Organizational Behavior - Good Management

Organizational Behavior         
Professor                         

5 April 2018                

Good Management

        In the 21st century, competitiveness is fierce. Managers have to come equipped with an array of skills to keep a competitive edge. Being educated used to be one of the requirements, but having intellect is far from the only prerequisite needed to stay abreast of things in organizations. Now, empowerment is necessary, ensuring a competitive edge, ingenuity, diversity, and above all, financial management is essential in organizational management.

        Managers must understand the economy and make strategic leadership decisions based on not only what is good for the company, but according to what is going on in the economy too. For example, if interest rates are high because of a poor economy, then a manager may need to decide to look for other revenue streams instead of borrowing funds. Although downsizing is never favorable, it may be an option that has to be reviewed. Managers have to be willing to make unfavorable decisions that may cause internal calamity but saves the company holistically.

Good managers have to be great conflict managers too. Handling conflict in a positive manner is the best way to solve a problem. Amicably handling people and concerns can save resources and reduce stressful situations. Most people like positive outcomes resulting from conflict. Compromises also work, but at no time should conflict be allowed to fester professionally or personally. Interpersonal conflict should always result in the following ways to prevent future problem and secure a solution:  define the conflict to ascertain the issue, review the variables that caused the conflict, monitor the conflict to find ways to avert the problem in the future, look at the conflict styles, and resolve the conflict.

Ignoring issues and not communicating can cause even more problems. A true leader empowers others. They can get the unachievable done. It is not easy leading people and getting them to perform things that are a natural part of their job, but the best managers are able to get even the most complicated tasks done. The mission of any organization takes buy-in from every employee, and great leaders make sure that everyone is working toward the objectives of the company. The strengths of transformational leadership include strong leadership traits, intuitive appeal, expansive leadership view, effectiveness, and charisma (Suresh and Rajini 155). Also, good leadership entails mutual respect and trust (Gupta 1).

There are a mixed of leadership styles that can managers use to ensure buy-in from employees. First, employees have to be have clear directives, and they should be appreciated for what they do. Managers have to lead with strength, but find a healthy equilibrium where they can empower employees to do their jobs optimally. One of the ways to do that is to ensure clear directives and follow up. Dagilis asserts the following information about authoritarian leaders:

Authoritarian styles of leadership, also known as autocratic styles of leadership, position leaders as the ultimate decision-makers. Employees and subordinates are utilized as resources for information, but their input is not necessarily considered when it comes time for an authoritarian leader to take action. Some authoritarian leaders may act outwardly aggressive and dominant, while others concentrate on using experience to act quickly and strategically. (1)

Transformational and authoritarian leadership are both important for managers to understand to become successful. The strengths of transformational leadership include the following factors: activist mindset, strong self-belief, vision, strong leadership traits, broadly researched, intuitive appeal, processed focused, expansive leadership view, effectiveness, and charisma (Suresh and Rajini 155). These characteristics are essential because without them it is difficult to empower others to change behaviours in an effort to effect change for the betterment of the organization.