The current business environment is posing more and more challenges for people at their workplace. Managers and employees are facing dilemmas regarding tasks and interpersonal relationships in varying magnitudes. This calls for clearheaded decision making processes that satisfy all the stakeholders.
Human Dilemmas
All people in an organization are charged with the responsibility of doing their work in the best way corresponding to their position. This comes with authority and responsibilities associated with it. However, it is the managers, who are faced with the greatest challenges, because they act as a link between the employees and the owners of an organization. Thus, they are in a tricky position. More often than not, they are faced with decision options, which put them in a dilemma of how to solve them best so as to satisfy all the stakeholders. Other employees are faced with tricky decision alternatives as well, but to a lesser extent in their tasks and in their relationship with colleagues. In all the decisions made, individuals at all levels in the management structure should eliminate any sentiments and be as rational as possible (Abraham, 1966).
Task versus Relationship
There arise conflicts when there are varying opinions among groups or individuals concerning a task to be performed. This, however, should be viewed positively, since it improves the quality of the final decisions made, so that they are made after taking into account all the divergent opinions. Relationship conflicts, on the other hand, have nothing positive at all, since members concentrate on personal differences rather than on work related issues. It therefore disintegrates the decision makers by increasing anxiety and stress. Decision making should at all times be centered on ideas and not on personal differences tolerance is therefore vital (Abrams and. Hogg, 1990).
Empowerment versus Control
Empowerment entails increasing the freedom and capacity of employees to make independent decisions and implement them fully. The move is aimed at increasing both individual and group fairness and effectiveness, and in turn overall organizational success. Control, on the other hand, involves limiting decision making and transformation of those decisions into desired results. It is the duty of the managers to make sure that there is a proper blend of empowerment and control this will bring success to the organization without loss of direction.
Getting Results versus Building Capacity
Most of the jobs in the current business environment are the result of the existing stiff competition between firms. The situation is made complex by the increased globalization. The employees are therefore required to meet the set targets within the required time frame. Capacity building, on the other hand, puts more emphasis on training and developing an employee in a bid to empower him or her with skills and expertise that will enable them work more effectively and efficiently. None of these two should be traded for the other instead one should be done to achieve the other. Capacity building should lead to improved results (Deborah, 2003).
Shared vision versus Diversity
The more organizations go global, the more they experience diversity at the workplace. Diversity comes with it the advantage of a variety of ideas that can propel an organization to success. However, it might lead to disintegration of the workforce along the diversifying elements, for example, nationality. This might hinder the shared organization-wide mission from materializing. It is therefore important to cultivate the culture of tolerance at the workplace and commitment to the overall goals of the organization in all stakeholders.
Self versus Team Interests
It happens most of the time that the interests of certain members of a team are not in agreement with those of the entire team. This is evident in the divergent views that various members contribute to the general strategy of the team. Finally, it is the majority, who take the day but members should learn to compromise for the good of the team and in turn organization-wide success (Armstrong, 2005).
Human Dilemmas
All people in an organization are charged with the responsibility of doing their work in the best way corresponding to their position. This comes with authority and responsibilities associated with it. However, it is the managers, who are faced with the greatest challenges, because they act as a link between the employees and the owners of an organization. Thus, they are in a tricky position. More often than not, they are faced with decision options, which put them in a dilemma of how to solve them best so as to satisfy all the stakeholders. Other employees are faced with tricky decision alternatives as well, but to a lesser extent in their tasks and in their relationship with colleagues. In all the decisions made, individuals at all levels in the management structure should eliminate any sentiments and be as rational as possible (Abraham, 1966).
Task versus Relationship
There arise conflicts when there are varying opinions among groups or individuals concerning a task to be performed. This, however, should be viewed positively, since it improves the quality of the final decisions made, so that they are made after taking into account all the divergent opinions. Relationship conflicts, on the other hand, have nothing positive at all, since members concentrate on personal differences rather than on work related issues. It therefore disintegrates the decision makers by increasing anxiety and stress. Decision making should at all times be centered on ideas and not on personal differences tolerance is therefore vital (Abrams and. Hogg, 1990).
Empowerment versus Control
Empowerment entails increasing the freedom and capacity of employees to make independent decisions and implement them fully. The move is aimed at increasing both individual and group fairness and effectiveness, and in turn overall organizational success. Control, on the other hand, involves limiting decision making and transformation of those decisions into desired results. It is the duty of the managers to make sure that there is a proper blend of empowerment and control this will bring success to the organization without loss of direction.
Getting Results versus Building Capacity
Most of the jobs in the current business environment are the result of the existing stiff competition between firms. The situation is made complex by the increased globalization. The employees are therefore required to meet the set targets within the required time frame. Capacity building, on the other hand, puts more emphasis on training and developing an employee in a bid to empower him or her with skills and expertise that will enable them work more effectively and efficiently. None of these two should be traded for the other instead one should be done to achieve the other. Capacity building should lead to improved results (Deborah, 2003).
Shared vision versus Diversity
The more organizations go global, the more they experience diversity at the workplace. Diversity comes with it the advantage of a variety of ideas that can propel an organization to success. However, it might lead to disintegration of the workforce along the diversifying elements, for example, nationality. This might hinder the shared organization-wide mission from materializing. It is therefore important to cultivate the culture of tolerance at the workplace and commitment to the overall goals of the organization in all stakeholders.
Self versus Team Interests
It happens most of the time that the interests of certain members of a team are not in agreement with those of the entire team. This is evident in the divergent views that various members contribute to the general strategy of the team. Finally, it is the majority, who take the day but members should learn to compromise for the good of the team and in turn organization-wide success (Armstrong, 2005).
No comments:
Post a Comment