MBA401 Management Study: Observations, Learnings, and Opinion

This assignment presents a student's observations and learnings from a management class, covering key aspects of individuals, community, and management within organizations. The student emphasizes the importance of employees as the core asset and the role of leadership in fostering a positive work environment. The paper delves into strategic human resource management (SHRM), organizational culture, change management, and various leadership styles. It explores topics like talent acquisition, ethical leadership, and the impact of leadership behaviors on employee engagement and organizational success. The student provides personal opinions on the need for change management and the evolution of management styles, differentiating between traditional and modern approaches. The assignment also references relevant academic sources and frameworks to support its arguments, offering a comprehensive overview of management principles and their practical applications.

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Details of my observation during the class study
While taking part in the study I understood, the key aspects are individuals, community and
management to make any company effective. Personnel is the main element because every
company's employees have the potential to achieve and destroy them. People are socially
based on the ethos and values of the industry and that needs leadership (Arslan, 2017). It is
also no secret that there is currently a real problem with environment and competitiveness,
leadership (or lack of administration), skill development and the growth of individuals. In
addition, since they emerge from the same challenges, both things become intertwined.
Also, while reading this I observed that today we are strongly arguing that, as things
stand, we are damaging both the efficiency of business and individual welfare. This is
because they neglect the most important element of effective governance— individuals
(Campos-García & Zúñiga-Vicente, 2019). Strong social institutions and administration
allow individuals to trust and to expect that genuine support can be given in difficult times.
Also the study strengthens the idea about employees of an organization are the human assets
that provide sustainable competitive advantage. With the successful linking of organizational
success of a business strategy and HR strategy, this is possible. This also needs a clear
knowledge of and connections between staff conduct, commitment, commitment, and
competitive advantage(Gavino, Lambert, Elgayeva & Akinlade, 2019). Furthermore, it is also
observed during this that It is not only a challenge to keep talented, but also to allow them to
participate fully, capturing their minds and hearts in every phase of their working lives. The
three major variables which can produce highly motivated and customer-friendly employees
are staff behavior, staff participation, and commitment to the employer. We need to be
inspired to gain value from the customers. The photograph demonstrates that only
(Kamukama, 2013).

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Learnings
To explain the learnings, I have to state that, the special and talented essence of
people at work should be calculated to assess the quality of creativity at work. Unless
numbers were stated in the Committee Chamber by other activities, it is the HR department's
duty to speak for the workers. Companies invest in people and anticipate dividends from
money and expenditure. HR must show and show that its efforts have not only an
engagement return, but also an investment return. Quality management systems, PMS, help to
identify common performance goals and to improve them. The main aim of this approach is
to balance the objective of each person with the goal of the company.Furthermore, I have also
learned that the analysis of quality appraisal outcomes is ultimately a problem (Kocherlakota,
2015). A certain measurement is another fascinating way to build metrics of human capital.
Managers think about workplace issues and choose a method. For example, recruiting
calculating job quality makes sense. When it comes to recruitment, it tests the turnover rate

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for top-ranking workers. A specific metric has been developed to improve domain expertise
through training and growth (Korzynski, 2013).
From the study, I can get the answer to all the questions and things are Strategic HRM.
Strategic HRM relates to HR that is coordinated to enhance company efficiency and is
compatible with the general company goals. SHRM focuses on behavior that distinguishes
the company from its competition accordingly. Strategic HRM underlines the significance of
HR–and company individuals–to an organization's achievement. Strategic human resource
management is the link between the human resources of a company and its strategies, goals,
and objectives (Laundon, Cathcart & McDonald, 2019). The objective of the strategic
management of human resources is to:
 Increase flexibility, innovation, and benefit in competition.
 Develop an adaptation for the purpose of the organization.
 Enhance corporate performance.
In order to be efficient, strategic human resource leadership (HR) must play an essential role
as a strategic partner in the creation and implementation of business strategies. Strategic HR
can be shown in various operations that are provided in the study, like hiring, training and
rewarding staff (Narang & Singh, 2012).

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The process of identifying, recruiting and meeting both work requirements and
qualified personnel is the recruitment of expertise for corporate purposes. Talent management
usually is applied to in the recruiting and HR sectors in the Talent Acquisition Department or
the HR department. The talent acquisition department in the organization is responsible for
identifying, attracting, reviewing and including candidates for roles necessary to achieve
business goals or criteria for programs (Sadler, 2012).
Also from the study, I also learned that the relational framework which binds us together can
be known as organizational culture. Edgar Schein proposed a model of an organizational
culture where the fundamental theories shape principles and values that form the observable
dimension of culture and its behavior. Organizations do not introduce culture in one day,
rather they learn from past experience every day and begin to incorporate it in the
development of a community in workplaces (Whiteley, Price & Palmer, 2013).
To have a better idea of the learnings of the study, we can have a look at Schein’s believed
that there are three levels in organization culture.

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www.tutor2u.net
Furthermore, to understand the learnings, the meaning of culture also needs to be
understood. Culture is the fundamental collection of ideals that give rise to the characteristics
which human institutions produce, feelings, beliefs, desires, the concept of ethical, code of
conduct and so on. If we think about culture we also talk about the trend of development that
represents the awareness, philosophy, beliefs, laws, social standards and daily social activities
(Verne, 2014). According to the trend and the process of evolution, culture differs from
society to society. In contrast, language has spread worldwide.
1. Individual autonomy: the level of accountability, liberty, and initiatives within the
organization offered to people.
2. Structure: To what extent the organization sets clear goals and expectations for results. The
degree of immediate oversight used to check worker behavior is also included.

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3. Administrative support: the degree to which executives provide their subordinates with
clear communication, support, and warmth.
4. Identity: To what extent, rather than with a specific workgroup or specialized field,
employees can identify with the entire organization.
5. The degree to which the scheme of reward in an organization is based on the performance
of the employees rather than the elderly, favoritism and so on, such as wage increments,
promotions, etc.
6. Conflict Tolerance: The degree of conflict between staff and working groups, as well as
the number of incentives to air disputes and public criticism.
7. Risk Tolerance: To what extent staff is encouraged to be innovative, active and risky.
8. Patterns of communication: ADVERTISEMENTS: the extent to which organizational
communications are confined to a formal structure.
9. Outcome Orientation: to what degree leadership concentrates instead of on the methods
and procedures used to accomplish these results on outcomes or results.
10. People Orientation: to what extent leadership choices take into account the effect on
individuals within the organization of the results. When we evaluate the organization, we get
a full overview of its culture on the grounds of the above features. This photo becomes the
foundation of common standards, convictions, and understandings about the organization,
how it works and how the employees comply(Wegner, 2017).
Organizational Culture Types • Culture of Power–concentrates power between an individual
or a major figure and their control radiates like an internet from its core.
• Culture of roles–Authorities are delegated in a strongly defined framework as such.

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• Culture of tasks–teams are created for solving specific issues. Power comes from the expert
group to perform in a job.
The culture of the person–formed where all people think that they are superior in the
organization.
Opinion
In my opinion, Change could come at any time in any company. There are explanations
for shifts that are also considered shifting powers. It's inside and outside. They're moving like
that. Economic, financial, technical and policy decisions are internal. Internal forces are
ineffective structures, mismanagement, structural change, changes in technology, transition
of citizens.
So I have concluded that change management is very much required for any organization
to be successful. In the change management industry, there are concrete reasons for
accelerated growth. Products, technologies, and ideas that took years to design, develop, test
and implement are now reduced to months or even weeks. The evolving expectations of
consumers for better, faster and cheaper products also drive the need to restructure the work
culture to respond to demand.
 Models for Change Management are built by research and experience on how the
organization should handle change effectively. Many change management
frameworks offer support for your business or personal growth. Changing the change
management approach is based on research and practice in an organization or in your
personal life (Saran, 2014). Some Change Management frameworks help business and
personal development.

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 The processes of change management include a series of steps or actions moving the
change from start to finish.
 Change Management Plans to support a project to bring about change are developed.
It is generally established during the planning process of a process of change.
Therefore, according to me, the workers ' dedication is a direct result of a strong corporate
culture. This contributes to the workers ' sense of culture and function. Through the business
environment, the greater the desire and engagement of workers. A loyal worker will be more
productive, inspired and devoted to your business. In general, a committed worker is more:
connected to your company's mission Motivated to go beyond its goals A positive approach
to the acquisition and start of new skills is a positive approach to working. Employee
engagement is the immediate result of a positive corporate culture. I have found out why is
that happening? High-performance environments clearly describe positive and welcoming
practices and values. It is clear that employees understand their culture and expect it. You
feel connected. You feel connected. You have a sense of engagement. You are backed up.
You are protected. Here you can read more about culture and participation. Culture and
employee satisfaction are strongly linked. Begin by changing the environment of your
business to increase staff involvement. Some ways to do this are here: to clearly define the
culture of your business.
Future Help
As for future help. I have observed that over the years, as many "leaders" as the
commentators have been on the topic. Three examples of how the concept of management
evolves in the 20th and 21st centuries (one tradition, and one more modern). A traditional
definition-" leadership is an interpersonal influence aimed at achieving a goal or objectives.

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When broken down, this traditional concept consists of three fundamental concepts:
interpersonal (i.e., a leader is dealing with more than one individual). Influence–the capacity
to influence others (Youngkyun Chang, 2018).
Furthermore, I got the idea that the traditional definition of management can simply be
rewritten to say: "a leader affects a single person more than a single person." "Leading is a
vibrant connection between rulers and colleagues, based on mutual impact and common
purpose, leading both Parties towards a greater level of motivation and moral growth in the
wake of" true "change. There are three fundamental principles when this definition is broken
down: relationship–the relationship between individuals. Share something in common with
each other. Employees–collaborate. This modern definition of management can be rewritten
merely as "the leader is affected by collaborators while they achieve the real challenge.”
According to the modern style of management, rulers can be more efficient when they are
willing and willing to respond to altering contexts to understand the mysterious atmosphere
and the complexity of the job. Modern management styles are transformational, transactional
and inspiring. It is mainly about transforming the company with innovative thinking and
creative knowledge.
 Transformational leaders and transformational. Leaders in this kind of management
with a sense of engagement and motivation are able to bring about important change.
 Transactional leadership identifies what the supporters want and motivates them to
increase their performance by rewarding them for their goals. It works essentially to
satisfy basic needs(Katelyn H. Kim, 2018) (Weichun Zhu, Riggio, Avolio & Sosik,
2011).

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 Inspirational leadership— the leaders ' capabilities and characteristics inspire and
motivate individuals to alter their vision.
My own leadership style is transactional. This is due to my ability to keep going on, from
one task to another, motivating me to go ahead. This ability assists me in being a great leader
as I can provide a task on time. Also, the major inhibiting factor for me is that I cannot focus
on work alone, but I want to please employees as well, which inhibits me some time to attain
all the goals.
A leader always has to keep it updated and in competition with the rival firms, then only he
can attain sustainable competitive advantage that is required out of a workforce. This is
something that I do on a regular basis. The three key points are organizational change
management, apt leadership, and taking care of people in an organization. This is what leads
an organization to a better future.

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References
Arslan, M. (2017). Organizational Cynicism and Employee Performance: Moderating
Role of Employee Engagement. SSRN Electronic Journal.
Campos-García, I., & Zúñiga-Vicente, J. (2019). The impact of a leader’s demographic
and professional characteristics on employee motivation. Employee Relations, 41(1),
119-141.
Gavino, M., Lambert, J., Elgayeva, K., & Akinlade, E. (2019). HR Practices,
Engagement, POS and Customer Focused Outcomes: HR Practices are not
Created. Academy Of Management Proceedings, 2019(1), 18805.
Kamukama, N. (2013). Intellectual capital: company's invisible source of competitive
advantage. Competitiveness Review, 23(3), 260-283.
Katelyn H. Kim. (2018). The Effect of Transformational Leadership on Organizational
Commitment: Focus on Transactional Leadership. Tourism Research, 43(1), 69-91.
Kocherlakota, S. (2015). Employee Commitment: A Giant Leap in Employee
Engagement. OPUS: HR Journal, 6(1).
Korzynski, P. (2013). Employee motivation in a new working
environment. International Journal Of Academic Research, 5(5), 184-188.
Laundon, M., Cathcart, A., & McDonald, P. (2019). Just benefits? Employee benefits
and organizational justice. Employee Relations, 41(4), 708-723.
Narang, L., & Singh, L. (2012). Role of Perceived Organizational Support in the
Relationship between HR Practices and Organizational Trust. Global Business
Review, 13(2), 239-249.

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Sadler, J. (2012). The importance of multiple leadership roles in fostering
participation. Leadership & Organization Development Journal, 33(8), 779-796.
Saran, S. (2014). Employee Engagement: Leveraging Strengths and Underpinning
Weaknesses (Identifying the Factors Underlying Employee Engagement Levels in an
Organization). Journal Of Human Resource Management, 2(3), 47.
Verne, J. (2014). Financial Wellness Programs to Reduce Employee
Stress. Compensation & Benefits Review, 46(5-6), 304-308.
Wegner, J. (2017). The Manifestations of Positive Leader Roles in Classical Theories of
Leadership. Journal Of Corporate Responsibility And Leadership, 3(3), 91.
Weichun Zhu, Riggio, R., Avolio, B., & Sosik, J. (2011). The Effect of Leadership on
Follower Moral Identity: Does Transformational/Transactional Style Make a
Difference?. Journal Of Leadership & Organizational Studies, 18(2), 150-163.
Whiteley, A., Price, C., & Palmer, R. (2013). Corporate culture change: adaptive culture
structuration and negotiated practice. Journal Of Workplace Learning, 25(7), 476-498.
Youngkyun Chang. (2018). Do HR Practices Make Social Investment Recoupable? An
Introduction to CSR-Supportive HR Practices. Korean Journal Of Business
Ethics, 18(1), 81-116.

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