Key Aspects Of Management Theory And Practice

Management can be defined as the art of creating industrial relations of any kind, between people engaged in the industry, such as relation between employers and employees, relation between individuals entering into commercial contracts, relation between investors and debtors etc, in order to maintain true cooperation of all concerned.

Efficiency of management lies in not only making the employees to work, but to make them work willingly, sincerely and consciously, by employing new knowledge, new methods, new designs, new machines and novel techniques of production and by allaying mistrust and antagonism.

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There exist several aspects of Organizational management such as Build an Organization Based on Values, How to Make Values Live in the Organization, Change Management Wisdom , to bring about Development and Change in the Organization, to Defined and Explored Organization Development, Build a Mentoring Culture, Force Field Analysis, provide Online Facilitation for Impersonal Facilitators, Explore the New Science of Complexity, to apply a Strategic Framework in the organization, How to Implement Strategic Planning: Vision Statement, Mission Statement, Values, More.

(Manning, 279) Objective of the report All the aspects of organizational management are equally inevitable for not only growth and developing of the organization but also for frenzied free functioning of the organization. Among the basic aspects of management the relation between Organization and Human Resources, and Operational Aspects of Management are taken into consideration in this report.

The main objective of the report is to provide a brief analysis of strategies developed and applied in context of the above mentioned two aspects of organizational management in well established and renown companies like HR3 Pty Ltd, a company with an enviable track record in Australia, and Chemical Resources Limited, a company in New Zealand renown for it’s world-class chemical products. Main features of the aspects of organizational management

The relation between the management of the organization and Human Resources present in the organization plays a crucial role in not only expansion and development of the organization however as well for quandary free performance of the organization. The main features of the aspect are Personnel administration Human relations and motivation, Training and development, Performance appraisal, Organizational development, Legal concerns, Work force diversity, Recruiting and selecting, Compensation and benefit, Collective bargaining, etc.

Under the Operational Aspects of Organizational Management the issues like production, dispatch, marketing, application of contemporary technologies are taken into consideration. The main features of Operational Aspects of Organizational Management are, such as, Operations planning and control, Work scheduling, Total Quality Management (e. g. , TQM), Information processing and management , Strategic planning and analysis , Productivity, etc. (Border, 375)

Description of the main features of the Operational Aspects of Organizational Management Operations planning and control research mostly deals with the plan, scrutiny and control of individual organisational entities and networks of such organisational entities. Operations planning and control in an organisational entity is associated with the responsibility for achieving its own set of objectives with respect to cost, quality and time by using the materials and resources that are allocated to it over time.

The Operational Aspects of Organizational Management takes account of two subprograms, such as, supply chain management and production management. A functioning of a planning and control impression developed under the organizational management system is called a Logistic Control System. A Logistic Control System replicates the characteristics of products, demand, manufacturing proficiency and materials supply, and is relevant to the control of the flows of capital and materials to serve demand. A Logistics Control System replicates the suitable planning control ladder.

The planning and control functions in a Logistics Control System take account of the following issues, such as Resource planning and control, Materials coordination , Workload control and order acceptance, Work order scheduling and dispatching, etc. Resource planning, Information processing and management and material synchronization are logistics control functions that are components of the supply chain management. Workload control, order recognition, work order scheduling and sending off are logistics control functions at the production unit level. (Kumar, 334)

Total Quality Management (TQM) is a management line of attack is designed at entrenching consciousness of quality in all organizational processes. Total Quality is a people focused management system that aims at persistent amplification in customer satisfaction at incessantly lower real costs. Strategic planning and analysis is the broadly defined as the key approach an organization uses to achieve its goal and drive toward the vision. Objectives and action plans usually flow from each strategy. Both people and organizations are required to establish a strategic framework for significant success.

This framework consists of the values that members of the organization manifest in every day decision making, and the standards or relationship guiding principles like a vision for the future of the organization, a goal that defines the basic purpose and objective of the organization, values that shape the approaches of the in pertaining it’s goal, policies that zero in on the key success approaches of the organizations, and objectives and action plans to guide the daily, weekly and monthly actions of the organizations, which off the record define how employees work together with each other and customers, are also visible.

(Knott, 188-9) Description of the main features of the relation between the management and Human Resources in the organization The emphasis should be on good relationships and sound terms and conditions of employment between employees and the organization with consent of both the parties. Determining the work-pay relationship with the method of Collective bargaining is too back dated and should be removed from the organizations. It is required by the organisation to reveal its gratitude and recognition of their efforts of its employees.

Individuals and groups of employees should be rewarded properly for their particular contributions in the organization. The package rewards may include both tangible and intangible rewards. Working in a renowned and progressive company, which can be pride of an employee can be a significant reward element. The participation of the whole staff in the process decisions making in the workplace can boost up the interests of the employees. This authorize the employees in their duties and give emphasis to team work, creativity, innovation, and discretion in solving problems, improvement in quality of production etc.

As the purpose of any organization is to thrive and be persistent in its endeavours, every employee of the organization must appreciate it, realize the competitive nature of the business, try to solve problem and take possession of their contribution to presentation and quality, which is totally focused on customer service. Managers must be efficient and intelligent. Let us take the example of Peters and Waterman, who in "In Search of Excellence" thought of "being visible" and "management by walkabout". The dexterity and expertise of managers should support the endeavours of the Staffs.

Staffs should feel that they are guided by the managers in perusing their duties. By sound management techniques the ambitions of participative leadership and the human relations school can be achieved. (Cunningham, 24-5) According to the assumptions of the modern approach in management, organizations should have the capacity to influence their members as well as bind them together in a composite unit, as a family or a community. Few guidelines prescribed by the unitary approach are: Management should have recognition towards the efforts of the workers, and have co-operative attitudes towards them.

The emphasis should be on working together as a team to achieve the ultimate purpose. TO pursue this goal management should compromise and understand the purposes and values of the employees. Disagreement and unconcealed divergences between management and employees, disruptive behaviour and even strike action of the employees and such problems in an organization can be alleviated using the "unitary" frame of reference. This approach is helpful in curing unnecessary, deviant damage of the organisation.

The staff of a suffering organization should be made to realize that stoppages and obstructions are meaningless. The benefits of lingering useless momentary disagreements and conflicts disturb the environment of the organization. (Dollard, 116-7) Misinterpretation and Passions that procreate conflict are indeed enhanced by detrimental, marginal splinter groups and provocateurs. The unitary frame of reference portrays management as a perfect guardian of the employees, having the paramount interests in well being of the staff, at heart.

Decisions are taken with consent of the employees Of course misunderstandings and incongruity may arise from time to time but these are not helped by marginal splinter groups and provocateurs who distort the efforts of management. Effectiveness of the management can be judged by its capacity to bind the workers and at a time keep them satisfied, to fulfil a greater cause of success of the business. Efficient and participative managements can keep the employees satisfied and interested in progress of the company.

With good will, rationality and sensitive communication the organizations can keep trade unions away and survive securely. Because of poor and irrational practices of the managements and lack of communication between the employees and the management, workers unite against the managements to form trade union, which can fight for their causes and interests. (Dos, 47-48) Analysis of Management Theory of HR3 Pty Ltd Though HR3 is a relatively new name in Human Resources Management systems, but it's also one with a desirable track record in Australia.

HR3 Pty Ltd was in the beginning named as Data scope Systems Pty Ltd. At first established in the year1984, company name was again changed in month of October in the year 2002 to make visible the evolution of the company and as well the software systems to fulfil the Human Resource and payroll management requirements the of Australian businesses. The business strategies followed by the company: Following the policies of strategic planning and analysis the company HR3 has developed its business plans.

As a result, from the time since 1984 evolution and revolution continuously took place in the company, but one thing has remained steady in Australia’s Human Resources software marketplace is the reputation that HR3 has been developing and supplying payroll and personnel software to the Australian market. With the unequalled experience in developing Win pay, HR3 has developed a wider collection of products to put forward not only to the Australian business but as well to business through out the globe a system that can amalgamate Payroll, Time & Attendance, Employee Self-Service, Human Resources and OH&S.

Joining together these key areas, companies all over the world can now manage their employees with greater ease. The Win pay payroll produced by this company has helped thousands of Australian companies in managing their payroll and personnel information in a better way. The longevity of this company can be attributed to their core focus on their customer’s requirements. The management of this company is constantly striving to make certain that its research and development efforts live up to the company motto of Evolutionary Human Technology.

An Operations planning and control research programme was developed over the last two decades in this company. From a programme that focuses on perception and consistent terminology to a programme that throws light on the actual functioning of these concepts, articulated in quantitative models and experienced in in-depth case studies. An functioning of a planning and control perception is called a Logistic Control System. A Logistic Control System as well reflects the characteristics of products, demand, manufacturing technology and materials supply, and pertain to the control of the flows of resources and materials to serve demand.

A Logistics Control System also reflects the apposite planning control hierarchy of the company. The main action plans followed by the management of the company are as such, set up a cross section of professionals as a committee and get together to plan the sessions, settle on budget, Perform HRAGD member needs assessment, decide on topics based on member requirements assessment, and establish outstanding speakers, Pick speaker and negotiate workshop length, pay, topic and objectives, settle on location and agenda the seminar and plan advertising approach, and so forth.

HR3 take account of a wide range of reporting options and a spontaneous, simple to use interface that will add to improved management efficiency and information access. The performances of multiple production units involved in the creation of products or services in this company are coordinated as such by some unit at a higher level in the company that owns all production units concerned, by some body that has been given harmonization power by all owners of production units concerned, by bilateral or multilateral accords between the proprietors of the company concerned.

The management refers to the hierarchical harmonization of the activities of the production units involved in the release of products or services to a market, such that customer service requirements are met at minimal cost. The concept of hierarchical coordination has been interpreted generally as well, ranging from strictly hierarchical, that is top-down, coordination to absolutely decentralized decision making.

At supply chain level production units are considered black boxes with, perhaps item-dependent, input-output descriptions, such as capability, throughput time distribution and value-added. (Goddard, 433-5) Value Statements followed by the company Of course business requires a widening range of management tools and hold ups. With Human Resources making such profound management demands on business, better systemisation unavoidably leads to greater efficiency and productivity.

The company maintains Integrity by maintaining credibility by making certain that its actions always match its words. The management of the company respects each employee’s right to be involved, to the greatest degree probable or required, in making informed decisions about his or her health and plans. The management of the company accepts personal liability to efficiently utilize organization resources, improve its systems, and help others to improve their effectiveness.

The company following the values recognition and alignment sessions and accord on the values, leaders, with staff, communicate and converse the job and organizational values often with staff members, set up organizational objectives that are grounded in the recognized values, model personal work behaviours, judgment making, contribution, and interpersonal communication that reflect the values, interpret the values into prospects, priorities, and behaviours with colleagues, reporting staff, and self, link contribution in the implementation of the values and the behaviours that consequence, to standard presentation feedback and the presentation improvement process, reward and recognize staff members whose actions and accomplishments reflect the values in action within the association, hire and endorse persons whose viewpoints and performances are harmonious with these values, and get together at regular intervals to talk about how the group is doing by means of living the recognized values. Human resource strategies followed by the company The company has the capacity to influence its members as well as bind them together in a composite unit, as a family or a community. Few guidelines followed by the company are, as such, Management of this company has recognition towards the efforts of the workers, and have co-operative attitudes towards them. The emphasis is be on working together as a team to achieve the ultimate purpose.

TO pursue this goal management should compromise and understand the purposes and values of the employees. Disagreement and unconcealed divergences between management and employees, disruptive behaviour and even strike action of the employees and such problems in an organization can be alleviated using the "unitary" frame of reference. This approach is helpful in curing unnecessary, deviant damage of the organisation. The staff of a suffering organization in this company is made to realize that stoppages and obstructions are meaningless. The benefits of lingering useless momentary disagreements and conflicts disturb the environment of the organization.

Misinterpretation and Passions that procreate conflict are indeed enhanced by detrimental, marginal splinter groups and provocateurs. The unitary frame of reference portrays management as a perfect guardian of the employees, having the paramount interests in well being of the staff, at heart. Decisions are taken with consent of the employees Of course misunderstandings and incongruity may arise from time to time but these are not helped by marginal splinter groups and provocateurs who distort the efforts of management. Effectiveness of the management of this company can be judged by its capacity to bind the workers and at a time keep them satisfied, to fulfil a greater cause of success of the business.

Efficient and participative managements can keep the employees satisfied and interested in progress of the company. With good will, rationality and sensitive communication the organizations can keep trade unions away and survive securely. Because of poor and irrational practices of the managements and lack of communication between the employees and the management, workers unite against the managements to form trade union, which can fight for their causes and interests. (*Drake, 153-55) Analysis of Management Theory of Chemical Resources Limited Chemical Resources Limited, a renowned company in New Zealand, is the name behind world-class chemical products.

This company supplies quality chemical products at outstanding prices, and makes available extensive, professional services associated with the manufacturing, packaging, storing and distribution of specialist, high-risk products. Safe, secure and professionalism is the objective of this company. Chemical Resources is a leader in the handling and manufacture of chemicals. The business strategies followed by the company Chemical Resources Limited proficiency is formulating, manufacturing, packaging, storing and distributing chemicals. This company’s specialization is working intimately with both international organizations, and local companies, to source quality products at pragmatic prices, on time, every time. Establishing long-term customer partnerships that deliver significantly better business outcomes is our founding philosophy.

Chemical Resources Limited operates in a wide range of fields such as bulk solvent, water based timber preservatives, acids, alkalis, DIY products, cleaning products, chemical intermediates, raw material conversion, re-packing , re-bagging , container de vanning, storage and distribution. Strategies of this company can be generally defined four or five key approaches the company uses to achieve its mission and drive toward the vision. Goals and action plans usually flow from each strategy. This company possesses Goals or better said SMART goals, which are the goals with specific, measurable, achievable, realistic and time-based. This company sometimes consider setting one goal to hold a monthly chapter meeting. Another goal that supports their strategies is to schedule a relevant seminar quarterly. Another goal might include holding informal dinners and cocktail hours to support voluntary member exchange.

Some strategies followed by the company are to EXPAND its customer base and enhance the franchise by pursuing multimedia opportunities, DELIVER an award-winning level of excellence, building public interest, trust and pride, PROVIDE vigorous leadership and support in the market, INSTILL an environment of internal and external excellence in customer service, EMPOWER and recognize each employee's unique contribution, ACHIEVE the highest standards of quality, IMPROVE financial strength and profitability. The goals of this company are simple, such as speed, equality and competitive price. Commodities have become international for this company and the impact of engineering is significant. In this company, the learning curve in engineering has become an unaffordable luxury.

Competitive market pressures mandate finding ways to reduce the total time required to introduce new products in the market. Competition along with more complex production and distribution environments requires identifying and reducing necessary costs, such as costs associated with development, manufacturing, distribution and service. Value Statements followed by the company This company’s culture is partially the outward demonstration of the values currently existing in its workplace. In this company efforts are given to identify the values that at present exist in the workplace, settle on if these are the accurate values for your workplace, and modify the actions and behaviours by which the values are established, if essential.

The following Steps in a Values Identification Process is followed in this company to recognize organization values and bring together its executive group and management to learn about and talk about the power of shared values, obtain consensus that these leaders are dedicated to creating a value-based workplace, define the responsibility of the executives in leading this process; and provide written material the executives can share with their reporting staff, Share any written materials as well as the spirit and context of the executives’ values discussion with every individual in your reporting group, endorse the underlying principle for, necessitate for, and preferred organizational impact of the process, Make certain your reporting staff members understand the importance of their participation in the process, Assure that every member of your reporting group is signed up for and attends a session, Answer questions and provide feedback about any staff concerns to the rest of the managerial or cross-functional group leading the process. Human resource strategies followed by the company Some human recourse strategies followed by the company are, as such, the employees in this company are the considered as most valued assets of this company, essential participants with a shared responsibility in fulfilling our mission. The management of this company recognizes that the quality, motivation and performance of its employees are the key factors in achieving its success.

Accordingly, this company’s Human Resources policies and practices are built on Dedication to assisting every employee in reaching his or her full prospective in both presentation and reward, dedication to assortment, one and the same opportunity and fair treatment, Promotion based on merit and from within whenever possible, This company endeavours its organizational structure and culture to endorse employee involvement, open communication, teamwork and cooperation. Working conditions in some sections of this industry are very hazardous. The precipitation areas in this company have caustic vapours these cause skin problems. In some sections of this industry people work in fluoride environment . Continuous exposure to fluoride leads to a disease Fluoric in which bones and teeth are effected. In all these less attention is paid towards the interests of their workers, hence the relation between the management and the workers get seriously damage. The Human Resources department of the company formulated strategies to develop a superior workforce.

These included eliminating poor performers, hiring from several choices of excellent candidates, not just "settling" on a candidate but also developing series of planning and escalating training and cross-training opportunities in the company. The Human Resources Management (HRM) purpose take account of a several activities, and the most important among them is making a decision what staffing requirements one have and whether to use autonomous contractors or take into service employees to meet these needs, appointing and training the most excellent employees, making sure that they are better performers, handling performance related problems, and ensuring that the human resources and administrational practices do the accepted thing to various set of laws.

Actions also take account of supervising the steps taken towards employee benefits and reimbursements, employee accounts and personnel guiding principle. (Bell, 271-3) In conclusion it could be stated that the art of management contains the observation and study of facts, on which the integration of ideas are dependent. As the pace of change continues to augment, transformation in management is a primary competency required by managers, supervisors, Human Resources staff, and organization leaders. Thus management forms the building stone of an organization. References: Bell, L; Man and Management Techniques (New Haven and London: Yale University Press. 2006) pp 271-3 Border, S; Human Resource Strategies: Games People Play (Remote Publishing Trust; 2004) pp 375

Cunningham, S A; Introduction to Human Resource Management (DLTT Publications Ltd. 2005) pp 24-5 Drake, S; Evaluation of Techniques In Management (ABP Ltd. 2006) pp 153-55 Dos, M; Advent of Motivation (Alliance Publications; 2005) pp 47-48 Dollard, John; Zenith and Zero Point (New Haven and London: Yale University Press. 2004) pp 116-7 Goddard, J; Management: Making the Most Out of It (Howard & Price. 2006) pp 433-5 Knott, P; Development of Management as a Science (Dasgupta & Chatterjee 2005) pp 188-9 Kumar, H; Win Some, Lose None (HBT & Brooks Ltd. 2005) pp 334 Manning, C S; Principals and Practices: Human Resources Today (National Book Trust. 2004) pp 279

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