Personal Managerial Effectiveness Perspectives

Question: Discuss about the Personal Managerial Effectiveness Perspectives. Answer: Introduction The current business world has been changing much drastically by keeping pace with the market competition. Each of the organisations provides the best efforts to strengthen the sustainable position by gaining competitive advantages (Shah and Parmar 2016). The managerial efficiency plays the most significant role for accomplishing such success. The report will provide the insightful ideas about the managerial perspectives to build the proper organisational culture. The sequential and structured study will be assimilated with literature-based information as well as critical analysis of the subject matter. Considering such factors, the entire study will be presented. Literature Review In the 21st century, managing the people within an organisation is much promising for the managers. Apparently, the responsibilities of the manager still remain the same that is, motivating the employees and create the inspirational as well as influencing scenario (Ali and Patnaik 2014). The most difficult part in this 21st century is the increasing rate of functional complexities and the rapid changes in business process. The literature study provides the theoretical analysis of the managerial perspectives to promote the efficient organisational behaviour that helps in strengthening the competitive position (Clampitt 2016). The efficient management team needs to keep the focus on several strategies that are essential to develop the professional skills of the employees in this 21st century. The literature will provide the outline of such theories that are needed to be evaluated. Maslows Hierarchy of Needs In order to understand the managerial perspectives, it is necessary to understand the theoretical analysis that specifies the roles and responsibilities of the managers. Maslows Hierarchy of Needs provides the insightful ideas about the managers responsibility as well as the demands of the employees to be motivated. Some of the layers in this theoretical model are describing the role of the manager to ensure job satisfaction among the employees. The description of this theory is presented below: Psychological Theories and Motivation Motivating the existing employees is one of the key responsibilities that every manager has to perform. According to Zakarevi?ius and Ã… ½uperkien? (2015), motivation is considered as the psychological boost that is helpful enough in achieving the high performance goals. Considering such context, it can be stated that employee motivation is primary responsibility of the managers associated with an organisation. The output determines the job satisfaction of the employees while working together. As per the theory analysis, it is noted that the managers need to pay attention towards the behavioural management, which will be used as the focal point of organisational functionalities. The management of the behavioural aspect is essential for determining the achievement of organisational excellence (Shah and Parmar 2016). Need Based Theory The need-based theory has been concentrating on the satisfactory aspects of the employees that help in improving the performance parameter. This need-based theory is focusing on the survival to high-level of emotion needs that are associated with self-actualisation. Maslows Hierarchy of Needs model has been evaluating the managerial perspectives to satisfy the needs of the associated employees (Singh and Behera 2016). When the manager can recognise the basic demands of the employees, it would be helpful for them to undertake the proper decision. This model includes several components of motivation, which are described further: Self Actualisation: The first layer of the pyramid indicates the Self Actualisation level, which determines the creativity, morality, and problem solving method. It is necessary for the managers to concentrate on the business activities that are beneficial enough in increasing morality among the associated employees. Bringing more creativity in the organisational functionalities is helpful enough for the employees to avail the opportunities of career growth. Hence, this layer indicates one of the major processes of motivating the employees. Esteem: The managers required concentrating on the confidence level, achievement, respect, and self-esteem of the employees. While the employees are working in an organisation, it is essential to keep them motivated that bring more confidence. The efficient performance outcomes are eventually helpful for bringing the performance efficiency (Thielke et al. 2012). The enhancement of self-esteem level is much beneficial for the employees to stay focused and confident. Belongingness: When the employees are working together in an organisation, it is necessary for them to feel more comfortable. The managers need to take the responsibility of generating that feeling of belongingness to bring out the efficient performance outcomes. The maintenance of the intimacy and sense of reliability is thus considered as the major components of employee motivation (Cao et al. 2013). Safety: Each of the employees seeks the safer and secure environment. The hygienic environment is important for establishing the secure workplace behaviour (Singh and Behera 2016). The security maintenance brings the proper motivation on employees minds. Physiological: The last layer of this model indicates the physiological needs. In order to survive in an organisation, the employees perceive for several physiological demands as well. For example, the sufficient amount of air, water, food, comfortableness, and other factors. Presence of these factors generates the sense of accomplishments (Zakarevi?ius and Ã… ½uperkien? 2015). The manager requires concentrating on such basic needs to motivate the employees. The above discussion is highlighting the different layers of needs perceived by the employees in an organisation. The managers are the responsible people to motivate the employees for bringing the efficient performance outcomes. Fulfilling such needs is essential for managing the employee retention rate by eliminating the possibilities of employee turnover. Motivating the employees of Gen Y According to Mullins (2010), the new generation management process needs to be more focused on the basic needs of the employees. Keeping pace with the changing business environment, the expectations of the associated employees is also increasing accordingly. In order to bring the job satisfaction among the employees, it is necessary to pay attention towards several specific needs. Firstly, the feedback and recognition from the managers make the employees more reliable towards the company (Ruigrok and Van Tulder 2013). If the managers frequently provide the relevant feedback regarding the performance progress of the employee, it generates the sense of recognition. The employees even feel that their contribution is necessary for the organisational success. It automatically brings the job satisfaction. Secondly, the maintenance of flexibility is necessary for each of the managers (Mullins 2010). When the employees can avail the opportunity to work on the flexible work shifts, it helps t hem to enhance the quality of work with proper convenience. Moreover, maintaining flexibility in communication is also much helpful in presenting the concerns. Third, the managers need to encourage the employees to be more adaptive. The continuous growth and changes in the management practices are needed to be accepted. In many of the cases, it is seen that employees feel the job insecurity due to such repeated changes. Therefore, it is the responsibility of the managers to make the employees more motivated by appreciating their work (Goetsch and Davis 2014). Moreover, if required, the managers can even provide the training sessions to the employees for working in a progressive way. The motivation received from the managers often lead the employees towards job satisfaction in this current generation. The analytical concept of management process is thus presenting the orientation of the employees preferences. Fulfilment of such expectation is fruitful enough in retaining the employees in an organisation. Equity theory is one form of social exchange theory, which defines the cognitive process of motivating the employees. In such process employees expect to maintain balance between the inputs and outputs (Singh and Behera 2016). If the employees have been providing the efforts, they expect to be rewarded or recognised. It generates the sense of reliability that brings more job satisfaction. Reinforcement and Punishment The management has to look forward to identify the procedure of fulfilling the needs of the employees. In such cases, the managers implement the technological tools that lead them towards generating motivation among the employees. This strategic formulation can generate the positive or negative reinforcement as well as positive or negative punishments (Zakarevi?ius and Ã… ½uperkien? 2015). The above discussion has been presenting the roles and responsibilities of the managers in order to keep the employees much motivated towards their works. The measurement of the job satisfaction rate enhances the value based needs for each of the employees. Accordingly, the managers perform their duties to bring higher performance rate, which helps in remaining competitive in this 21st century. Impact of Managerial Perspectives in Organisation Behaviour Organisational behaviour determines the actions, thoughts, and feelings of the associated people to achieve the organisational excellence. This field is quite dependent on the nature of leadership, which highlights the procedure of motivating people and managing the interpersonal conflicts. In the 21st century, the fundamental issues have become much prominent due to the rapid changes in business competitions (DuBrin 2013). The managers have to pay attention on such specific issues to understand the beneficial attributes for accomplishing organisational goals. While managing behaviour, it is essential for the management to keep the focus on several factors, such as self fulfilment, social status, autonomy and empowerment, and personal relationship with co-workers. When the managers have been concentrating on such factors, it helps in upgrading the organisational culture in keeping pace with the rapidly changing scenario (Wagner III and Hollenbeck 2014). The interpretation of the fundamental issues and establishment the effective communicational transparency are making the managers knowledgeable about the value based approaches. Hence, it can be inferred that the managerial perspectives are necessary enough to strengthen the competitive position of the organisation in this 21st century (Goetsch and Davis 2014). When the employees can communicate with the manager and raise their concerns, it helps them to recognise the potential conflicts. Accordingly, the decisions are made by the manager to restructure the management functionalities (Scott and Davis 2015). The focus should be based on both the motivational aspects of the employees and accomplishments of organisational goals. Maintaining such responsibilities helps the managers achieving the competitive advantage in this changing business scenario of 21st century. Discussion and Analysis The effects of globalisation have transformed the business functionalities in a significant way. In the 21st century, the barriers among the nations have melted. As a result, the interconnections and acceleration of the latest technologies have increased more significantly. The current wave of globalisation is considered as the driving force for such changes recognised in the business functionalities. The improvements in the information technology has also specified as the facilitators (Li et al. 2014). Accordingly, the managers have to transform the management functionalities to cope with such changing scenario. The changing atmosphere has been increasing the stress level among the employees, which has the direct impacts on performance parameter. It can be stated that emergence of work pressures has been increasing the effects of globalisation in a significant manner. Focusing on the consequences, it has been seen that the technologies have been changing and creating the tougher com petition. The roles and responsibilities of the human resource management have been evolving accordingly. The hierarchal structure of the organisation is also re-structuring to cope with such management scenario (Berglund and Sandstrm 2013). The managers even have to focus on the allocations of new work activities to the employees. If concentrated on such fundamental changes, it can be noticed that the employees are also changing their priorities and expectations. It is the major responsibility of the managers to understand such priorities and needs before making any relevant decision. The shifts from personnel to human resources is enhancing the employee value within an organisation. For example, Goodwin Company used to sell the household cleaning products since 1922. In keeping pace with the current changes, the company shifted the focus towards product packaging and distribution process to remain competitive (Gbr.pepperdine.edu 2016). These products are then delivered to the household, automotive cleaning, and industrial markets. In coping with such changes, the management is now restructuring the business functionalities in an innovative way. The increasing labour charges and maintaining stagnant revenues are quite challenging for the management. However, in order to accomplish such goal, the management sta rted focusing on several factors, such as ability to influence, time orientation, and individualism or collectivism. The example of Patagonia Company can also be mentioned in such regards. Headquarter of this company is in Southern California, but the company operates in the foreign markets as well like France and Japan. In the year of 2007, the company collected almost $275 million revenues. In this current market, the company is associated with 1,300 employees in different locations. However, Yvon Chouinard, the founder of the company faced several dissatisfactions in utilising the conventional equipments (Gbr.pepperdine.edu 2016). The company started thinking of using the proper technological tools to climb up and redesign the strategic functionalities. However, the conducted survey is highlighting that the employee are highly influenced to adopt the changes. The systematic feedback process is minimising the flow of ideas. The company is even building community by establishing the childcare centre. However, it is recognised that the company requires restructuring the human resource management pr ocess more significantly. The efficiency brought to the management helps the organisation to grow more in this competitive world. According to Scherer, Palazzo and Seidl (2013), the initial step that every organisation needs to undertake is the improvement of overall performance quality. It is noted that the cultural changes are illusive and it requires more inventions in this globalised world. Each of the companies tries to provide their best effort to gain the competitive advantage in this transformative business world. Accordingly, the managements are adopting several innovative technicalities to ensure the best outcome that helps in accomplish the determined goals. Similarly, the management has been focusing on the basic needs of the employees (Ruigrok and Van Tulder 2013). It is noticed that if the employees are much motivated, it brings the performance efficiency in a significant way. However, the recognition of the needs is possible if the managers maintain the communication transparency (Goetsch and Davis 2014). They can even identify the potential challenges that may create the hazardous issues within the internal scenario of the organisation. Accordingly, the management can even make the employees aware of the structured and fruitful innovative process that may help the organisation in achieving competitive advantage. Identifying the entire discussion, it can be inferred that the managers maintain their prime responsibility to motivate the associated employees and reducing the stress level as well. Conclusion The study is highlighting that the managers have to perform in accordance with the rapid changes take place in this current globalised business world. Due to the enormous changes in this current 21st century, it has been noted that the technologies are also changing repeatedly. The managers accordingly have to keep the focus on several strategic decisions making process that can be beneficial for the associated employees. Maslows Hierarchy of Needs include several employee needs that are needed to be fulfilled by the managers. The motivational process for the Gen Y employees is considering three different approaches. The recognition approach determines the visibility of employees contribution and accordingly providing the rewards. Maintaining flexibility is also necessary to communicate with the employees and understand their requirements. The proper motivation will be effective enough in making the employees more adaptive towards change. The equity theory describes the decision maki ng process of the managers regarding the reinforcement and punishments. The judgment is based on the performance outcomes of the employees. The fulfilment of such needs helps them to be motivated that has the significant impact on the performance parameter. Recommendation Considering the rapid changes in this globalised world, it is necessary to adopt several necessary approaches by the managers to remain competitive. It has been noted that the changes in the business functionalities is bringing the changes in the use of technicalities as well. Therefore, it is important for each of the organisations to focus on the total quality improvement. The managers have to pay attention on the TQM functionalities to improve the organisational culture as well as the performance parameter. On the other hand, it is noted that the employee motivation is also one of the most significant factors for achieving the competitive advantage. In order to ensure such purposes, the managers need to establish the communicational transparency. When the transparent communication occurs, it helps in identifying the internal issues and concerns. Moreover, it is much helpful in making the employees aware of the innovative functionalities. Hence, the managers need to pay attention o n such perspectives to achieve the competitive advantage in this current world of business. 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