Managing Organisation & People Assignment - [Module Name]

This report provides a comprehensive analysis of managing organizations and people, focusing on contemporary management practices. It begins by defining an organization and management practices, followed by an examination of vision, values, and culture, and the role of a manager. The report then delves into contemporary management, discussing organizational agility, individual performance, human resource planning (including recruitment, selection, and development), and the importance of communication and motivation. A personal development plan is included, featuring a personal analysis, development activities, and continual professional development considerations. The report uses General Motors as a case study to illustrate key concepts and includes references to relevant academic literature.

[Year]
MANAGING ORGANISATION & PEOPLE
Stuednt details

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Table of Contents
1. Management Practices and Approach....................................................................................2
1.1 Organisation and Management Practice...........................................................................2
1.2 Vision, Values and Culture..............................................................................................2
1.3 Role of Manager...............................................................................................................3
2. Contemporary Management...................................................................................................4
2.1 Organisational Agility......................................................................................................4
2.2 Individual Performance....................................................................................................4
2.3 Human Resource Planning...............................................................................................5
2.4 Communication and Motivation......................................................................................6
3. Personal Development Plan...................................................................................................7
3.1 Personal Analysis.............................................................................................................7
3.2 Personal Development Plan.............................................................................................7
3.3 Continual Professional Development...............................................................................8
References................................................................................................................................10

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1. Management Practices and Approach
1.1 Organisation and Management Practice
An organisation is defined as an institution or an association comprised of multiple people
working towards achieving a common purpose. Business organisations are defined as the
structured form of the business and their focus towards achieving business goals and
objectives. The traditional form of organisations has a specialised structure with low
departmentation, centralised activity, and working with a common focus on all the activities.
On the other hand, the contemporary organisation has a decentralised pattern and focus on
forming various specialisation and department each having its set goals and objectives
(Tolbert & Hall, 2015).
Management Practices are referred to the methods and policies used by the managers to
manage the organisation resources and lead towards the achievement of organisational goals
and objectives. The management principles in past were evolved from the stage where the
workers were threatened to work better, to the era when the labour and employees were
provided with quality work experience, to the stage were management principles were
followed. Contemporary management practices involve the integration of management
theories and principles to analyse and provide solutions to complex solutions (Bloom, et al.,
2012).
General Motors using the traditional management practices and focusing on cost-cutting,
failed in maintaining the market share and declined towards bankruptcy, the new CEO
focused on adopting modern management practices and focused on building teams and
improved customer satisfaction to retain the original position of the organisation (Pohlman &
LeBeau, 2014).

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1.2 Vision, Values and Culture
General Motors is working with a vision of zero emissions, by using renewable energy, and
to create a world with zero-emission, zero crashes and zero congestion. General Motors is
focused on implementing a culture within the organisation which is focused towards
innovation within the business process, promoting values and teamwork, and increasing
responsibility within the organisation. The organisational structure of General Motors is
formed to support the management flexibility and the arrangements of business components
based on regions and locations. The vision, culture and the structure of the General motors
help the organisation to deal in the changing complex business environment, and to focus on
the different business segments of the organisation (General Motors, 2019).
1.3 Role of Manager
A manager within an organisation is responsible for managing the company resources and
activities and ensure that the activities conducted within the organisation would lead it
towards the achievement of organisational goals. A manager has various roles and
responsibilities while working within an organisation. The manager within the organisation is
required to act as a leader responsible for guiding and motivating the employees within the
organisation., be a spokesperson for the organisation, act as an entrepreneur, also have the
responsibility to allocate the resources at the required locations (Monks & Conway, 2011).
The managerial activities within the organisations are changing along which the managers are
also expected to act innovatively. As modern management is more focused on the impact of
the activities rather than just implementing new technologies, from just implementing the
change to continuous monitoring of the results of the implemented change within the
organisation. Also, the managers are responsible for effectively analyse the changes in the

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external environment and make necessary changes within the internal environment (Elga, et
al., 2011).
2. Contemporary Management
2.1 Organisational Agility
Organisational Agility is defined as the organisational capability to adapt to the changes in
the industry. High organisational agility helps an organisation to effectively compete within
the competitive industry and to retain the position within the industry. Organisational Agility
is important for the organisation to effectively overcome the threat of risk and work
according to the changes within the industry. As the organisation is required to implement the
necessary changes and produce goods and services that would satisfy the needs and demand
of the customer, therefore high organisational agility is required within the organisation. So
that the organisation can effectively be led towards success and the achievement of business
goals (Eshlaghya, et al., 2009).
General Motors has a culture of Organisational Agility, which helps GM in developing
policies and strategies to beat the competition within the industry and focus on innovation
within the organisation and focus on attracting public interest and indulge in CSR activities.
2.2 Individual Performance
Individual performance can be defined as measuring each employee performance within the
organisation during a period, which includes the individual skills while performing in the
organisation, such as interpersonal skills, teamwork ability and adaptability. As the
organisational performance is comprised of the individual performances, sue to which such
individual performance is required to be effective (Henttonen, et al., 2016). Individual
performance is important within the organisation as better performance of employees leads to

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the achievement of organisational goals, also it influences a positive work environment
within the organisation, better performance of an individual employee motivates other to
perform better (Shields, et al., 2015).
The organisational agility directly relates to the individual performance within the
organisation. As the competency of an organisation is defined by the capability of its
employees working within the organisation. The employee in the organisation must be
flexible to adapt the industry changes and contribute towards the development of the
organisation. The individual performance is directly responsible for the growth and success
of the organisation in the industry (Braun, et al., 2017).
2.3 Human Resource Planning
Human Resource Planning is defined as the process that estimates the need for the current
and future requirements of human resource within the organisation to achieve organisational
goals. The planning involves adopting the source from where the required manpower will be
recruited and ensuring the effectiveness of the recruit manpower (Pilbeam & Corbridge,
2010).
Recruitment is the process defined as the identification of the required manpower within the
organisation and identifying the source from where the candidates are required to be
shortlisted. Recruitment involves inviting application for the required position within the
organisation and analysing the applications. Selection is the next step in the recruitment
process after the application has been invited and applications have been analysed and
evaluated, the next step is to interview the candidates and select the best candidates from the
applied applications, that would meet the organisational requirements and contribute towards
organisational goals (Cascio, 2015).

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Evaluation within human resource planning can be defined as monitoring and evaluating the
selected employee to find out the knowledge that the individual possesses and the further
requirement of training to improve his skills and performance. Development is defined as
providing the selected employee with the required training and development sessions which
will contribute towards improving the employee’s performance within the organisation and
would lead to the achievement of set goals and objectives (Armstrong & Taylor, 2019).
2.4 Communication and Motivation
Communication is an important aspect of business organisations. As any information which
is required to be passed on to the different levels requires effective communication structure
within the organisation so that the communication gap can be eliminated within the
organisation and could lead towards organisational development. Any changes within the
organisation are required to be communicated effectively so that the employees can
understand the changes and can work accordingly. Communication within the organisation
can be Internal or external, upward or downward, formal or informal. Upward or downward
communication occurs within the organisation depends upon the hierarchical structure of the
organisation, such communications are often termed as formal communications, as well as
the communication within the groups in an organisation are termed as informal
communication as they do not follow a proper structure to communicate the information
(Downs & Adrian, 2012).
Motivation is the process of influencing individuals to work to achieve organisational goals
and objectives. The leaders within the organisations imply various techniques and methods to
motivate employees and influence them to work towards the achievement of organisational
goals and objectives. As a motivated employee will perform effectively within the
organisation which will lead the organisation towards success and improved performance.
The leaders focus on creating a positive work environment as such environments motivates

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an employee to work towards organisational development, providing incentives to the
employees, promoting recognition within the organisation, providing career development
opportunities and ensuring effective employee engagement within the organisation (Dobre,
2013).
3. Personal Development Plan
3.1 Personal Analysis
To develop and enhance my skills the goals and objectives, that I am focused towards
achieving include, improved productivity, learning new technical skills that would contribute
towards my productivity, interacting with peoples developing networks, focused towards
improving physical and mental health. The goals and objectives set are following the
SMART concept as to improve productivity various training modules within a specific period
has been selected, interacting with colleagues and peoples from social media will help in
improving networking, and the goals are set as per my capability to achieve them within a
specific time frame.
Strength Weakness
 Professional Degree from a renowned
university.
 Effective interpersonal skills.
 Focused on achieving the set goals
and objectives.
 Not able to effectively manage time.
 An addition in professional degree is
required as per the current industry
requirements.
Opportunities Threats
 Gain more knowledge in the
respective field.
 Changing industry requirements will
add more toward skill development.
 A core degree will be a threat, as the
industry demands multi-talent
personnel.
 The industry is not moving a fast
pace due to which limited job scopes
available.
The Job I am aspiring for is the position of Program Execution Manager at General Motors.
As at General Motors, the managerial team is focused on boosting productivity and
innovation and contributes to the development of the workforce.

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3.2 Personal Development Plan
Activity Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20
Industry Analysis
Time-Management
Training
Self-development Activities
The Program Execution Manager at General Motors can be promoted senior project manager
and afterwards on higher posts depending upon the performance and ability within the
organisation.
INSERT YOUR RESUME HERE
Cover Letter
NAME
ADDRESS
EMAIL ID
Greetings,
As General Motors has always supported young talents and provide them with a chance to
prove themselves, I was thrilled to see the job posting for Project Execution Manager. I have
the abilities that suit the job profile and have capabilities that will contribute to organisations
development.
Kindly provide me with a chance to showcase my abilities and to prove my self worth for the
organisation
Regards
NAME
3.3 Continual Professional Development
CPD is the process of developing and maintaining professional skills continuously. The skills
are either inherited from experience or through training and developmental programs. CPD

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ensures that an individual has the required skills and those met the current industry
requirements and standards, CPD enhances an individual knowledge and provides
opportunities to grow and develop within the organisation. CPD boosts public confidence
within the individual, also it makes an individual more effective within the workplace. A
professional is expected to have advance knowledge of the respective field to maintain and
develop the knowledge in the field, the professionals are required to continuously focus on
acquiring knowledge from different sources and maintain the skills and knowledge that they
have, to improve their efficiency (Campbell, et al., 2010).
In an organisation CPD contributes towards the setting of high work standards for its
employees, the employees within the organisation focused towards CPD, contributes towards
improved productivity. It also improves employee retention within the organisation and
organisations focusing on CPD programs are effectively able to make necessary changes
within the organisation as per the industry trends and requirements.

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References
Armstrong, M. & Taylor, S., 2019. Armstrong's Handbook of Human Resource Management
Practice. 15th ed. UK: Kogan Page Publishers.
Bloom, N., Genakos, C., Sadun, R. & Reenen, J. V., 2012. Management Practices Across
Firms and Countries. 12 Academy of Management Perspectives, 26(1), pp. 12-33.
Braun, T. J., Hayes, B. C., DeMuth, R. L. F. & Taran, O. A., 2017. The Development,
Validation, and Practical Application of an Employee Agility and Resilience Measure to
Facilitate Organizational Change. Industrial and Organizational Psychology, 10(4), p. 702–
722.
Campbell, C. et al., 2010. Competency-based continuing professional development. Medical
Teacher, 32(8), pp. 657-662.
Cascio, W. F., 2015. Managing Human Resources. 8th ed. s.l.:McGraw-Hill.
Dobre, O. I., 2013. Employee motivation and organizational performance. Review of Applied
Socio- Economic Research , 5(1), pp. 53-60.
Downs, C. W. & Adrian, A. D., 2012. Assessing Organizational Communication: Strategic
Communication Audits. New York: Guilford Press.
Elga, M., Gremyr, I., Hellstrom, A. & Witella, L., 2011. The role of quality managers in
contemporary organisations. Total Quality Management & Business Excellence, 22(8), pp.
795-806.
Eshlaghya, A. T., Mashayekhi, A. N., Rajabzadeh, A. & Razaviana, M. M., 2009. Applying
path analysis method in defining effective factors in organisation agility. International
Journal of Production Research, 48(6), pp. 1765-1786.

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General Motors, 2019. About GM. [Online]
Available at: https://www.gm.com/our-company/about-gm.html
[Accessed December 2019].
Henttonen, K., Kianto, A. & Ritala, P., 2016. Knowledge sharing and individual work
performance: an empirical study of a public sector organisation. Journal of Knowledge
Management, 20(4), pp. 749-768.
Monks, K. & Conway, E., 2011. Change from below: the role of middle managers in
mediating paradoxical change. Human Resource Management Journal, 21(2), pp. 190-203.
Pilbeam, S. & Corbridge, M., 2010. People resourcing and talent planning: HRM in
practice. London: Prentice Hall.
Pohlman, J. & LeBeau, P., 2014. The corporate culture: Behind the scenes at General
Motors. [Online]
Available at: https://www.cnbc.com/2014/05/16/the-corporate-culture-behind-the-scenes-at-
general-motors.html
[Accessed December 2019].
Shields, J., Brown, M., Kaine, S. & Samardzic, A. N., 2015. Managing Employee
Performance & Reward: Concepts, Practices, Strategies. illustrated ed. UK: Cambridge
University Press.
Tolbert, P. S. & Hall, R. H., 2015. Organizations: Structures, Processes and Outcomes. 10th
ed. New York: Routledge.