Business Essay Example - People Management
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As a prospective employee of an organisation, evaluate the usefulness of the knowledge of managing people and organisations in helping ...view middle of the document...
Yet some have many sub-activities whose functions are not integrated within these structures and thus fail to achieve success. In essence any organisation displays a flow or chain of value adding activities. Firms as such have discovered that many different structures have the capacity to be successful and that the best construction for any given company is ultimately a unique structure which reflects its particular circumstances. Therefore, it is vital for managers/workers to make sense of their company’s organisational context first of all rather than analyzing and managing the increasing uncertainty associated with realities of external competitive conditions.
According to Mullins (2005), that despite differences in cultural diversity there are three common elements in each organisation which can be identified. These are defined as people, objectives and structure. Expanding on this Mullins (2005) suggests that people achieve organisational objectives within an interactive structure which either positively supports the value-added process or conversely impedes the success of the process. People may be seen as the most important element in the value adding process, or they should be seen as ‘at the heart’ of the organisation’s strategic purposes and objectives. In order for this component to be successful then the dissemination and application of knowledge within the organisation is essential. However organisational identity is defined largely by the organisation’s culture, thus the awareness of the organisational context should be dependent on understanding the culture both within the organisation as well as that of the external environment which it operates in.
Culture is important because an organisation’s performance can improve through better understanding this and it can directly influence the activities and symbols which are related to both the everyday understanding of members and the features of the sector and society of which the organisation is a part (Parker, 2000). In addition, people are living in a dramatically changing world where technological change is having an enormous influence on organisations altering and shaping both organisational structure and context (Lassey, 1998). As a result members of an organisation, every individual who wishes for better performance and continued successes should be involved in a dynamic learning process in order for their knowledge to keep pace with developments in the outside environment such as technological development within or outside the organisation (Thomson, 2002). At the same time successful organisations are those which have been able to become learning organisations as well. There has therefore been an increasing realisation that an organisation’s future successes are dependent upon the innovative capabilities of its people as well as maintaining in a people a sense of esteem in their work which directly relates to continued high levels of productivity on the job.