Managing People and Organisations: Incident Analysis and Critical Evaluation
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This document provides an incident analysis and critical evaluation of managing people and organisations. It covers the elements of planning, organising, leadership and control in a role play scenario where an HR manager had to counsel a disgruntled employee.
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name of student: name of college: authors note: Running head:MANAGING PEOPLE AND ORGANISATIONS
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MANAGING PEOPLE AND ORGANISATIONS Incident: In recent incident I had used management elements of Planning, Organising, Leadership and Control when I had done a role play in class where I had to share learning to deal with disgruntled employee. In role play I simulated role of HR manager and had to counsel and stop situation from getting serious. The scenario was employee who was top performer was unhappy despite of hard work and meeting pressing deadlines as he was not promoted while his colleague in same project got promotion. To deal with situation I applied management functions of POLC where I first analysed root concern and then decided on actions. I arranged meeting with employee in role play to listen to issues and expectations and then noted down matters to lead effective counselling session to change perception. Analysis: Planning: in role play I demonstrated ways to calm employee and then noted alternatives to addressdis-satisfactionwithplanning.Planningwasimportanttoensuremanagerial effectiveness so that course of actions selected would work (Lopez2014).I made him understand that it is not possible to promote all performers at same time and I assured to give new project where he would get desired exposure that will help to bring out best. I believe this action belongs to planning as it involved decisions for future goals and guided my actions as I was able to visualise employee’s purposeful potential for company. Organising:this element involves the way decisions are made. So in role play I decided to identify expectations of disgruntled employee and organised a challenging role where accomplishments could be exposed effectively and proficiently (Yu and Zhou2017).This action belongs to organising as I had decided to put his abilities in right role that would benefit both organisation and would motivate his best performance. Leadership:this element of managerial function involves expertise to influence people for a reason so in role play I demonstrated ways to convince employee to develop positive outlook towards work and assured to offer him role that would expose his skills efficiently among other members. I believe this action belongs to leadership as it served goal of effectiveness by influencing behaviour of employee and worked in interest of both organisation and that employee (Powers2014). 1
MANAGING PEOPLE AND ORGANISATIONS Controlling:this element includes measuring organisational activities which are undertaken to attain goals. In role play I assured the employee about positive approach in future that would support performance under existing standards to control the situation (Gerpott2015).I believe this action belongs to controlling as it attempted to give that employee a measure for achievement that would harbour indicative results from planned activities. Critical Evaluation: In my opinion approach I undertook to handle grievance of dis-satisfied employee was effective to some extent as it included elements of POLC but alternative approach of taking his feedback to determine change in perception and measurement of performance after incident could have led to more effective outcomes as it would be two way communication where employee could get scope for open discussion. Reference Gerpott,F.H.(2015).Therightstrategy?examiningthebusinesspartnermodel's functionality for resolving human resource management tensions and discussing alternative directions.ZeitschriftFürPersonalforschung,[Online]29(3),214-234.Retrievedfrom https://search.proquest.com/docview/1709241778?accountid=30552Accessedon23Jan 2018 Lopez,R. (2014). The relationshipbetween leadershipand management:Instructional approachesanditsconnectionstoorganizationalgrowth.JournalofBusinessStudies Quarterly,[Online]6(1),98-112.Retrievedfrom https://search.proquest.com/docview/1566312650?accountid=30552Accessed on 23 Jan 2018 Powers,E.L.(2014).Innovatingourthinkingaboutmanagement:Anew model.S.A.M.AdvancedManagementJournal,[Online]79(1),40-47.Retrievedfrom https://search.proquest.com/docview/1535357425?accountid=30552Accessed on 23 Jan 2018 Yu, D., and Zhou, R. (2017). Intellectual management: An integrative theory.Journal of the Knowledge Economy,[Online]8(3), 929-956. doi:http://dx.doi.org/10.1007/s13132-015-0305- 0 Accessed on 23 Jan 2018 2