Leading and Managing People
Organizations are currently being faced with the challenges of improving their innovation and being adaptable to the changing environments (Dowling, Marion, and Allen 2008). As a result, effective leadership and management of human resources have been stepped by many firms as a way of encouraging and facilitating innovation and flexibility to competitive pressures. Indeed, managing and leading people are an essential element in culminating positive values among the employees that encourage healthy internal competition, employee innovativeness, and firm productivity. In this analysis, the main advantages and disadvantages of leading and managing people as an organizational activity will be examined. The paper will be essential in offering insights into organizational manager on the ideals that underlie effective management and leadership of human resource.
Leading and managing people is an essential element in managing dynamic organizations due to increasing competition and customer dynamics. According to Bush and David (2003), organizational behaviors and mindset are determined by the strategy of human resources in leading and managing the workforce it is entrusted with in an organization. Under rightful conditions, correct behaviors and mindsets amongst the employees are most likely to unfold, which corresponds to a high adaptability, competitiveness, and growth (Earley and Ms Sara 2004). Increasingly, organizations find themselves, by either circumstances or design, operating in an unparalleled, unprecedented, and largely unpredictable environment. To such firms, competitiveness is always a moving target. Many firms fail in such environments because the rate of change outpaces their abilities to keep pace with dynamics through effective management and leadership (Bush and David 2003). Barney argues that a fundamental aspect to organizations is adopting a resource-based view of organization in which the human aspect is a critical factor for consideration. Barney argues that resource based strategy enables the firm to compete effectively in the market place. The human resource strategy engenders a collection of uniquely motivated and capable employees who are able to deploy firm capabilities that other competitors cannot easily replicate.
Leading and managing people are essential skills for employees in every organization. First, it enables the employees to relate effectively with each other, encourages innovative thinking, and stimulates critical thinking which essential elements in improving competitiveness of the firm (Forster 2005). For example, it recognizes the employee efforts through reward schemes for higher productivity and stimulates a culture that enhances cooperation rather than conflict. This is achieved through the inclusion of predetermined criterial for solving organizational conflicts and coordination of team groups. However, leading and managing people should not be taken as the ends by themselves but rather as a means to attaining organizational goals. Too much emphasizes on the human resource elements of the firm may lead to ignorance of other firm objectives leading to lower productivity (Bennis 1999). In fact, one of the critical elements that make leading and management aspects go wrong is the lack of adequate plan on how the firm expects to achieve its objectives without placing too much emphasis on human resource perspective (Tucker and Judy 2003). Similarly, this subject area should be seen to be fair amongst all the organizational participants to achieve maximum benefits.
Certainly, an argument that there is no right or wrong answers in personnel leadership and management is unsatisfactorily in view of the aforementioned facts. Employees who have possession with skills in leadership and management are able to offer insights and ideas that make a bigger impact to the organization compared to others who lack such skills (Dessler 2001). Despite the fact that all the ideas promulgated by employees make sense in light of the firms’ dilemma, some ideas are more innovative than others are. As a result, employees with leadership and management skills are better in offering insights that can transform the organization and achieve a greater impact.
In addition, employees who have been trained in leadership and management possess diverse knowledge on such subjects such as teamwork, ethics, and social responsibility and change (Bubb and Peter 2007). The program creates awareness among the employees on the ideals of common purpose in their relentless pursuit of agility at the market place and practices that encourage competitiveness. Leadership and management course enhances autonomy and accountability among the employees. The independence stems from the human resource programs, policies, and practices that govern movement of the employees in the firm. Employees learn to be accountable over their own decisions, which prepare them for personal responsibility.
With growing concerns over the immediate environment and the general welfare of the society in modern businesses, concepts such as corporate social responsibility and ethics shall be worthwhile to the employees. The course teaches, counsels and reinforces the learners on skills required in initiating and implementing organizational policies that endeavors to enhance the welfare of the society (Hunt 2009). The employees will use the concepts learnt in ethics and social responsibility to design effective programs that addresses the needs of the society and environment as a whole without neglecting the overall objectives of the firm. This shall improve the public image of the firm and contribute towards higher success in overcoming competitive and regulatory pressures.
In my view, the manager should send the employees for training on leading and managing. This is due to the fact that it is an essential element in improving the firm productivity and growth (Barney 2001). Given the fact that the manager has little formal training in leadership and management, the employees shall be very useful in offering new ideas that are critical in the success of the firm. To achieve this, the manager should assess the individual capabilities and operational capabilities that need to be addressed by the new task. These include existing gaps in the organizational performance that needs to be enhanced through the skills gained in the leadership and management course. The employees must be aware of such plans and approve the need for training. This shall reduce any instances of opposition from the employees themselves and the costs to be incurred during the training program.
To summarize, the paper has discussed the main advantages of leading and managing as an element of organizational strategy. In relation to the analysis, leading and managing is a critical element in enhancing innovativeness and flexibility of operations in firms, which contribute to higher productivity and competitiveness. Leadership and management training exposes employee to ideals of teamwork, ethical conduct, and corporate social responsibility. These elements are essential for organizational survival in the competitive environment characterized by increasing demands to improve the welfare of the society and environment. Employees with skills in leadership and management are able to offer insights and ideas that add more input to the organization compared to others who lack such skills. Thus, the manager should send his employees on leadership training and management to equip them with the skills necessary for their innovativeness and performance as well as competitiveness.
Barney, J. B., 2001.”Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view.” Journal of management 27.6: 643-650.
Bennis, W. G., 1999. Managing people is like herding cats: Warren Bennis on leadership. Executive Excellence Pub.
Bubb, S., & Peter, E., 2007. Leading & managing continuing professional development: Developing people, developing schools. Sage.
Bush, T., & David, M. (2003). Leading and managing people in education. Sage.
Dessler, G., 2001. Leading people and organizations in the 21st century. Prentice Hall.
Dowling, P., Marion, F., & Allen D., 2008. Engle Sr. International human resource management: Managing people in a multinational context. Cengage Learning.
Earley, P., & Ms, S. B., 2004. Leading and managing continuing professional development: Developing people, developing schools. Sage.
Forster, N., 2005. Maximum performance: A practical guide to leading and managing people at work. Edward Elgar Publishing.
Hunt, J. W., 2009. Managing people at work: a manager’s guide to behavior in organizations. McGraw-Hill Companies.
Tucker, M. S., and Judy B. C. eds., 2003. The principal challenge: Leading and managing schools in an era of accountability. New York: John Wiley & Son