Organisation Management

Managers work under set targets by their employers. When presented with the goals of the organization and the projected achievements, the manager should review these targets and ascertain whether they are achievable.

The manager should analyze the company's set targets and discuss the way forward with the associate (subordinate) staff as well as the supportive (supervisory) staff. This provides and in-depth review of the targets. An examination of the resources to produce the required results should be done. Otherwise the aforementioned may be unachievable under the existing work environment. There may be a need to increase staff or buy new equipments and machinery so as to produce to the set targets.

In fear of being branded as incapable of driving the company to profitability through presenting enormous budgets in form of staff and production equipment, a manager may opt to exert pressure on the workers to produce under conditions of inadequate staff and equipments. The result may be effective in the short term.

However, pressure accumulates on the employees over time. When it reaches a threshold level, complaints begin to arise. For instance, workers demand salary increment. What begins as a positive strategy turns out to be destructive and derails the management initiative. If these complaints are not resolved amicably, the company's performance diminishes as staff morale drops. The company is subjected to untimely expenditure through increasing the salaries and tackling threats of industrial strikes and settling staff disputes.

Moreover, opportunistic workers may come up to demand unrealistic salary increments. A management verses staff battle crops up. The manager becomes entangled and stressed. The 'pivotal pillar' becomes weak. The result is a dissatisfaction of both the employees and the employer. Eventually, the manager may exit the company as more pressure builds up and the management system collapses.

Alternatively, the manager may decide to 'face the heat' and adopt other strategies to 'resuscitate' and safe the company from the verge of collapse. The key factor rests upon creating a balance between these two parties while focusing on meeting set goals and objectives of the company. Decision making process and communication should be initiated without fear of condemnation of failure or incapability to deliver to the expectations.