Subject code: MGT600 (Management, people & Teams)
Introduction
Management refers to the abilities of the individuals or organizations to administer and coordinate the performance of the group (Rachel et al, 2014). It can be said that the flow of correct information with appropriate communication means is essential for accomplishing the goals (Kamoche et al, 2015). This report will aim at presenting a reflective analysis of the modules learned in the first three weeks.
Module 1.1 – Nature of Organizations, Management, and Challenges Faced
The content taught was about the environment and nature of the organization. The organizational environment consists of the internal and external environment that impacts the operations and sustenance of the companies (Jex&Britt, 2014). Also, the role of management was distinguished into three main categories that are interpersonal, information, and decisional roles (Katsuhiko, 2017). The content also included challenges faced by the managers that were managing change, workplace diversity, ethical behavioral patterns, advancement in technologies, and others (University of Minnesota, 2015).
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The topic is relevant to me as the information relates to organizational procedures and will be helpful in the real-time workplace setting. The subject explains the origin of the concepts which is very relevant as I will be able to compare and develop and apply the same in real-time work settings.
I have little experience with this topic but I can relate the concepts while comparing them to real-time scenarios.
I have learned about various internal (employees, managers, owners) and external (customers, suppliers, regulators, society) factors that form an integral part of the firm. I also learned that management functions are diverse and include aspects like planning, organization, coordination, and others. I also gained insights into the managerial challenges in the organizational set- up. Besides, all concepts learned in this module will be helpful while performing duties in workplace scenarios.
Module 1.2 – Motivation, Influence, Power, and Politics
In this module, the topic content is related to aspects of motivation and influence. The content taught us that managers should be capable of influencing motivation by creating an environment that meets the individual needs of the organization (Jaques, 2014). The topic also dealt with tactics of influencing others that include inspiration, collaboration, application of pressure, and others (Gautrey, 2014). The influential power is categorized into position (Legitimate, reward, coercion) and personal (expert, referent, and informational) categories (Guerrero&Hanson, 2017).
The topic is relevant as aspects like motivation and influence can be applied in both personal and professional. The topic contents will help in motivating as well as influencing peers, family members along with my colleagues (in the future).
I have experienced of personal life when I encountered situations of distress and I was influenced by my parents and teachers to cope with scenarios. After reading the module I realized similar skills are also applied in the workplace settings.
I learned an important aspect that the manager is incapable of controlling the motivational levels of the employees thus the managers can consider job designs, training, and development for the betterment of the workforce. I also learned that while fulfilling roles and functions in the organizational set- up, we as managers should try to influence others for getting the work done. In real-time work settings, I avoid doing the mistakes done by the majority of the managers that are enforcing personal motivational drivers on the employees.
Module 2.1 Communication, Conflict, and Negotiation
The content of this module relates to communication, conflicts, and the processes of negotiation (Johnson, 2015). In this view, the communication topic comprised developing communication skills and a variety of organizational dimensions that included Direction, Formality, and channels of communication (ATummers&Knies, 2013). Conflict determines the contradictions that are associated with ideas, goals, and others. The negotiation process involves approaches for solving conflicts in the workplace setting- up (Carton et al, 2015).
The topic is relevant to me as it is the most important aspect of the routine life of a personal and professional career.
My past experiences on this topic relate to my personal experiences in which I have faced severe contradiction, ineffective communication, and negotiations for achieving something.
The content has taught us conflict levels, the importance of negotiation in the organization, and processes and developments of communicational skills. The skills and insights learned in this module are very important and can be applied to real-time scenarios as this aspect forms the basis of the organizational structure.
Conclusion
Managing people majorly involves teamwork, communication, the setting of objectives, and appraising performance. This reflective analysis report helped in evaluating the learnings from the modules. In this view, the learning can be applied in real-time workplace settings.
References
- ATummers, L. G., &Knies, E. (2013). Leadership and Meaningful Work in the Public Sector. Public Administration Review, 73(6), 859-868. doi:10.1111/pear.12138 Retrieved from http://search.ebscohost.com.ezproxy.laureate.net.au/login.aspx?direct=true&db=eue&AN=91974065&site=ehost-live
- Carton, A. M., Murphy, C., & Clark, J. R. (2015). A (Blurry) vision of the future: How leader rhetoric about ultimate goals influences performance. Academy of Management Journal, 1015 (1) Pages 10-36. Retrieved from http://search.ebscohost.com.ezproxy.laureate.net.au/login.aspx?direct=true&db=bsu&AN=99846856&site=ehost-live
- Gautrey, C. (2014). Influential leadership: a leader's guide to getting things done (1st ed.). Kogan Page. http://web.b.ebscohost.com.ezproxy.laureate.net.au/ehost/ebookviewer/ebook/bmxlYmtfXzgxNjQxOV9fQU41?sid=6f9a45b8-87ca-4be2-bc22-9d44e8ef83a9@pdc-v-sessmgr05&vid=0&format=EB&lpid=lp_1&rid=0
- Guerrero, B., & Hanson, A. (2017). Managing Up and Down: 5 Strategies to Excel in Middle Management. NACE Journal, 77(4), 48-52http://search.ebscohost.com.ezproxy.laureate.net.au/login.aspx?direct=true&db=eue&AN=123558548&site=ehost-live
- Jaques, T. (2014). Issue and Crisis Management: Exploring Issues, Crises, Risk and Reputation. South Melbourne, Victoria, Australia: Oxford University Press. Retrieved from https://ebookcentral-proquest-com.ezproxy.laureate.net.au/lib/think/reader.action?docID=4786469. Chap 12
- Jex, S. M., & Britt, T. W. (2014). Organizational psychology: a scientist-practitioner approach (Third). John Wiley & Sons. Retrieved from http://web.b.ebscohost.com.ezproxy.laureate.net.au/ehost/ebookviewer/ebook/bmxlYmtfXzgxNjQxOV9fQU41?sid=6f9a45b8-87ca-4be2-bc22-9d44e8ef83a9@pdc-v-sessmgr05&vid=0&format=EB&lpid=lp_1&rid=0
- Johnson, M. (2015). Why your team needs conflict. Retrieved from http://intelligentperformance.com.au/execfunc.php?q=tXVdcjgDS_GRKArDzwnlkRjDl9ydcEfBas4jaX5pYdfN55BOTzGlSlZZt05HfaYK7qshODrZhYSwico7-iX6dMIJp5vnDom-Wuct3u3ZNUA-Ebkc4yyx8k4
- Kamoche, K, Lisa S, Aminu M, Aloysius N-K, and Nelarine C. (2015). Managing People and Organisations in Africa. Bradford: Emerald Group Publishing Limited. Retrieved from https://ebookcentral-proquest-com.ezproxy.laureate.net.au/lib/think/reader.action?docID=2058254. P. 365
- Katsuhiko, S.K. (2017). Senders' Bias: How Can Top Managers' Communication Improve or Not Improve Strategy Implementation? International Journal of Business Communication, 54(1), 52-69. doi:10.1177/2329488416675449 Retrieved from http://search.ebscohost.com.ezproxy.laureate.net.au/login.aspx?direct=true&db=bsu&AN=119968724&site=ehost-live
- Rachel E. Sturm, R. and Antonakis, J. 2014. Interpersonal Power: A Review, Critique, and Research Agenda. Journal of Management 41, (1), 136 – 163 Retrieved from http://search.ebscohost.com.ezproxy.laureate.net.au/login.aspx?direct=true&db=bsu&AN=99946157&site=ehost-live
- University of Minnesota. (2015). Principles of management[e-book]. Retrieved from http://open.lib.umn.edu/principlesmanagement/ Chapter 1, Chapter 3 Pp 116-135
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