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Main Obstacles Of Management And Leadership

1: Introduction

It is said to be that there is a bundle of evidence that successful organisations are managed by efficient managers. To maintain success in an organisation is possible only through effective management and important factors of management. They can sustain growth through their abilities and qualities. According to Pfefferand Viega (2009), common sense and common knowledge are different. Knowing things is different from doing things. To make an effective organisation the level and position of the human resource is very essential part. On the other hand obstacles and conflicts are part of every kind of business. Below the most important factors of an effective organisation and the main conflict and obstacles to effective organisational performance and how to attempt to overcome they are discussed.

2: Important Factors

2.1: Qualities of the human resource

The improvement in success of a company depends on the quality of the human resource. According to Whetton and Cameron, (2005) the most important personal qualities essential for a manager are the awareness of one’s own self and ability to solve problems analytically and creatively. Qualities of human resource are very important factor of every organisation because without human resource it’s difficult to go through the success of a company.

2.2: Strong Leadership

 

Strong leadership is basic step to establishing ability in the way in which the organisation is showing their best performance - it describes organisation and keep reliable and good communications. The members of management unit should be selected and a professional spokesman mentioned. It should be clear to all that the team has the power and capability to take action and solve the problem.

2.3: Self awareness

Self awareness is the first quality that builds creativity in the consideration process. It’s not possible to stop self awareness at the individual stage. To understand the lifestyle of customers and environment self awareness helps as expressed by Anita Roddick in her interview about her best management practice. Cox (1994) in his book mentions that, self awareness is most important to have a perception of self look upon and deserving to define the people’s emotional intellectual level.

2.4: Ability to solve problems

The second personal skill is the ability to solve problems claver manner. At this stage the manager should be able to think about the boundaries of thought. Like Anita Roddick remarks, the team should not be rigid in its thought process so that the spirit of trying new ideas is killed.

Managers in an organisation should have a range of skills like motivating others, coaching, offering supportive communication, exercising influence and managing conflicts. All these skills are the ability to supportive communication. According to Golen (1990), supportive communication is the communication that seeks to preserve a positive relationship between the communications while still addressing the problem at hand.

2.5: Leadership skill

Leadership expert McFadden (2007) comments that, “the leader should have passion for the people which means that the leader regards the people more than himself. In order to fulfil this need, the achievement of the leader will be strongly dependent upon whether he has accomplished the first "P" - passion for purpose". People are trusting in the guidance of manager because people believe that his experience is the result which already made the way of moving ahead.

2.6: Group skills

The next factor is group skills that enhance the effectiveness of an organisation by which the members should be able to making useful teams and achieving positive change. In times of change of organisation the leader must enhance the people of an organisation towards the change of success. In a sudden change, it is very difficult to motivate the people of the organisation for change, to help the new success.

2.7: Swift decision making

Taking too much time and hurtful debate will quickly made weak the courage in your unit and its success. This does not mean that in hurry you make a wrong decision you will need to collect the fact to make the right decisions. It is said that often a good decision made quickly is much better than a correct decision made too late. So quick decisions can help you and will take less time to achieve the goals.

2.8: Effective spokespeople

It is very essential for an organisation to convey the message across clearly and with belief. Be careful that who is the right person within your organisation can transfer your message in a convenient way. It does not mean that those who are the most seniors of your organisation are the best to convey the messages. In this case you may need a professional help in this area. For this you may be hire a spokesperson who will work on your behalf, or he can also train internal employees to do the job. Furthermore senior executive likely to regularly meet the press or media should consider undertaking some media skills training to judge their level of improvement to perform in front of a “media”. It may seem for a while unnecessary, but the purpose of this exercise is never felt more then when you are about to face your first press conference in the middle of issues.

2.9: Clear, proactive and continuous communication

 

There are series of Communication. Firstly, communication with government, secondly, communication to direct stakeholders and thirdly, broader communication with the press and media. For each of the above channels it is necessary to keep a reliable and correct flow of data. Do keep a record of events of all communications, and not just for governments.  A communications record should be set up suddenly the crisis breaks.  All dialogue should be through the convenient route, ones that are agreed and understood within your own company. It is absolutely approved for each of these routs to have separate spokesman, but it is important that they transfer not just right information but also communicate to make sure a common passage across the routes. An important thought for each management how it is to keep its own members of unit informed.  Do not expect to be able to enforce a company line without considerable difficulty.  It is much better to communicate honestly and directly with members, asking for their help and support. A reliable appeal from all levels of the company, even those "door stepped" by reporters will pay helpful in the long run.

2.10: Good stakeholder relationships

 

Good stakeholder relationships are playing a vital role in the successful performance of organisation. It is very easy to believe in the strong and hard working behaviour of a company that has connected itself with good quality and effectively in all its dealings, than in one that has may taken a poorly made approach to serious events the past.  Good stakeholder relationships are the fundamental of organisation.  Have a good Brand reputation - it is often said "it is easy to say good when things are on right track, but when your backs are supported by wall, that's when you find out just how good you are". It's not about what you believe in the end - it's about those around you, about what they believe.  Do they believe that you doing the right thing?

Explaining this capability is not as easy as it may sound, but using Business Continuity Management to clearly explain to your key members that not only do you have a business relationship, but that it is founded on well tested and quickly recovery processes can be very useful. Moving forward relationship between the BCM managers in your company and those members in your key stakeholders can maintain a strong positive promise and level of mutual relationship. An exchange of information on the procedures adopted, perhaps issuing updates on you’re testing and rehearsal cycles for both BCM and CMT, would prove valuable in keeping the confidence of these organisations in your ability. Simply put, it shows that you are taking things seriously and that you have thought through well ahead of time what will need to be done.

2.11: Don't be afraid to say sorry!

 

Some organisations feel incapable of saying sorry.  Often the estimation is how things should look to right or regulators, but this is often a false supposition. Explaining your consideration of the difficulties of the situation, and its impact on people is essential to properly handle the impact of the problems. If you fail to connect with those affected, the media and even observers will create problems which will face you.

 

Remember saying sorry for a situation does not necessarily mean that you are accepting full and whole responsibility.  What we would suggest is that you are instead explaining empathy with people and through the other actions and that you have acted accordingly as an organisation. The situation may vary and there may need to be very competent advice.

3: Main Obstacles

Leader responsibility is to deliver results by his ability. For some time this might be seem wrong and unfair, but it will give the result of that problem. It is easy to give solution theory but practically it becomes more difficult. So following are the obstacles which are facing the organisation and as an effective manager you have to find out the solution.

3.1: Old mindsets

This might not be the thing that you would automatically expect to see at the top of the list. Reality is that when we get the position of a leader then it is very easy to leave behind that there are several approaches and difficulties. After becoming a new leader if you are still in the manager old mindset then definitely you are going in the wrong way and you have to face problems and going to struggle. For example if you are not new leader old mindsets and without being aware of possible dangers can be an obstacle.

3.2: Personal rather than corporate agenda

It’s never be noticed that how someone's leadership career developed gradually. At the beginning they are very energetic, full of effective and new ideas, but after sometime when the responsibility and situation going gets hard, and then they became to start their own work rather than organisation’s success. Is care full working on your own agenda?

3.3: Vagueness about direction

Vagueness about direction is also a kind of obstacle for which your mind should be clear, as the head of organisation people will look to you to manage the situation in a clear direction. After all except that you have a clear direction in which you wish to take the organisation or team forward in, depends on you how are going to deal it and get the support you need.

3.4: Micromanaging everything

The one area that differentiates the ability of the best leaders from the poorer leaders is to let go through of the things. On the other hand if the leaders take too much time micromanaging the situation they get in the depth and lose the solution of the real issues.

3.5: Failure to act

We have all probably faced this situation at some instant in our life. The company is facing some, needs to make some plan and most essential act on them. Yes it takes courage but unsuccessful to act is a recipe for crash in the long term.

3.6: Having to be right

When someone comes up with the ideas it will be fantastic to that person. But with time when this becomes important to you as a head and you became at the stage that stop listening, meetings and miss the real chances.

3.7: Failing to adapt

Every existing condition needs a different reaction. When you fail to carry leads in circumstances and you are unable to find a solution of the problems, this failure can be the result of the whole company damage. All the time is active to face new changes and challenges circumstances.

3.8: Conflict management

Eisenhardt (1997), mentions that a conflict over issues is not likely within teams but is also valuable. Many differences provide the team units the variety of knowledge, in depth of the problems and the way of solving. In the history of international level, useful planning and action are made by members that can find out the problems without dealing of the task. But most of the time conflicts can also play a role to the slowing down of the members and can damage the positive aspect of the planning. The main reasons for issues might be personal differences with truth to consideration and strong hope, informational shortage like wrong information or misrepresentation, role inability and environmental stress from resource insufficient. The organisation should force a feedback or have an accommodative action or have a compromising approach or can avoid giving response to reduce the adverse effects of a problem.

3.9: General obstacles in an organisation

like explained earlier in this essay, an organization needs a wide range of skills but even when the members in an organization have the ability and it does not work in the way it is supposed to. Under many situations, the management is not serious and well creative to put the employee’s effort to broad use. The basic obstacles and problems that stop the activity of organisation to maximise their resources is its lack of vision. An ability to prove itself is the effective solution to the customer problems and issues. If an organisation does not have the ability to to identify the opportunities in the current business environment than management will have to face problems and creates obstacles to success. As mentioned by Anita Roddick, that solutions are among ourselves. The problems and solutions have to be finding out from the environment of the organization. If a responsible team is not able to identify, define and offer creative solutions to the needs of the market then it will be counting the missed opportunities. Another big problem to success of an organization is the ability of the firm to handle smartly with changes that occurs suddenly. Any prospective change by the leadership and organisation which oppose a threat to the values and usual situation of the members of the company is by force refused. Members of organisation welcome the concept of change individually; often they show stress when there is a need for change. When the business is faced with continuous change, the company should be toned well enough to accommodate the necessary changes in its working systems.

4: How to overcome the obstacles

4.1: Motivation and morale

To overcome the obstacles an organization need to convince the employees to achieve the goals. In order to maintain the positive position the management must increase the level of motivation of the members of unit and has to take care of the level of reality of duty and essential molecule of the job. Hackman(1980) points out that the core job dimensions include the skill variety, task identity, task significance, autonomy and feedback. Furthermore the job needs variety of experience, for those who do the job increase the significance and importance. The people who are on the duty must be given the authority make planning and take action, reliable working times, deleting the official bans and allow to set their job targets. This is most important factor for the members to give the accurate feedback about the person should be given accurate and timely feedback about their presentation. The knowledge of employee’s about their work and duty on the job helps to motivate and increase the customer fulfilment directly and help to increase the success of the overall working effectiveness of the organisation. The important parts of the duty that are discussed above help to create approving states of mind which help in job fulfilment, job satisfaction, low absenteeism and low employee turnover.

Following are the points by which we can manage the obstacles:

4.2: Work with more information

4.3: Focus on the facts

4.4: Develop multiple alternatives to enrich the level of debate

4.5: Share commonly agreed upon goals

4.6: Inject humour into decision process

4.7: Maintain balanced power structure

4.8: Resolve issues without forcing consensus.

5: Management is the cornerstone of organisational effectiveness

It's well known that Performance Management frameworks can help any organization create better alignment by ensuring all resources are directed to those areas that are deemed strategic - but is that enough? What about instances where alignment still falls short of expectations, when the organization in question is still plagued with higher-than expected levels of waste and inefficient processes? How do you manage these processes and can traditional Performance.

Management methodologies provide enough insight to ensure success? Or are other tools needed as well?

Performance Management successfully dealing with a problem or difficulty help organizations understand, act on and power to sway business decisions, processes and measures of business achievements. The Performance Management Excellence Awards will honour customer success stories in four key areas:

5.1: Environmental Responsibility

At the start of the new millenary, the human society faces several problems. In which the Global warming is at the top, terrorism is a sign of danger for many countries. It cannot be said that nature will stop to provide the resources. In action for human to be real with nature, it is of vital factor that we being human take our independency towards nature and other human beings honestly. In the middle of this entire situation, the greatest well known important organisation in the world, the corporation, plays a very important role. They are the largest dealer in resources and they are also the organisation that changes our life more than any other. It is because of the special advantage that organisations have in our lives and on the natural world they manage in, that they want to get hold their social and nature world accountability serious.

5.2: Performance Management at the business unit level

5.3: Implementation, execution, and expansion

5.4: Enterprise-wide deployment and visibility

6: Conclusion

If we study closely more in complexity, the list of the excellence of successive team will grow further more and longer. We all are well familiar with the essential factors of management. When a leader is in a position to go through the abilities to perform these purpose he becomes more successful. As quoted by Manali(2008), “the manager is responsible for the successful implementation of management skills. A good manager needs to adhere to the basic management principles and exhibit the basic management skills in his/her personality." Effective business leader uses real piece of information, reliable venue and limiting factor and beside from all these he make image and consider the essential activities, how they will be guided and what will be their participation to gain the required success. Effective manager must take advantage of the chance and go with the competition to achieve the desire solutions. In organisation for a good manager the essential factor is that, the company should maintain its focus on the performance of people achieving the goals.

It should be clear to members that what the goals of organisation are. The direction of objectives, members and other resources should be same. And the company’s strategies, control and the way in the organisation is moving to the success should manage employee recruitment and management to gain the outcome of the company. At the end if the management members have many interrelated parts and change the concept of the company from getting the chances opportunities to provide what is wanted to the routine needs daily purposes, after that we come to know that the company has give rise to their success for growth. So the factors which are discussed above are playing the vital role in every organisation success and achieving goals. And especially effective managers can apply these factors in well defined manner by which the organisation goes through their success easily. On the other hand if we look to the obstacles which are discussed very broadly and most of the organisations are facing these problems. But an effective manager can easily overcome of these obstacles which are occurred to the company. And the last part of assignment is that management is the cornerstone of effective organisational performance, so I am in favour of this statement that management is the cornerstone of effective organisational performance. Because without management it is not possible to achieve the goals of organisation effectively. For this purpose management is very essential for every organisation for every kind of business management is the cornerstone of effective organisational performance.

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