Rresource Managements and Employee Involvement †Free Samples

Question: Discuss about the Rresource Managements and Employee Involvement. Answer: Introduction This is the art of using organizational resources in the improvement of efficiency and expansion of productivity. This can be used in the solving of problems in the organization. It can also be used to analyze any process and get a way that is more efficient in doing such a process. There is need to invest time and money in the implementation of organizational development. The costs are only justified if the importance is understood. How mangers can use organizational development to bring change in the organizations Organizational development can be used in various ways to bring change in a particular organization. Survey feedback; this is where information is collected using survey methods. The information collected can be used in the decision making by managers. Data can be collected regarding working hours, wages and salaries, attitude of employees etc. through analysis of this data problem are identified and solutions sought (Aguinis and Kraiger, p. 473). This information collected can be discussed by the team members and plans made with an aim of making necessary changes. Team building; team building can be designed so as to make improvements regarding abilities of employees and in the process motivate them to work as a team. This technique can easily emphasize on team building or by formation of working groups so as to improve the effectiveness of organization. Its a good application of training on sensitivity among teams from various departments. Group discussions in these teams can be done under the supervision of experts. This is a good platform for employees to freely express their views and thus increases ones sensitivity to other peoples behavior (Pichler, Simpson and Stroh, p. 472). It also exposes people to creative thinking and understanding of the socio-psychological behavior of their colleagues at work. Sensitivity training; its a popular organizational development intervention. This is where employees can be asked to interact and its aim is to assist people in the understanding of each other and they are able to get a good insight .this makes them feel free and be more fearless. This assists one to become more defensive of themselves, become less fearful of other peoples intentions but more responsive to their colleagues needs (Jawahar and McLaughlin, p. 400). This makes them to be less interpretive of others. Interpersonal relationships are also built up well due to the free interactions. Openness is built up, listening skills improved and tolerance level for each other increased. Managerial grid; this grid can be used in the identification of main dimensions of management behavior. These dimensions are both people and production oriented. This brings about the increase in attention to both people and production (Lin and Edvinsson, p. 535). Management by objectives; this method can be used to achieve organizational objectives it can also be used to evaluate and review performance at work. The responsibility to achieve these objectives is entirely in the hands of managers. It gives room for the assessment of the performance of managers and its therefore result oriented. Brain storming; this technique can be adapted by a group of 5-8 managers who come together and get a solution to some problem. It gives room for creative thinking and thus development of new ideas. This technique generates an atmosphere in which people can share ideas and express themselves freely. Process consultation; this is a more task oriented technique and the consultant is meant to give feedback from the trainees (Kujansivu and Lonnqvist, p. 263). Necessary guidance is given on how some problems can be solved. Therefore, with this technique proper diagnosis of problems is done and solutions sought. Transactional analysis; this technique can be used in helping people to understand each other in a better way. This assists in the development of an adult ego among people of the organization. Its of great importance in the consultation and team building exercises in the organization. Use of LMX theory In achieving organizational change the LMX theory plays a great role. This theory which first emerged in the 1970s lays some focus on the relationship which develops between members of any team and their managers. In this theory all the relationships between subordinates and managers has to pass in three stages which include role taking, role making and reutilization. At the role taking phase mangers use this time in the assessment of the skills and abilities of new members .while in the role making stage people begin to take on tasks and projects as they are now part of the team (Dragoni, et al., p. 736). A lot is expected from team members by managers. At the reutilization stage there is establishment of routines between managers and team members. The team members therefore work hard in the maintaining good relationships among themselves. Why managers should use organizational development to bring change in the organizations Its very necessary for managers to use organizational development techniques to bring changes in organization. Organizational change; through the process of OD different areas of company operations that need change are identified and the necessary change is made (Lindbom, p. 105). All the identified needs will be able to be analyzed and the necessary effects made on the management plan. Growth; this OD is a good tool when it comes to managing ad planning of corporate growth. Sales projections and consumer demands are brought together via this OD. This helps in the determination of the rate at which the company grows. Work processes; if OD is adapted by any company, work processes aimed at accuracy and efficiency are well analyzed. This ensures quality control measures are put in place and company standards attained. Product innovation; this requires different kinds of information which has to be successful. Therefore, OD is very critical in the product innovation since it assists in the analysis of every element of a product development and a method for efficient use is created (Chang, p. 51). With OD comes some processes that assist in product innovation and they include competitive analysis, consumer preferences, manufacturing capabilities etc. Increased communication; with OD comes an increase and efficiency in communication, good feedback and increased interactions in the organization. This therefore aligns all the employees to the companys values and goals. Conclusion Organizational development causes synergy, improves working processes, quality and betterment of behaviors in any organization. This is because with OD almost all the problems occurring in the organization are dealt with. Its also clear that this OD enables people to work as human beings and not just as mere resources in the productive processes in an organization. Organization members are therefore encouraged to achieve their full potential and thus grow and live by their core values. Its therefore a good strategy to be adapted by any company that values employee growth and customer satisfaction. References Aguinis, H., Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. Annual Review of Psychology, 60: 451-474. doi:10.1146/annurev.psych.60.110707.163505 Chang S (2007). Valuing intellectual capital and firms' performance: Modifying Value Added Intellectual Coefficient (VAIC(TM)) in Taiwan IT industry. Unpublished Doctoral dissertation, Golden Gate University, San Francisco p 51. Dragoni, L., Tesluk, P. E., Russell, J. E. A., Oh, I. (2009). Understanding managerial development: Integrating developmental assignments, learning orientation, and access to developmental opportunities in predicting managerial competencies. Academy of Management Journal, 52: 731-743. doi:10.5465/AMJ.2009.43669936 Jawahar IM, McLaughlin GL (2001). Toward a Descriptive Stakeholder Theory: An Organizational Life Cycle Approach. Acad. Manag. Rev. 26(3): 397-414. Kujansivu P, Lonnqvist A (2007). How do investments in intellectual capital create profits? Int. J. Learning Intellectual Capital, 4(3): 256- 275. Lin CY, Edvinsson L (2008). National intellectual capital: comparison of the Nordic countries. J. Intellectual Capital, 9(4): 525-545. Lindbom, D. (2007), A culture of coaching: the challenge of managing performance for long-term results, Organization Development Journal, Vol. 25 No. 2, pp. 101-6. Pichler, S., Simpson, P. A., Stroh, L. K.( 2008). The glass ceiling in human resources: Exploring the link between womens representation in management and the practices of strategic human resource managements and employee involvement. Human Resource Management, 47: 463-479. doi:10.1002/hrm.20227