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STUDENT EXAMINATION NUMBER Y_3862017__ MODULE NO:__MAN00025M_______________ MODULE TITLE:_Managing people Module Tutor:Carolyn Hunter Essay Title:Analysis power and control, group and teams through Managing change at Byfield Business College Word Count: _____1836______ Introduction
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Intoday'srapiddevelopment,manyenterprisesareseekingapositive management model to effectively control and influence the organization and teams. In the Byfield college case study, the main problems are based on challenges faces by the organization and the unpredictable outcomes of change, at the same time control and power are considered to be a key component of any organization’s development.Not every member of the work teamisreadyforparticularchanges,andtocomprehendtheproblems associated with managing change or accept the unknown consequences of the change.According to Corbett (1994), employee turnover is low due to employee satisfaction with the relaxed work environment of the old system. Importantly, power and control are directly related to the stability of the organizational system, which can help the value consensus of the team staff of the group become more and more rational and systematic(Clegg,2006(. Based on the chaotic and laid-back work environment, managers have made appropriate reforms in the group and teams, but notobtain satisfaction.In the case study, the director manager tries to change the lazy work environment more rigorous that causes unnecessary workloads and reducesproductivity whichincreases studentcomplains.This essaywillarguethatthemain problem with the change was lack of communication with employees and difficult to predict an outcome of change management that led to a resistance of change by the employees, as analyzed through power and control, groups
and teams. As a result, it will make the following recommendation to the director of the college: First of all, set up a special department to collect the employee'ssuggestions.Secondly,holdingameetingtointroducethe benefits of changing and give them a long time to accept the politics. Finally, using Jane hacking as a bridge between employees and managers. This paper will explain Managers using power and control in Byfield Business School, reducing productivity and people's satisfaction.Secondly, the lack of effective communication and lack of listening to employees during the Byfield college change process directly affects employees' enthusiasm for work and reducesteamcohesion.Finally,Byfieldadministratorsshouldpaymore attention to the opinions of their employers or gradually make employees and students slowly accept changes rather than mandatory ones based on reality. Power and control Power and control in an organization can help managers make effective decisions and promote the faster implementation of change programs, thus increasing efficiency and productivity, it still has some disadvantages, such as lowmoralmotivation.Controlsaredesignedtocheckwhethercapacity, scheduling, and inventory planning work. Without control change and planning are meaningless because there is no mechanism to monitor the effectiveness of change (Boddy, 2017). Power can be defined as the ability to influence someone todosomethingthey otherwise wouldnot do, andit involves individualsandgroupsfromdifferentresources(Barrett,1986).Byfield's
employees are happy with the relaxed work environment and flexible working hours because they believe it will give them a passion for work and they will be able to get their jobs done quickly to get off work early. It does increase productivity. But George boon argues that an undisciplined work environment candamagethebusinessschool'simageordamagesomeconfidential documents (Corbett,1994).The new system in Byfield college has many advantages(firstly, the new system gives a special role to everyone and the office staff have a sense of loyalty and ownership; secondly, queuing system help employees take it in turns to deal with inquiries which makes work more orderly; the last one is that the new system is more conducive to managers' controloveremployees,andtheoldatmosphereofplayfulnesshad completely disappeared. However,therearesomeissuesinthenewsystem.Themostserious problem is that the new policy has been met with great dissatisfaction from students and staff, such as an overly cumbersome queuing system or a tough managementsystemlimitsemployee’screativity.Bouwensetal(2010) argued that Leaders communicate in different ways, monitor and control choices, empower employees to different degrees, and implement visions in different ways. This means that the style of the leader affects the use of planning and control systems. In implementing the new system, Byfield business school overemphasized the uniformity of norms and used position oppression, instead of accepting the
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opinions of employees.As mentioned in the case, the manager insisted on implementing the new management system even though he was aware of employees' complaints about the new system. This will lead to an increase in the negative emotions of employees and negative waiting for work.The concept of normative control has a long conceptual pedigree in organizational research and can strengthen internal operations by establishing common attitudes,beliefs,andvaluesamongemployees(Lukes,2003).Butmany critics point to its limitations, from the rigidity of a homogeneous culture to the mockeryofemployeeswhowillhidetheir"real"selves--farfromthe collective norm(Fleming and Sturdy,2009(.This shows that excessive use of Power and control and neglect of communication with employees will lead to internal disorders. Groups and teams Teamwork is the preferred way to motivate employees, it ensures cohesion and productivity within an organization, but group thinking and social loafing can also exist(Boddy,2017). A team is defined as two or more people who havesignedapsychologicalcontract,sharedorganizationalgoals,and Shared responsibility for results (Sims et al,1981). The group, however, refers to two or more people who share a common goal but not everyone is involved and not everyone is responsible for the results (Clegg,2010). Byfield's old system of management was more likely management, they tend to share out work between each other, but no one is responsible for the
resultswhichcausesocialloafing.AccordingtoHarkinsandSzymanski (1989), Social loafing is colloquially called slacking, and in some cases, people make less effort and are less accountable for their actions when they know someone else will clean up the mess.Thus, under the old business school system, Jane often stayed up too late to do someone else’s work, whichnotonlyreducedproductivitybutalsounevenlydivisionoflabor, eventually leading to dissatisfaction among employees.Being appointed as a new director of the college, George Boon is not satisfied with the methods used by Jane Hacking.Therefore, two other people were invited to work out the details of the new system, based on which control and ownership were the main concepts. Unfortunately, the results of the change have not proved as successful as expected. According to Baker (1993), In an organization where oppressive bureaucracy is known as an iron cage, managers' desire for the order will constantly rationalize bureaucratic relationships, negotiations between managers and employees will be reduced, and workers will seek approval from supervisors to make decisions because that's what workers are supposed to do.In the reform of the Byfield business school system, the management did not inform all the members about the need to change the old system or make some correspondingexplanations.Whenemployeescomplainaboutthenew system, managers still force employees to accept it.AsSchippers (2015), Managers often believe that only in demanding environments and challenging
timescanteamsandorganizationsmaintaininnovationorimprove productivity.Therefore, in the process of change, managers should coordinate the consistency of the team, timely communicate and adopt the opinions of employees,andmakeemployeesacceptthechangeslowly,insteadof requiring each employee to accept all the changes in a short time. Solutions Here are some Suggestions for business school reform failures( In the first, a professional department should be built. The post-bureaucratic is a horizontal structure with decentralism power which enables empowerment (Clegg et al, 2012). Byfield business college has a relaxed management environment that is more likely postmodern bureaucracy, while George Bone believes that there should besomecontrol andcentralization within the organization.Boonshouldfocusonworkers'perceptionsand recommendations on work quality and conditions.Therefore, the manager should communicate with employees in a timely and set up a dedicated group of departments to collect their pieces of advice. Secondly, the manager should hold a meeting to tell the staff involved about the benefitsof thechangeandgivethem a longer periodtoaccept it. AccordingtoBridges(1986),thereisacertaintransitionstagein organizational change that people must first give up the old identity and have a conflict between the new identity and the old identity, then accept the new identity. Therefore, the change at Byfield should change the time frame and
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improvethetimetoimplementthechangetoonemonthinsteadof immediately.Gupta and Singhal (1993) argued that people are the main assetsofthecompany,establishanappropriateperformanceevaluation system for them and implement a reward system to recognize and enhance the creativity of employees. The new system can improve work efficiency and enhance the image of the business school, to attract more students to the businessschoolwhichwillundoubtedlyincreasetheincome.Therefore, managers can set up a reward system to reward the whole department when they have completed a certain number of recorded cases. Finally, using Jane hacking as a bridge between employees and managers. Getting the ideas from your employees is always a challenge, especially When leaders take on new roles or join new organizations, it's hard for them to hear from the people in the group(Detert and Burries, 2016).Boone had just been appointed the new director of the institute, and it was hard to find out what the staff thought.When he asked them what they thought about the new system, everyone said they were satisfied with it except Jack Hacking. The most important thing was that she had a good relationship of trust with all the staff in the office. Therefore, communicating with her and letting her explain the intentions and expectations of the new system to employees is more effective than forcing them to accept the change. Conclusion
This essay has demonstrated that the problems facing the college can be understood through power control and group teams, by showing thatforce employees to accept the change compulsively which leads to employees' antipathy. As the lazy atmosphere of the old system tarnished the reputation of business schools and reduced productivity, Boom made a failed attempt at change through power and control. This paper analyzes the reasons for the failure of Boom reform through different theoretical thinking. The key reason is not to consider the importance of communication in the team and group. This paper puts forward some measures to ease the conflict between employees and managers.Employees' ideas and suggestions should be considered instead of forcing them to accept changes. Besides, managers should give employees a period to accept rather than immediately implement. The most important thing is to explain the benefits of the change to employees so that they are willing to accept and implementit. Change in the organization is an extremely difficult plan, how to use the right and control in the team is still worth thinking about in the future.
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Clegg, SR, Courpasson, D, & Phillips, NX 2006, Power and Organizations, SAGE Publications, London. Availablefrom: ProQuest Ebook Central. [1 January 2020]. Detert,J.R.,andBurris,E.R.,2016.Canyouremployeesspeak freely.Harvard Business Review,94(1-2), pp.80-87. Fleming, P. and Sturdy, A., 2009. “Just be yourself!” Towards neo-normative control in organisations?.Employee Relations,31(6), pp.569-583. Gupta, A.K. and Singhal, A., 1993. Managing human resources for innovation and creativity.Research-Technology Management,36(3), pp.41-48. Harkins,S.G.andSzymanski,K.,1989.Socialloafingandgroup evaluation.Journal of personality and social psychology,56(6), p.934. Lukes, S 2003, Power: A Radical View, 2ed, Macmillan Publishers Limited, Basingstoke. Available from: ProQuest Ebook Central. [2 January 2020].
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