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management skill代写

    Introduction
    As we all know, management is very important for an organization, making it stable and bring it constant development. What is management? Management is the process of getting things done effectively and efficiently, with and through people (KAPLAN 2011). The concept reveals the importance of managing people. Managing people properly can improve the performance of the employees and it is the basic needs of an organization. Managing people not only is a constant issue in modern workplaces, but also is argued to be the most difficult job for managers in modern organizations. And managers are facing lots of challenges at present, such as skill shortages, inflexible Human Resource practices, changing expectations, changing environment and multiple labor structure. This essay will firstly discuss the reason why managing people is a constant issue in modern workplaces. Following this, it will discuss the challenges that the mangers are facing and the factors which contribute to the challenges in managing people. Finally, the essay will state what managers should do to overcome these challenges. 
     management skill代写
    The reasons for managing people being a constant issue
    The survival and development of an organization is inseparable from management, and personnel management is among the most fundamental and important parts of the organization. The essence of today’s competitive is the talent competition. The human factor is increasingly becoming the key factors in helping organizations achieve their strategic objectives. The use of key personnel in the organization largely determines its success or failure. Executives at Holder Construction Co. in Atlanta are happy to share the secret of their company’s success with anyone—even competitions. Their secret is a fairly simple and straightforward idea—hire the best and brightest and give them the opportunity to excel (Kreitner 2009). Tommy Holder, chairman and CEO of the company admits that people can make a business go bad or well.  Human resources management has become the core of modern enterprise management. So it is reasonable that managing people become a constant issue.
     
    The second reason is that managing people is a hard job that the mangers have to do. As time went on, people are changing, so is the environment. And people can change with the change of something else’s. For example, people may get better jobs after they have some skills and experience. Besides this, there are lots of different difficulties in managing people between the small business and the large corporations. Due to the limited size, small businesses have to undertake the relatively large transfer of personnel, which naturally leads to the members of the organization are not fixed. Certainly, the employee structure is unstable and the corporate culture is usually not clear, let alone its formation. And this situation will result in the situation that if a new comer with bad habits and behaviors becomes one a member of the organization, he will bring a negative effect on the team. Hiring individuals whose value don’t align with those of the organization is likely to lead to employees who lack motivation and commitment and who are dissatisfied with their jobs and organization (Robbins 2005). That is to say the organization is vulnerable in avoiding such influence. In addition, the managers in small business are usually lack of capacity, with low quality. All of these make managing people become difficult and a constant issue in modern workplaces. For lager companies, especially the huge multinationals, the manufacture, the sales, the suppliers and the employees are not limited in one area, so the managerial staff should adapt to the different cultures, different systems and different technologies. In all organizations, most work need lots of to cooperate together to accomplish, not just depending on just one person to finish. As a result, managing people is hard work for both small businesses and multinational corporate. Many layers of managerial staff should think continuously to overcome the challenges.
     
    The challenge of managing people and the factors contributing to the challenge
    First, the complexity of individual employees, the individual cultural diversity put new challenges on human resources management. One of the most important management issues to emerge over the last 30 years has been the increasing diversify of the workforce (Jones & George 2003). People are different from each other because of age, sex, nationality, job, family background, and so on. The diversity of workplaces also brings the managers some challenges. Dealing with them has become very important for managerial staff. At present, most of business owners have come to realize that owning and making good use of human resources is the key factors for winning in the fierce market competition.
     
    Second, the contradiction between the rapid staff mobility and the relative stability of the organization become more prominent at present. Accelerated staff turnover is a trend in the future, but the organizational structure requires relatively stable. If the staff turnover rate is too low, it will result in decreased efficiency of enterprises, organizational rigidities, lack of competitive pressure. However, if the staff, especially senior staff turnover is too fast, it will lead to higher labor costs, damaging the image and the interests of the organization. Naturally it will affect the organization’s stability and security. How to make the organization more flexible to adapt to the rapid flow of staff is another challenge that managers have to face.
     
    Thirdly, personal development needs some resources and perhaps the organization cannot meet the needs of its employees. On one hand, the resources that an organization owns and can dispose are limited. On the other hand, more and more modern people concerns not only salary and benefits, but also personal development. How to allot the restricted resources becomes a challenge and more important.
     
    Fourthly, variability of corporate strategy is also a challenge in managing people. With the complex competitive environment, corporate strategy must also be adapted to the environment with variability. Corresponding enterprise organizations also need to change to achieve strategic services for enterprises. This chain reaction requires human resource management become more strategic to meet the needs. Therefore the human resource management should function as part of strategic management, from recruiting employees to using them. Moreover, managers should find different kinds of people to adapt the realization of the strategic and organizational changes in a timely manner.
     
    Fifthly, innovations have become more and more important in modern workplaces and performance appraisal will be faced with more and more challenges. In a way, innovation is the life of an organization. Without innovation, companies will not develop. Innovation is inseparable from the scientific and knowledge. Innovation not only is valuable, but also is risky. The value and risk of innovation are difficult to predict and quantify. So it requires modern human resource management to establish a scientific and perfect performance appraisal system.
     
    Sixthly, multinational organizations put a new challenge on managing people. It is unavoidable for businesses in the new ear to operate globally. Such international is not limited to the largest corporations. An increasing number of medium-sized and small firms also engage in international trade (Bateman & Snell 2011). Globalization influences several aspects of organizational behavior—some are good, some not so good. On one hand, it provides the high efficiency and opportunities. On the other hand, it adds more diversity to the workplace, which affect the organization’s culture and introduces new forms of value-based conflict among employees (McShane & Von Glinow 2005). Because there are different policies, economic development level, law, religion, customs and other cultural factors, human resource management must vary widely to fit the environment and culture of the country. How to develop appropriate human resources management policies and methods is a new topic that managerial staff are facing, so is how to manage subsidiaries in different countries.
     
    What managers should do to overcome these challenges
    If mangers want to deal with the above challenges well, they should improve themselves. The speed and constancy of change, new competitors, employee diversify, rapid technological advances, and a global economy require that managers continually retrain and reeducate themselves (Nahavandi & Malekzadeh 1999).
     management skill代写
    The first method that managerial staff should do is to establish a scientific and effective managing system. In order to provide high-quality service for the development of the organization, it is necessary to establish appropriate human resource management system, which is in accord with the characteristics of the enterprise. The system should contain five basic tasks, that is, knowing people, selecting people, educating people, using people and keeping people. This kind of human resource management system takes knowing people as basis, selecting people as pilot, using people as core, educating people as motivation and keeping people as purpose. Therefore, it is necessary to establish job analysis which is based on knowing people, establish recruitment and selection system which is based on electing people, establish deployment and using system which is based on using people, establish training development system which is based on educating people and establish evaluation and compensation system which is based on keeping people.  These systems are good indicators of human resource management and they are also an important aspect of its operation mechanism.
     
    The second thing that managerial staff should do is to develop a global talent attraction mechanism. Identifying employees can function effectively in a global organization and developing his or her abilities (Dessler 2005). The first goal of HRM is to attract individuals who show signs of becoming valued, productive, and satisfied employees (Daft 2000). Facing the challenges of globalization, companies should attract and keep talents through reforming the system, improving the environment, improving the treatment, enhancing and stabilize emotions, especially some excellent international talents. Enterprises should form a talent standby database to improve business agility. In addition, businesses should pay attention to the development and the needs of talents, consider the talents as capital, improve the efficient of using people and make talents feel satisfactory. Enterprises should strengthen career planning for its employees, focus their intellectual achievement needs, and concern their growth, providing them with opportunities and conditions for self-development and further realization of their self-transcendence. Besides these, enterprises should improve the remuneration system and open reasonable remuneration gap, so that remuneration system can combine with employee’s performance, achieving a win-win.
     
    In order to overcome the above challenges, managers should do another thing, that is to improve the education and training system. Stepping into the new era, companies must learn continuously if they want to suit the rapid change of environment, because 
    educational and learning-oriented enterprises are the mainstay. Awareness and behavior of people depends on the information he has and the information determines the people’s attitudes and action parameters and guidelines at work and in daily life. Managers therefore should be good at giving various commands in a training way, so that employees know how to do it and the reason for doing it. Again, training is also an incentive, which strengthens dialogue with employees to motivate employees work enthusiasm by meeting the high-level spiritual and cultural needs of the employees. Corporate takes training as management opportunities and ways as well as a good means to complete the task.
     
    Managerial staff should understand that fair pay is not the only requirement from the employees. The worker in making his demand on the enterprise is a whole man not an economic subsection thereof. He demands the fulfillment of status and function in his job and through his work. He demands the realization of the promises to the individual on which our society rests; among them the promise of justice through equal opportunities for advancement. He demands that his work be meaningful and that it be serious (Drucker 1986). 
     
    The fourth thing to go through the difficulties is to use motivation mechanism. Scientists have defined motivation as the process of arousing, directing, and maintaining behavior toward a goal (Greenberg 2005). As for the methods to motivate people, many experts have discussed widely. Specifically, we will focus on motivating by (1) meeting basic human needs, (2) treating people fairly, (3) enhancing beliefs that desired rewards can be attained, (4) setting goals, and (5) designing jobs to make them more desirable (Greenberg 2005). Take Yahoo! for an example. In 1999, revenues were almost $590 million and profits of more than $60 million with a market capitalization of $70 billion. While some of Yahoo!’s 2,000 employees are undoubtedly motivated in part with the expectation of stock options making them millionaires, or even billionaires, Jerry Yang is more eclectic (Cook & Hunsaker 2001). In knowledge economy era, talent has several features, high-quality, personification, and personalized. Enterprises have to strengthen innovation incentives for employees, namely by improving the staff’s ability to innovate, tapping the innovative potential, giving the employees’ creative labor a reasonable valuation, to inspire and mobilize staff’s initiative and creativity. Strengthening the incentives for human resources can attract talents, develop the potential of employees, retain talents and help the organization format a healthy competitive environment. Specifically, in knowledge economy era, human resources incentives also need to implement several changes, from strict control to soft management, from the single incentive to the combined incentives, from short-term benefits to the short-and long-term benefits and from encouraging through others to self-encouraging. A good manager does not see himself as the “people’s boss” but as the leader of a cohesive team of autonomous, creative individuals. This refers to the issue that the managers should treat the employees equally, which is a key factor in managing people (Maister 2005).
     
    The fifth way to overcome the challenges is to build organic learning organization. The focus of human resources management is to build a learning organization. A learning organization will firmly grasp the pulse of the times and build a strong team that can continuously renovate and transcend itself. If an organization loses learning motivation, profits and control will be out of the question, let alone development. An company should build a learning organization, emphasize the continuity of learning, considering learning is an investment rather than consumption. And promoting organizational changes through learning, enterprises should actively create a human environment of continuous learning. The companies should strengthen self-reliance, self-care, self-transcendence education of its employees in order to enhance their consciousness and social responsibility, making workers and enterprises form a close community of interests and letting them use new thoughts, new methods and new technology to push the firm management to new heights during the continuous learning. Successful companies recognize that significant learning occurs when employees attempt to jointly solve problems on a day-to-day basis.
     
    Continuous learning can also make the employees be successful when undertaking foreign assignment. Globalization has become a trend and more and more people live and work in foreign countries. For example, Siemens, the German electronics giant is located near Munich. Worldwide the company has 470,000 employees, including 75,000 in the United States and 25,000 in China (Kreitner & Kinicki 2004). The large companies similar to Siemens need employees who can adapt to the new environment. Thus learning is unavoidable.
     
    Conclusion
    In conclusion, managing people is a constant issue because of the challenges and importance of people in modern world. There are many challenges that managerial staff should deal with if they want to serve their organizations better. Diversify in workplaces and workforce, new technology, people’s expectation and other factors result in the challenges. Therefore companies in different size should establish modern some systems to overcome the challenges, such as establishing a scientific and effective managing system, improving the education and training system using motivation mechanism. In addition, managers should improve themselves continuously to adapt the changing business environment.
    References:
     
    Thomas S. Bateman & Scott A. Snell 2005, Essentials of Organization Behavior, 8e, Pearson Education, Inc.
     management skill代写
    Curtis W. Cook & Phillip L. Hunsaker 2001, Management and Organizational Behavior, 3e, MaGraw-Hill Companies, Inc.
     
    Richard L Daft 2000, Management, 5e, Horcourt College Publisher.
     
    Gary Dessler 2005, human resource management, 10e, Prentice-Hall, Inc.
    Peter F. Drucker 1986, The Practice of Management.
     management skill代写
    Jerald Greenberg 2005, Managing Behavior in Organizations, 4e, Pearson Education Inc.
     
    Gareth R. Jones & Jennifer M. George 2003, Contemporary Management, 3e, MaGraw-Hill Companies, Inc.
     
    KAPLAN Business School
     
    Robert Kreitner & Angelo Kinicki 2004, ORGANIZATIONAL BEHAVIOR, 6e, MaGraw-Hill Companies, Inc.
     
    Robert Kreitner 2009, PRINCIPLES OF MANAGEMENT, 11e, CENGAGE Learning.
     
    David H. Maister 2005, Some Tips on Managing People.
     management skill代写
    Steven L. McShane & Mary Ann Von Glinow 2005, organizational behavior, 3e, MaGraw-Hill Companies, Inc.
     
    Afsaneh Nahavandi & Ali R. Malekzadeh 1999, ORGANIZATIONAL BEHAVIOR:THE  PERSON-ORGANIZATION FIT, Prentice-Hall, Inc.
     
    Stephen P. Robbins 2005, Essentials of Organization Behavior, 8e, Pearson Education Inc.
     
    WorldatWork and IHRIM 2002, Challenges in managing organizational knowledge.