Factors Influencing Managers’ Styles of Management

It has been specified by Roskin (1989: p.19) that there is a well-established perspective concerning the factors on which the success of management styles relies on, which are as follows:

• the individual personality of the manager himself (Trait theory revisited);

• the individual followers, the kind of people they are and the kind of work they do, and

• the particular situation and circumstances on any given day or hour (Owens, 1973 cited in Roskin, 1989). Continue reading

The Implications of Organizational Structure on HR strategies and Its Practices

Part 1:

McCourt and Eldridge (2003:2) define Human Resources Management (HRM) as The way an organization manages its staff and helps them to develop. Bratton and Gold (2007) state HRM as a means of achieving organizational effectiveness through deploying employees’ talent by the use of idiosyncratic HR programs and practices while Thompson and Richardson (2000:58) point out that Human resources (HR) strategies are everywhere measured by HR policies and practices. To help achieve organizational efficacy, HR strategy coordinates and applies HR policies and practices, hence influences the behavior of people of the organization (Wang and Shyu, 2008). Jackson and Schuler (1995) provide an idea of how different organizational structures are shaped by HRM. Continue reading

Importance of Motivation for Organization, Business and Management

Motivation can be defined as an inner desire to make an effort (Dowling and Sayles cited in Freedheim et al. 2003). It is also the capacity to generate behavior or performance (Freedheim et al. 2003). This psychological dynamic process is an outcome of the interaction between the individual and the context that surrounds him/ her and changes as his/her personal needs change (Latham and Pinder 2005; Freedheim et al. 2003). Continue reading