Several Areas in Which Hr Can Affect Organizational Culture Positively or Negatively

Expanded Tertiary Education Equivalency and Accreditation Program[pic 5][pic 6]

(ETEEAP)

PRINCIPLES OF MANAGEMENT

Submitted to:

Dr. Rowena Galang

Submitted by:

Erhwin Cabrera Carpio

2017T1153

BSBA-E

July 6, 2018

SEVERAL AREAS IN WHICH HR CAN AFFECT ORGANIZATIONAL CULTURE POSITIVELY OR NEGATIVELY

Chapter 1 – Management

Describe the basic functions of management.

        Management is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively ("An Introduction to Management | Boundless Business", 2018). In achieving these goals, management employs four main functions: planning and strategizing, organizing, controlling, and leading and developing team members. These functions are seen as a dynamic cycle which circle from one to another and back. These functions also set the barometer of effective management which in turn measures how likely a business or an organization will succeed in achieving its goals.

        Planning and strategizing basically forms the foundation of these functions as it is considered to be a manager’s starting point. In this phase, the manager identifies goals for the organization and determines what actions and resources are needed to achieve the said goals. After the manager is able to identify the aforementioned vital information, he then goes to organizing which will now involve assigning authority and responsibility to various departments, allocating resources across the organization, and defining how various groups and individuals will operate and be coordinated. Once everything is set and rolling, the most vigorous management function comes into play. Controlling is when the management does the monitoring and measuring of performance, comparing results to objectives, and making adjustments and corrections as necessary. Even if you have the best plan at hand, with nearly everything that is accomplished in the organization is done by people, it will not be effective if the people in the organization are not willing to support the plan or worse do not believe in the plan. This is where the art of leading does its work. Managers must be able to lead his people to believe in the plan and see the goal for themselves creating a common vision and shared values. This is turn generates enthusiasm and inspired effort to not just achieve the goal but even surpass it through high level performance which naturally fosters team member development.

Identify where in the organization managers are located.

        In today's fast-paced, competitive world, businesses are continually changing. Most of these organizations are on the hunt for the competitive advantage, or a way to strategically move ahead of the competition in the marketplace. One aspect that has changed vastly is organizational hierarchy which gave birth to various operational and functional divisions or departments in an organization. These could also be at a multi-level setup making managers that head each division all over the organizational chain of command. This draws us to conclude that there really isn’t an exact location where you can find managers in the organization as they could be everywhere performing their functions as mandated by either the nature of their managerial position or the demand or role of the division that they manage.

Describe the roles managers adopt to perform their basic functions of management.

        True to experience, as one move up further in the organizational ladder the demands of more complex skills and expertise becomes a factor not just in getting the post but more importantly in being able to carry out the function. There sure is a long list of what a manager’s role is but Henry Mintzberg has laid out managerial roles and categorized it into three: interpersonal roles, informational roles, and decisional roles. He also emphasized these to be integrated activities which make them interrelated. This could also mean that one managerial activity could be related to two or more roles at the same time.

        In interpersonal role, a manager pretty much involves himself in interacting with people both inside and outside the organization. Outside the organization, managers acts as ambassadors representing the company in gatherings and events. Inside the premises of the organization, he embraces the function of leadership to his direct reports while being a liaison with team members outside their team, division or even the organization at times (e.g. suppliers and buyers). Informational role concerns mainly in the whole cycle of processing information that is important or relevant to the organization. From collecting and monitoring information using various internal and external channels to cascading the information to team members and finally representing the organization to particular stakeholders to whom a report is probably due (e.g. CEO to Board of Directors and investors). The decisional roles are geared towards the day to day operational functions that a manager has in their plate and must execute in a more continuous manner. They say to stay in the game nowadays, innovation is a huge factor. Managers must put on their entrepreneurial thinking cap to be able to adapt to new ideas and development if not come up with their own. Managers are also considered to be fire extinguishers as most of the time they are the ones who covers and addresses conflicts within the organization and operational disturbances like a broken machine, lack of supplies or dissatisfied customers and clients. This could be closely related to their roles as negotiators in achieving better deals, pricing and delivery. Managers also have to decide on resource allocation. In a situation wherein the company doesn’t have so much resources (i.e. people, money and equipment) it is then crucial that a manager knows how to allocate these resources in a way that it  is guided by the strategy of the organization.

Chapter 2 – The External and Internal Environments

Identify the major components of an organization’s task environment.

        Task environment are industry factors or components outside the organization but have a direct and specific impact on the organization’s goal. This is typically consists of actual and potential competitors, suppliers, buyers (customers or distributors), firms that provide substitute products to those sold in the industry, and firms that provide complements.

Explain how each component in the task environment impacts the organization.