MGT600 - Managing People and Organisations

Running Head: MANAGING PEOPLE AND ORGANISATIONS 1
Managing People and Organisations
Name:
Institutional Affiliation

MANAGING PEOPLE AND ORGANISATIONS 2
Managing People and Organisations
Executive Summary
The specific objectives of this paper are to clarify how managers should be ambidextrous to
arrest the typical patterns of success and failure across a broad spectrum of industries (Tushman
& O'Reilly III, 1996). Tushman and O'Reilly III further argue that many managers prove to be
ineffective in moving their organizations to higher levels of success (1998). It is in light of this
inability by managers to keep up with innovation and change that this paper attempts to produce
a report that will act as a framework for measuring the effectiveness of managing styles. I
interviewed the manager of Ola cabs who gave insight on the challenges faced by contemporary
managers in dealing with people.

MANAGING PEOPLE AND ORGANISATIONS 3
Introduction
Organizations all over the world face managerial challenges that may jeopardize their existence.
Leaders of large corporations face numerous challenges when managing human resources to
meet a company's objectives. This report aims to shed light on the challenges managers and
leaders of large enterprises face in managing human beings to maximize employees' output and
maintaining profitability (Gayathry, 2017). Companies give managers the mandate to use all
available resources to maintain stability. However, it not an easy task to keep people from
varying background happy and motivated.
Background
Adler and Bartholomew (1992) opined that globalized companies need transnational managers to
establish necessary human systems that accommodate different people. It is that unique
interpersonal ability of exceptional human managers that distinguish successful large
corporations from failed businesses. Patterson, Kerrin, and Gatto-Roissard (2009) explained that
companies should create a robust framework to maintain their most innovative and competent
human resources.
Tushman and O'Reilly (1996) compared the fortunes of two large companies, RCA, a company
dealing with semiconductors and Seiko, a Japanese watch company. RCA's management made
ill-informed decisions that led to a period of instability and dwindling returns. Seiko's
administration, however, made the intelligent decision to transition from mechanical watches to
better quartz technology that heralded a period of unprecedented success. These two case studies
validate the basis of writing this paper.

MANAGING PEOPLE AND ORGANISATIONS 4
Literature review
I agree with Adler and Bartholomew's sentiments that managers of multinational companies face
a myriad of challenges in adapting to new cultures into which their corporations expand (Surie &
Koduganti, 2016). These leaders have the involving task of managing local staff and changing
their businesses to suit local conditions. The managers establish human systems that allow a firm
to morph into a world-class entity that recruits, trains and retains talented human resources.
The most effective human managers will recognize the need for empathy when dealing with their
junior staff. These sentiments resonate with my idea of how senior staff should treat their
employees to maintain their motivation and hunger for success. Karp and Helgo, (2009) depict
an organization as a system with diverse processes, people and activities, making it impossible
for a single person to comprehend all cause-effect loops within the system. The interaction of
people within an organization influence each other's behavior, motivation, and identities.
However, my opinion is that while this notion makes sense, it is impractical to quantify the
extent to which the behavior of a workmate can affect another person's actions.
The function of a leader according to Karp and Helgo, (2009), is to mold his team in his/her
recognition of other people. Leadership is an act created by the interaction between both the
leaders and followers. I concur with the notion that as much as the followers are more inclined to
follow the actions and instructions of their leaders, the managers' leadership styles are also
influenced by the interactions with the junior staff (Karp and Helgo, 2009).
Marchington et al., (2009) proved that companies could sometimes outsource both services in
case they do not want too many employees or are considering the temporal approach to hiring
workers. This type of contractual employment favors the managers in the short term. However,