MANAGEMENT PHILOSOPHY 7
A management philosophy is a significant aspect of leadership andmanagement, which helps to articulate the various principles ofmanagement styles to the manager, as well as to the people workingunder him. My philosophy is designed to ensure that the organizationI lead achieves maximum efficiency (Harder, 2008). Additionally, mymanagement philosophy also focuses on the equality amongst all theemployees. Motivating employees using the various establishedstrategies has always been my philosophy for enhancing productivity.
My management philosophy is exemplified by my values and beliefs. Myfirst significant belief is that all employees must performoptimally. In this regard, my management philosophy calls for thedivision of duties and responsibilities. My management philosophycalls for the creation of various departmental managers with each andevery manager with specific duties. Each manager has a group ofsubordinate employees under him or her. Every employee is heldresponsible for his or her actions. The division of responsibilitiesis referred to as the bureaucratic management philosophy. It involvesthe division of responsibilities in a hierarchical order with the topmanager or the chief executive officer being the leader of the entireorganization (Harder, 2008).
My management philosophy also demands that all the employees must betreated fairly, equally and with respect. This is a value that iscore to my management philosophy. It is essential to point that allemployees are human beings, just as their managers are. In thisregard, it is imperative to treat them with respect and dignity(Kirkeby, 2000). Consequently, employees must be given fair chancesin areas such as promotion. In other words, opportunities forpromotion should be based on merit rather than favoritism. This hasbeen viewed as a strategy that enhances the relationship between themanagers and the employees (Harder, 2008). In addition, treatingemployees with respect and dignity increases their moralesignificantly. It is needless to say that motivated employees willlead to enhanced productivity.
With a background in management training, it is an easy task for meto device a management philosophy for the organization I lead. Mytraining as a manager has enabled me to enhance my relationship withthe employees and also motivate them. As a manager, my priority is toenhance productivity at the organization. In addition, mutualrelationship between the management and the employees, as well asamongst employees is my priority. It is imperative to state thatthrough my training and experience with various managers, it hasbecome apparently clear that the relationship between the managersand the employees is critical for the success of the organization.
As a manager, I strive to be a leader than a boss. I do not endeavorto control or administrate people. Instead, I consider inspiringpeople, being innovative, as well as creative as the best guidelinefor my management philosophy. This helps me to focuses mainly ondeveloping people, as well as their performance at the workplace(Kirkeby, 2000). In other words, my management philosophy demandsthat I stop focusing largely on the organizational structures andprocesses, but focuses on developing the human resources, which arethe backbone of the organization.
Communication is a key component of my management philosophy. Theset goals and expectations of the organization I lead must be wellstipulated and communicated to all the departmental managers and theemployees. It has been noted through research that conflicts in theworkplace are as a result of poor communication of the organizationalgoals. Lack of proper communication in the workplace leads tomisunderstandings between the management and the employees(Koslowski, 2010). However, it should be noted that the employeesmust be given the freedom to choose how to complete their duties.Equally, any organizational changes in the organization that I leadmust be communicated clearly to the employees. For instance, once anemployee is promoted to the level of a manager, the information mustbe communicated immediately to all the employees of the organizationthrough circulars.
Conflicts in the workplace are an everyday occurrence. Researchersin the human resource sector have stated that workplace conflicts arealmost inevitable. While the truth of this statement may be incontention, it is crucial to put in place strategies through whichconflicts can be resolved amicably. My management philosophy seeks toenhance the relationship and the co-existence amongst all theemployees in the organization. In instances where conflicts arise,conflict resolution committees will be of great significance. Mymanagement philosophy seeks to have committees to resolve conflictsbetween employees or between the employees and the management. It iscritical to have representative from both the management and theemployees comprising the committee (Kirkeby, 2000). Potential causesof conflicts must be identified and measures put in place to avoidconflicts in future. In addition, my management philosophy will adoptdisciplinary measures for employees who cause unnecessary conflictsin the workplace. Such disciplinary measures may include compulsoryleaves and placing employees on probation.
As a good manager with extensive experience in management positions,I have learned that motivation is a vital element for success in theworkplace. In this regard, my management philosophy will incorporatevarious strategies through which employees can be motivated. To startwith, goal-performance strategy will be central to motivation.Employees must realize of the set goals and hence the level ofperformance, which is expected of them (Koslowski, 2010). In order toensure that employees are motivated to achieve their goals, adequatetraining will be provided with regard to the expected duties theemployees are supposed to carry out. Secondly, a reward system basedon performance will go a long way in ensuring that employees aremotivated. In my management philosophy, every month there will berewards for the top three performing employees. Lastly, team buildingactivities which are organized twice a year are a critical element ofmy philosophy. The team building activities are meant to motivate andenhance the cooperation between the managers and employees, as wellas amongst the employees (Riccucci, 2010).
My management philosophy also focuses on quality rather thanquantity. The efforts made by the employees and the managers must bemeasured in terms of the quality of the output rather than thequantity. I believe in the quality of the products and servicesproduced.
Aspects that have served me well
In my management philosophy, all the aspects have been extremelyhelpful in the achievement of the organizational goals. However, someof the aspects have been more essential than other. For instance,communication has been identified as a critical element ofmanagement. Communication of the set goals and the expectation of theemployees has been central in the achievement of organizationalgoals. It has also helped in avoiding workplace conflicts. Inaddition, my management style of being a leader rather than a bosshas been instrumental in the achievement of my goals. It has helpedme to interact freely with subordinate employees, as well asunderstanding their grievances well (Smith & Graetz, 2011).
Aspect that needs improvement
The aspect of conflict management needs some improvement. Conflictsat the workplace have been noted to be extremely common and act as ahuge impediment to the achievement of organizational goals. In thisregard, the conflict resolution committees tend to take a long timebefore resolving a conflict. This results to numerous man hours lostleading to reduced productivity. It is paramount to have a morerobust and quick method of resolving the conflict.
In my life as a student and in the corporate world, I have metnumerous managers. Interestingly, almost all the managers have hadvarying management styles and philosophies. However, one manager whomI met a few years ago had one of the best management style andprinciples. The manager was not only a manager but a mentor to thesubordinate employees. The manager used the aspect of dialogue andeffective communication to influence the subordinate employees. Themanager was a huge source of inspiration to the employees. I alsonoted that the manager had a schedule for meetings with employeesevery end of the week. This was meant to be a meeting to discuss thevarious issues affecting the employees.
It is evident from the management style of this manager that theemployees are at the epicenter of the organization. The managerrealized that the employees formed the core of the organization. Themajor strength of the manager was the ability to influence and directthe subordinate employees in the organization. It was extremely easyfor him to see to it that the objectives and the goals of theorganization are met. However, the major weakness of the manager wasthe lack of power which is mainly associated with senior managers inorganizations. It was extremely hard for the manager to push anagenda, which the employees were against. The manager had asignificant influence in the choice of my management philosophy, aswell as the management style to use. My choice to be a leader ratherthan a boss was based on his leadership style.
Harder, B. (2008). Management training and developmental programs.Washington, D.C: National Academy Press.
Kirkeby, O. F. (2000). : A radical normativeperspective. Berlin: Springer.
Koslowski, P. (2010). Elements of a philosophy of management andorganization. Berlin: Springer-Verlag.
Riccucci, N. (2010). Public administration: Traditions of inquiryand philosophies of knowledge. Washington, D.C: GeorgetownUniversity Press.
Smith, A., & Graetz, F. (2011). Philosophies of OrganizationalChange. Cheltenham: Edward Elgar Pub.