Leadership Studies
What are the potential outcomes of having lower level employees participate in the MBO process?
The Management By Organization (MBO) process is a situation in which both management and human resources agree on the organizations objectives. The agreement is a result of clear definition of the goals of the organization that allows focusing on achievement of the same. When management has lower level employees participate in the MBO process, the following outcomes are evident. The involvement allows these employees to get adequate motivation in their respective delivery of duty (Scanlan, & Keys, 2009). They realize their significance at the work place because of their participation in the MBO process. Lower level employees identify their respective roles in the achievement of certain goals of the entire organization. Managers are also able to supervise these employees during the MBO process. This ensures that lower level employees contribute to the company’s general success. They ask for clarification from their respective leaders in case they have doubts on the goals of the organization (Scanlan, & Keys, 2009).
Participation of lower level employees in MBO facilitates strategic planning for the organization. The management of the organization can establish the performance of these employees. Establishment of performance helps them plan for relevant training of the same employees in areas that they display incompetence. There is also increased efficiency in the operations of companies that involve lower level employees in MBO. The entire process practical, it forces the organization to create timelines for each goal that they wish to achieve (Grote, 2006).
Participation of lower level employees enhances communication procedures in organizations. It could make employees depend on each other but still yield positive results. There is constant feedback in these organizations. The feedbacks make employees influence each other in their efforts to realize company goals. The motivation that they have ensures that the entire organization increases its productivity. These lower level human resources can attain the gooks because they are part of the creation of the goals (Scanlan, & Keys, 2009).
What is meant by the term ‘degree of integration of goals’ and how can we achieve true integration?
The above term implies refers to the level of agreement that human resources on their respective achievement of goals. The term is in common use when employees register significant success in goal achievement of their respective organizations. The concept of integration refers to efforts that the management and subordinates of an organization make in the realization of goals. These two groups of workers combine their efforts in the same realization of goals. The subordinates display their commitment in goal achievement. They even establish their own strategies that would enable the organization realize its respective goals (Scanlan, & Keys, 2009). The goals could include the desire of the company to expand its operation within a creation time. Subordinates increase productivity that will in turn enable the organization to expand within the desired time. The management of the same company also displays its efforts in expanding operation during a certain period. They also make their efforts that could include intense training. Finally, the organization has two groups that have the same desire for speedy expansion of the company. It is mandatory for these groups to unite and in turn integrate their goals (Grote, 2006).
The achievement of true integrations depends on several factors. Perfect communication systems in organizations achieve true integration. Such systems ensure that both management and subordinates make similar decisions that are beneficial to the growth of the organization. Communication forces employees to register frequent feedback that is significant in achieving true integration. Adequate motivation of all employees could also yield true integrations. Employees will realize that there is no competition at their respective work places (Scanlan, & Keys, 2009). This will encourage the human resources to cooperate in each endeavor that they undertake while at the organization. There will be true integration of the goals of the organizations by all the existing human resources. True integration is also possible through sharing goals of the entire organization. There needs to be an establishment of policies that define responsibility of each employee in achieving true integration. Such policies will minimize on any chances of role confusion in the operations of the respective organizations (Argyris, 2008).
How are Likert’s causal, intervening and result variable useful in discussing and thinking about effectiveness?
Rensis Likert reveals an exemplary explanation on the relation that exists between significant variables in several organizations. His classification of relevant variables to organizations facilitates comprehensive discussions on organizational effectiveness. Effectiveness involves the functions that human resources play in the operation of organizations (Scanlan, & Keys, 2009). Causal variables include policies in organizations, structures in the organization and human resources’ behavior. These variables explain why certain phenomenon happens in organizations, they tell the causes of occurrences in organizations. This aspect is significant in discussing the effectiveness because of the following reasons. The structures in organizations determine whether the operations of the respective organization will be effective or not. Faulty structures compromise the competency of employees in any organization. Undesirable behavior, for example, cultures that discourage cooperation in organizations reduce the effectiveness in organizations. Policies in an organization could either promote or discourage the effectiveness of the entire organizations. Certain policies create unnecessary procedures that waste company time and in turn reduce effectiveness (Antonakis, Cianciolo, & Sternberg, 2004).
Intervening variables focus on the internal state of the entire organizations. The focus is chiefly on such aspects as perceptions of employees, the intensity of their motivation and their display of loyalty to the organization. This is useful in the reflection of effectiveness in organizations. Motivation is an extremely significant aspect in achieving any level of effectiveness in organizations. Employees who have adequate motivation display effective services to their clientele. Their general perception of the benefits of the organization to their development contributes to their effectiveness. If they perceive the organization to be positive in their respective professional growth, then they register commendable levels of effectiveness (Argyris, 2008).
End result variables are diverse achievements that organizations register in their operations. Some of these achievements include the profitability of the organization and other costs that the organization incurs while in operation. These are significant in the discussion about the effectiveness. Companies that increase their profit margins also increase their effectiveness (Scanlan, & Keys, 2009). The increase in profits motivates them to work better than they did and further increase their profits. Costs that these companies incur affect also the effectiveness of the company. Extremely high costs while in operation forces organizations to establish alternatives in the raw materials that they use. This is effective because the change in raw materials reduces unnecessary costs. Such reactions facilitate significant saving of company resources that play other roles in the growth of the organization (Antonakis, Cianciolo, & Sternberg, 200
References
Antonakis, J., Cianciolo, A. T., & Sternberg, R. J. (2004). The nature of leadership. Thousand Oaks, Calif: Sage Publications.
Argyris, C. (2008). Integrating the individual and the organization. New York: Wiley.
Grote, R. C. (2006). The complete guide to performance appraisal. New York: AMACOM
Scanlan, B., & Keys, J. B. (2009). Management and organizational behavior. Toronto: J. Wiley.
