Literature Review on organizational structure, management, leadership, economics, government, law, value creation, and career skills
Introduction
Developing
a literature review ensures that many sources are compared and contrasted for
the best plan of action or strategic plan. Cross checking with many different
sources ensures that the work is of top quality and leaves no gaps in
knowledge. Inductive reasoning was applied in order to forecast the most likely
outcome out of the different sources of material found in regards to organizational
performance, value creation and career skills management coming up with solutions
to commonly found problems in organizations.
Roles
that structure, management, and leadership play in organizational performance.
Organizational
performance must be ensured within an organization through structure and
management. Using transformational methods of management, in which a leader or
manager interacts with the employees in a continuous work setting has been
found to have a positive effect in organizational performance versus a
transactional style of management where a manager or leader leverages rewards
and punishment (Spahr, 2014)as
a method to drive organizational performance (Felfe & Schyns, 2004). Transactional
leadership is essentially a way of telling people what to do, rather than sell
them on what to do through encouragement and incentives (Spahr, 2014). Implementing
methods of information management are beneficial within a virtual organization
as it allows for the documentation of performance and ensures that all metrics
are being met in an organizational level (Strader, 1998).
Essentially, coming up with ways to
motivate employees through transformational, rather than transactional
management can help drive performance. Ensuring that methods of management are
right for the type of organization can also help increase performance and
create a better environment for everyone involved.
Economics,
government, and law affect value creation in the global context.
Creating value is a
difficult part of business management; daily businesses struggle with creating
differentiators or value added services to their business to keep their
clients. Ensuring that the clients have the best experience possible, that the
businesses have a differentiator and that it provides benefits to the clients
are some of the things that an organization can do to ensure that the customers
see value in the products or services that are being provided to them (Rocca & Snehota, 2014). In addition,
value creation can be seen in things such as, management of strategies and
goals, financial measures and waste eliminators which lead to better
organizational performance overall (Hillstrom, 2004). Essentially,
providing a manner for improvement overall and ensuring that growth occurs over
a long-term basis (Hindle, 2009).
Career
skills in the field of business and management
Guidance and training
in a business environment has been found to increase morale, reduce supervision
and increased productivity in a variety of businesses. Without training,
organizations create ambiguity that impact all aspects of the organization and
makes it less profitable in the long run (Management Study Guide, n.d.). In addition,
training instills confidence in the employees, giving them the necessary push
to do what they are doing in a better way knowing that they are educating the
client and providing them with the best possible service available (Johnson, 1997). In addition,
creating a rigid training course for a business position, allows the employers
to set expectations and thus drive results in a more direct form and allowing
employees to ease into a role (Dale Carnegie Training, 2016).
Conclusion
In
conclusion, implementing a transitional style of management, instilling
training programs and creating value creates a better organization overall. An
organization that is better able to tackle and implement the necessary changes
and meet objectives on a consistent basis through the use of motivation, confidence
and necessary skills acquirement.
References
Dale Carnegie Training. (2016). Why Training Is
Important to Employee Engagement. Retrieved from Dale Carnegie Training:
http://www.dalecarnegie.com/why-training-is-important-to-employee-engagement/
Felfe, J., &
Schyns, B. (2004). Is Similarity in Leadership Related to Organizational
Outcomes? The Case of Transformational Leadership. Retrieved from Available
from ABI/INFORM Collection.:
Hillstrom, L. C. (2004). Value Creation. Retrieved from Reference for Business: http://www.referenceforbusiness.com/management/Tr-Z/Value-Creation.html
Hindle, T. (2009). Value creation. Retrieved from The Economist: http://www.economist.com/node/14301714
Johnson, T. (1997). Gaining the executive edge. Black Enterprise, 27, 103-107. Retrieved from Available from ABI/INFORM Collection.:
Management Study Guide. (n.d.). Training of Employees - Need and Importance of Training. Retrieved from Management Study Guide: http://www.managementstudyguide.com/training-of-employees.htm
Rocca, A. L., & Snehota, I. (2014). Value creation and organisational practices at firm boundaries. Retrieved from Available from ABI/INFORM Collection.: http://www.emeraldinsight.com/doi/abs/10.1108/MD-04-2013-0229
Spahr, P. (2014). St. Thomas University. Retrieved from Transactional Leadership: http://online.stu.edu/transactional-leadership/
Strader, T. J. (1998). Information infrastructure for electronic virtual organization management. Retrieved from Science Direct: http://www.sciencedirect.com/science/article/pii/S0167923698000372
