Every organisation aspiring to achieve success by extending its wings from the mother country to a host country has to put into consideration certain pertinent issues that govern assimilation of the organizational culture into the existing political and socio-economic structures of the host country. The fundamental is an organisation aspiring to put up a new site in a foreign country, that is, China. Based on the survey and group discussion findings, the Managing Director seems to make assumptions that can dearly cost the organisation its success.
For instance based on issues to do with the organizational background, the Managing Director has to put into keen consideration issues like the differences between China and the UK in terms of political structures, socio-cultural and economic issues, geographical advantage among others. For example every country has a political structure that differs from others in a way though by some aspects there could be some similarities. Another issue is the socio-economic structures which work together with the political system of a country. A country with capitalistic principles is totally different from a country whose system embraces communism.
An organisation from a capitalistic country (with a capitalistic orientation) will find problems operation in a host country that embraces communism. This is because it has to source for manpower from the country and the success of an organisation is majorly determined by the dedication of the personnel or manpower. Therefore the Managing Director is expected to put into consideration these factors. Maybe to ensure progression of the organisation culture and way of operation, certain key positions have to be occupied by experts from the mother organisations to aid steer the branch into prosperity.
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The geographical location of an organisation is crucial in determining its success. This will be taken to refer to advantage or benefits it reaps by being close to other powerful economies or near an extensive market which would ensure obvious success. This might not be a serious issues since fundamental in UK wound reap similar benefits as fundamental China because both offers good market. However, issues to do with purchasing power, tastes and preferences and also cultural issues that determine whether the immediate population will accept the products offered or not should be considered.
Other issues have to do with the quality of manpower in China compared to UK since it would be cheaper to work with local manpower than imported expertise. This is due to effects cost of production which might affect the profitability of the organizational operations. About the survey carried out and the group discussions held I would say that this was a smart move to seek to understand crucial issues concerning activities in the organisation, attitudes and perceptions of the personnel. Picking on the findings I would say that the parameters used were the most appropriate.
They touched most of the crucial issues concerning the relationship between the management and the employees. Thorough, investigation would be required to ascertain the claims posed by the employees. On technology the managements should ensure utilization of modern technology to better productivity rather than surveillance and monitoring and manipulation of employee activities in the firm to the advantage of the management and at the expense of employee convenience and satisfaction. This would boost trust and help cultivate a culture of hard work, efficiency and effectiveness at work.
On health, any screening or medical tests should be designed in a way to erase the already conceived idea of discrimination. It should be done in a way that will convince the employees that it is for further privileges in health care facilities offered by the organisation. If no health care service or privileges are offered the organisation will lack a way of convincing its employees. On morale, as much as the company appeals for unity it should cultivate the same by making the employees feel part of the organisation.
A situation whereby the management is detached from the rest of the organisation the senior personnel enjoys privileges and opportunities that the juniors and other employees do not, staff morale is expected to be low. All programmes should be aimed at motivating the employees to work and hard since they feel part of the system. Too much bureaucracy would temper with proper running of the organisation’s productive processes. On communication, there should be constant contact between the management and the employees. As cited earlier too much bureaucracy stagnates processes.
The employee would be bored and demoralized if all the time they have to communicate their views, they have to pass through a long process and through intimidating situations. The senior management is supposed to keep moving around not exactly to monitor operations but to create a friendly atmosphere between the management and the employees. Cultural change in an organisation is only achieved by ensuring structures are put up to achieve the set goals. The management should feel socially responsible to the employees.
The goals set should be achievable and the organisation should provide an enabling environment to help the employees achieve the set objective. The manner in which this survey was conducted was proper for problem solving and ensuring changes in the culture of the organisation. An organisation grows and for it to attain progress in its growth it has to employ proper strategies in role administration. Proper communication, good leadership and organizational skills boost the morale of the employees a great deal. Good leadership and utilization of proper channels of communication ensures enhancement of self-confidence among the employees.
Think of a situation whereby employees are viewed as desperate people who have no choice other than to keep on working there. The managers use intimidating language and they keep commandeering the employees every now and then. There is not direct contact between the juniors and the seniors. This makes the employees shrink back, never express their views and opinions and that would be a looming disaster in the organisation. At times it even leads to strikes or go slows. Lack of accountability by the management is another indicator of poor organisation leadership. Transparency and accountability are leadership skills, every manager must have.
Employees are grown ups and they should always be let to know why things happen the way they do in the organisation. They should be kept aware of the progress or problems and challenges experienced by the organisation. Still on leadership the employees should be encouraged to exploit their full potential. Means should be provided for self exploitation and the organisation should encourage the employees to be committed to their work. Patriotism, commitment and loyalty to the organisation will not be brought about by a whip, rather it will be a product of good governance in the organisation.
Staff or employee motivation is the ultimate goal that can be achieved by an organisation. When proper communication is done and other good leadership skills are inculcated in the management circles, then morale will be boosted among employees of the organisation and a motivated labour force can make tremendous achievements. The benefits an organisation can derive from good governance and proper communication include a committed labour force. Employees will have their minds geared on achieving organizational goals. Secondly the organisation will not have to replace employees when they run away from the organisation.
It will also not incur more cost in training new employees or staffs. Employees will not absent themselves on flimsy grounds just to get off the boring place and employees will not suffer from stress related complications due to working under tight conditions. Morale will be boosted and everyone will feel obligated to ensure the success of the organisation. The employees are also likely to unleash their full potentials leading to high creativity and innovativeness and therefore the organisation will incur low costs of acquiring expertise from outside.
This ensures also quality production and all these combined will reduce the cost of production and boost profits. This creates a culture that is value based, organizational ethics are adhered to and conflicts are minimized. Generally, this enhances unity of purpose and all the employees are geared towards achieving a common objective. If the management considers this, it prevents a looming management disaster. No organisation can progress without putting these factors into consideration. Fundamental should undertake expansion programmes by cultivating such a spirit.
It does not matter what socio-economic set up employees come from; all human beings work efficiently and effectively where managers of work are realistic and reasonable. A work force that embarks on stress management cannot ensure progress in an organisation. Every organisation has a culture. Organizational culture has much to do with the values held dear by the organisation, the attitudes of both the management and the employees and the general behaviour of the workers in the organisation which is a manifestation of the values upheld and embraced by the organisation. Let us dissect this issue of organizational behaviour.
Behaviour is shaped among other things by motivation. A motivated work force feels proud of their work places and the organisation. They will report to work early and they will have a reason to buy a couple of minutes in the organisation later after day’s period of work elapses. They keep talking about the organisation and would love to be associated with it. Behaviour is also influenced by work performance. An organisation that has hit the headlines for its performance makes the employees feel proud of it. Even other companies envy it to cross over to it by offering better remunerations.
An organisation that offers equal opportunities and allows juniors to enjoy privileges enjoyed by the seniors will have employees who are motivated, proud and committed. A well motivated work force exhibits good group dynamics. An organisation has different operations and departments. Each section works as a group and all the sections work as one achieving great heights. Behaviour is a product of the culture of an organisation. Culture in an organisation is developed through strategies. This involves unity of purpose, team work, problem solving, creativity and innovation, profit maximization, accountability among other things.
An organisation with a good culture ensures first of all team work spirit is inherent in its structures. This most assuredly enhances quality, effectiveness and efficient productive processes, better human resource development and allocation of resources which boosts its publicity. Team spirit also ensures that the work force is receptive to other better ideas. New issues keeps emerging in trade circles and a non-receptive labour force would cause a serious failure in productive processes of an organisation.
A culture that is aimed at problem solving one of the best fault finding, pointing accusing fingers at people only results to more chaos. Man is to error though it should not be deliberate. But whenever a problem arises among the employees or if at all differences arise between management and the employees it should be tackled in a manner that it would result to a settlement of the dispute. I would recommend the Fundamental for working towards this end. A good culture also ensures an integrated and collaborative training and learning. This imparts similar skills at all levels and ensures effectiveness and efficiency at all levels.
Opportunities should always be equitably distributed and on merit so that employees are also encouraged to their best. Of great importance is development of communication systems within the organisation and between the organisation and the outside which is the society. An organisation publicizes itself by ensuring proper flow of information. This is besides quality products and proper waste disposal. Though our main interest is human resource development all these issues come in to determine organizational performance. There are myriad of ethical issues concerning firms or organisations.
However, we will embark on ethical issues concerning human resource management. Failure of an organisation to ensure ethical working conditions could definitely lead to failure of organisation to achieve its goals. For instance work force that is forced to work in risky areas and in pathetic conditions will not deliver. For instance it is unethical to put workers in a section of production where machines produce a lot of noise and you fail to provide ear masks. It is also unethical to put worker in unhygienic conditions. Working environment should ensure safety and high health conditions.
Remuneration should be properly done. It is unhealthy to seek certain favours as a manager inorder to promote or offer certain privileges. It is also unethical to force someone to compromise their cultural and religious values. All employees manhandling juniors by management and general failure by management to communicate effectively to the juniors is unethical. It is worth noting that loopsided decision making is not in accordance to the corporate or business’s code of ethics. All organisations should ensure that ethical issues are adequately addressed to ensure organisational’s success.
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