflects the qualities of a leader, politician, psychologists etc. My job is to direct others in their job, recruiting and training responsibility, disciplining the subordinates, supervise the quality of work done, the manager is also the conduit between employees and the heads. It is also my job to motivate and inspire employees by setting examples on my own. There are several ways through which employees could be motivated like, trust, small goals, feedbacks, open-door policy and positivity. Also, it is my role to keep the competition between employees for productivity to be high (Drucker, 2012). According to Henri Fayol (1946), the job of manager is to plan, forecast, organize, co-ordinate, command and control.

Therefore, by looking into emails and conversation we can determine the leadership qualities of the manager. For example, if an employee is facing difficulty in performing certain task, the email sent to the manager would reflect the problem occurred and the manager’s reply would be the problem-solving technique. Hence, by way of communications happening in the organisation, one can understand the relationship between the manager and his subordinates and how well leadership qualities are being reflected. As the job of the manager is considered as an activity spread (Fayol, 1946). The importance of manager’s engagement with the head and members of the organisation is immense. Also, it is important to understand how employees receive manager’s messages and interpret the message (Pultan & Pucanowsky, 1983). 

Other way to analyse the strength and weaknesses of a manager by way of feedbacks from others and personal assessment test. Every stakeholder in the company have positive and negative impact upon each other. The feedbacks that a manager gets from his subordinates highlights the kind of relationship manager has with that person. It also shows what qualities a manager possesses. Many companies these days conduct 360-degree review wherein feedbacks from subordinates as well as superiors are taken into consideration. In the 21st century when the workforce consists of men and women the gender issues in the working environment is evident (Karthryn, Bartol & Mart, 2002). The responsibility of the manager is now more complex. The manager’s ability to address gender issues and provide an ambient atmosphere in the workplace for both the genders. The manager must ensure that gender discrimination doesn’t occur at workplace and all the employees get due recognition.

 The feedbacks reflect upon a person’s perception in others mind which is mostly based upon how manager has communicated with the person. Other forms of feedback one gets by generic discussion or in a meeting. It is important to keep in mind what kind of feedback one is receiving and from whom. It is necessary to know whether one is progressing in one’s career and how it is being reflect. Many corporate artefacts would reflect whether a person is progressing. For instance, memorable events of praise or a token of appreciation or promotion. 

As success largely depends upon one’s own ability and how well we recognize and capitalize our strengths (Mintzberg, 1975). The personal assessment tests like SWOT analysis of self which tells us about our personality and how well we fit into the organisation. The Myers-Briggs Personality Type Indicator test indicates the attributes of a person and that could be drawn to see if a person suits in an organisation or not. According to the personality test, a person with moderate preference of introversion over extroversion would be able to introspect upon the working environment and work culture intellectually. His/her extroversion would be important to handle workplace conflicts and lead the employees. Also, a person with high ability to sense and analyse situation rather than working upon intuition would be able to able to understand the organisational issues in a rational manner rather than acting on whims.

The ability to sensibly understand others perspective would enhance relationship with other stakeholders in the company. A person with preference over thinking rather than feeling would think out organisational management issues and enhance the productivity. Thinking ability of a person would make them innovate in the workplace, this would help the company’s productivity and motivation for the employees. A person with preference of perceiving rather than judging would be able to understand others perspective and their view in any decision-making process. There would be less conflict in the workplace. Also, other stakeholders in the company would be able to see that their manager is taking their perspective into consideration. This would contribute in the working environment quality. Equally important is the role of persuasion, social influence and message framing in an organisation.

The organisation wherein I work is a multinational company and is globally integrated. Thus, the role of manager is to handle people with different cultural backgrounds. My personality reflects that I have moderate inclination of introversion over extroversion, sensing over intuition, thinking over sensing, perceiving over judging. The culture of the company is vibrant every staff is appreciated and considered in the process of decision-making process at each level. Thus, for a manager who has do deal with employees and lead them in their work it is important to have an outward approach. Thus, the extrovert qualities in me fits to the demand of a manager to lead employees. The operational efficiency of a globally integrated company demands dealing with business operation in various countries. The stakeholder cultures equally affect manager’s perception of the various stakeholders (Simon, 1950). Thus, my efficiency to sense and think rationally in any situation will ensure smooth functioning of business operations. As organisations these days have no fix working conditions and the main task is to accomplish the purpose, that is work needs to be done. Thus, work is defined as work needs to be done and there is no boundary, since work can be done anytime by way of IT (Robbins, 1994). 

 As company’s aim is to amplify its resources thus the power to innovate and think out of the box by way of introspection and thinking capability makes me suitable for the role of manager in a globally integrated company. These capabilities of mine would also increase company’s market share and image. For a globally integrated company, it is important to have brand image among customers in different countries. Thus, my ability to perceive things from other’s perspective would make me understand what customers across cultures demand and how to improve company’s image. Therefore, it seems like I am well placed in my company and my role as a manager and the leadership skills that the role demands are well reflected in my personality.

There is always scope for self-improvement in a person. There are certain ways, following which we can continuously improve ourselves. For a manager whose main task is to lead people and supervise their work, it is important to keep refashioning their approach towards workplace. The manager could innovate ideas related to problem-solving techniques in a corporate culture. Another way of innovation could be to ask employees to come up with solution to the problems they have encountered. The instrument of feedback is an important tool to keep a track of our own progress. Other way for self-improvement is by celebrating success of others and appreciate them. This brings positive atmosphere in the workplace. Other important way for self-improvement is by being flexible in dealing with people and business operations. Rigidity is not welcome in any organisation. The constraints, choices and demands in any company organisation needs flexible approach towards job (Stewart, 1982). Also, one can improve upon themselves by looking at past emails exchanged between other stake holders to analyse in what other ways one could have responded or handled the situation in case of conflict. By adopting these techniques one can continuously improve in any organisation. 

CONCLUSION

The study of the various corporate artefacts revealed that by analysing the communication channels in a corporate culture one can identify the relationship of manager with other stakeholders. Same can be seen as a reflection of leadership qualities in a manager. Further assessment of the feedbacks from others in a workplace would tell us how other perceive us in their mind. Hence, it is a tool for self-improvement and introspection. It was also found that it is important know what kind of feedback is being received from whom in the organisation. The instrument of personality test reveals our attributes and whether we are fit in the organisation wherein one is working.

It was found that the personality that I carry is suitable for my organisation and its market growth. Discussion on how self-improvement is important for continuous improvement of oneself and to enhance one’s quality as a manager in a globally integrated organisation. Therefore, it can be said that the role of managers in a globally integrated company is to provide effective leadership. Certain personal attributes like sensible thinking, rationality, ability to perceive other’s viewpoint will ensure place of manager in the company and by means of constant self-improvement will continuously improve the position of company with diverse groups of people.                                               

REFERENCES

Andrews,P.&Herschel,R.(1996).OrganisationalCommunication:EmpowermentinaTechnologicalSociety,HoughtonMifflin,Boston,Massachusetts. Retrieved from https://books.google.co.in/books?id=NNayAAAACAAJ&dq=Organisational+Communication:EmpowermentinaTechnological+Society&hl=en&sa=X&ved=0ahUKEwj1uOG67qzjAhW9IbcAHdBMCagQ6AEIKjAA

Drucker, P., (1959).ThePracticeofManagement,Harper&Row,NewYork. Retrieved from https://books.google.co.in/books?id=pry6XLvL02QC&printsec=frontcover&dq=ThePracticeofManagement&hl=en&sa=X&ved=0ahUKEwjSqYW076zjAhWlmuYKHf1TBkwQ6AEIKjAA

Fayol,H.(1949),GeneralandIndustrialManagement(C.Storrs,trans)Pitman&Sons,Lond. Retrieved from https://books.google.co.in/books?id=WFp5DQAAQBAJ&printsec=frontcover&dq=GeneralandIndustrialManagement&hl=en&sa=X&ved=0ahUKEwjO5tXS76zjAhUk7HMBHWgGCuAQ6AEIKjA

Karthryn, M., Bartol, David, C., Mart,. M.T.,(2002). Management Foundation: A Pacific Rim Focus. Retrieved from https://books.google.co.in/books?id=bNvBAQAACAAJ&dq=ManagementFoundation:APacificRimFocus&hl=en&sa=X&ved=0ahUKEwjDnIzV7KzjAhVai3AKHXyVC3sQ6AEIMTAB

Mintzberg,H. (1975) The manager's job: Folk lore and fact',Harvard Business Review,5(4):49–61.Putnam,L1983. Retrieved from https://books.google.co.in/books?id=MYt5AgAAQBAJ&pg=PT349&dq=H1975%27Themanager%27sjob:Folkloreandfact&hl=en&sa=X&ved=0ahUKEwj72ePE8KzjAhXfILcAHRL7ANEQ6AEIKjAA

Putnam, L. L. (1983). The interpretive perspective: An alternative to functionalism. Communication and organizations: An interpretive approach, 31-54.Retrieved from http://scholar.google.co.in/scholar?q=%27The+interpretive+perspective:an+alternative+to+functionalism&hl=en&as_sdt=0&as_vis=1&oi=scholart

Putnam, L., & Pacanowsky, M. E. (1983). Communication and organizations, an interpretive approach (Vol. 65). Sage Publications, Inc. retrieved from http://scholar.google.co.in/scholar?q=Communication+and+Organisations:An+Interpretive+Approach&hl=en&as_sdt=0&as_vis=1&oi=scholart

Robbins, S., Bergmann, R., Stagg, I., & Coulter, M. (2006), Foundations of Management. Retrieved from 

https://trove.nla.gov.au/work/9867602

Robbins,S.(1994).Management,4thedn,PrenticenHall,EnglewoodCliffs. Retrieved from https://books.google.com/books/about/Management.html?id=oS1VskIzpd8C

Simon, H. A. (1950). Administrative behaviour. Australian Journal of Public Administration, 9(1), 241-245. https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1467-8500.1950.tb01679.x

Stewart, R. (1982). A model for understanding managerial jobs and behavior. Academy of Management Review, 7(1), 7-13. Retrieved from https://journals.aom.org/doi/abs/10.5465/amr.1982.4285424

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