Management for Controlling and Leading- myassignmenthelp.com

Question: Discuss about theManagement for Controlling and Leading. Answer: Management has four roles that include planning, organizing, controlling and leading. Organizing is a managerial function that consists of the allocation of human resources and developing an organizational structure in a manner that achieves the objectives of the firm. It is a function that aids in designing and coordinating the firms efforts to attain the desired goals. Therefore, organizing is a process that consists of developing the structure of the company and allocating human resources (Carpenter, Bauer, Erdogan, Short, 2010. In allocating human resources, organizing entails tasks such as job design. A manager has the responsibility of structuring job position. The process involves dividing and defining functions into various jobs and allocating personnel based on their capacity to fulfill the job requirements. Additionally, assigning staff and job design enables the firm to achieve objectives by ensuring that employees are sufficient and productive (Carpenter, Bauer, Erdogan, Short, 2010. Secondly, a manager has the role to organize the firm into various departments based on the job designs. It allows for coordinated effort and the elimination of redundant activities. In this process, a manager decides the best way to departmentalize. A manager may organize based on the function, geography, product or the customer. In large organizations, the manager may use various methods of organizing to achieve efficiency (Carpenter, Bauer, Erdogan, Short, 2010. Change is an opposable force that many organizations need to adapt. However, change also distorts the norms in a company thus initiating resistance from the employees. In any change process, the employee is the most affected, and this may impact on their motivation and subsequently their productivity. It is, therefore, necessary that managers facilitate the change process (Carpenter, Bauer, Erdogan, Short, 2010. Change management is a role by managers where they facilitate the modifications in the organization. It involves appointing change agents within the organization and engaging employees, as well as, communicate the progress. Employees are the implementers of change and are also in a better position to inhibit the process. Change agents, people who are leaders in the firm, facilitate the process by inspiring and communicating with other employees (Carpenter, Bauer, Erdogan, Short, 2010. Change management ensures that employees are aware of the changes taking place, they are engaged in the decision and their recommendations taken into consideration. Failure to manage leads to resistance from personnel demotivates employees and eventually affects their performance and that of the company. Besides, managing change creates understanding among the employees. They can comprehend why the changes are necessary and aid in the implementation process. It saves time, resources and motivates employees to be more productive thus leading to organization efficiency (Carpenter, Bauer, Erdogan, Short, 2010. People are motivated by various needs. Money is one of the key motivators as it helps to fulfill some basic requirements. However, for professionals, other drivers inspire them at work. First, professionals are motivated by job satisfaction. As much as people get a pay at the end of the day, professionals desire job satisfaction. It is essential that their days work feel fulfilling. Otherwise, it may demoralize the employees and affects their productivity. Esteem and appreciation motivate professionals. Managers understand that performance appraisal is a critical tool in driving workers. It propels them to work harder and achieve efficiency. Besides, they seek to be appreciated through promotion and recognition. It builds confidence and enhances job satisfaction. Performance appraisal provides an avenue of career development for professionals and general growth (Carpenter, Bauer, Erdogan, Short, 2010. Additionally, professionals are motivated by the desire for self-actualization. Self-actualization is a need that drives one to achieve their maximum potential through creative thinking. Unlike other requirements that are supported by monetary rewards, self-actualization is the highest level of motivation for professionals. They no longer require financial rewards but want to test the limits of their ability. They incorporate new ideas and actualize them in their profession (Carpenter, Bauer, Erdogan, Short, 2010). They aim to master their art. Managers are responsible for strategic planning in an organization. They require adequate information from the external business for such preparation. For Qantas Airline, managers roles are affected by political, economic and technological factors. Before making decisions, they must consider the conditions in the business environment and thus the need for business analysis. Political factors relate to the legal and political state in Australia. The laws and regulations enacted by political institutions affect the profitability of the airline. It also means that managers have to be proactive in anticipating and dealing with such rules. Additionally, any issues that arise from a change in the political arena and laws that affect the objective of the business must be solved. Political factors influence the planning and decision-making process by managers (Dobni, et al. 2016). Secondly, economic factors impact on the survival and profitability of the company. Variables such as taxation and inflation in the country reduce the revenue for Qantas Airline. Change in taxation laws influences the income in the airline. Besides, with high inflation levels, the purchasing power of consumer reduces, and fewer people use the carrier for traveling. They may also switch to alternative methods. The role management is thus affected as they have to modify business strategies. Additionally, technology development propels changes in the business world. Managers at Qantas Airlines have to keep up with technology advancement to ensure that the firm is a trendsetter and has a competitive advantage (Dobni, et al. 2016). References Carpenter, M. A., Bauer, T., Erdogan, B., Short, J. (2010). Principles of management. flatworldKnowledge. Dobni, C. B., Dobni, C. B., Klassen, M., Klassen, M., Sands, D., Sands, D. (2016). Getting to clarity:new ways to think about strategy. Journal of Business Strategy, 37(5), 12-21.