Changing nature of work of managers due to globalization
The globalization is having enormous effect on the functioning of the managers on a day to day basis. This essay would discuss about the changing nature of the job role of the managers in the era of globalization. It is having political, economic and socio-cultural effect on the internal and external effect of the organizations. The managers of the firm have multiple relationships with all the stakeholders of the firm such as suppliers, lead firm, customers, government and the employees. They have different issues for consideration such as cost, flexibility, quality, price, pay conditions, quality, availability and others.
The managers are supposed to implement the international labor standards such as various compliance programs. The managers are required to abide by the codes of conduct applicable in the corporate world. This requires effective team coordination and constant support for the team members. The manager also needs to constantly monitor the avoidance and cost issues. They should keep in mind that the short-lived successes are temporary and they should aim for long term successes. They should focus on integrating the compliance with the capacity building of the firm. It should focus on being more cost effective and he should be careful in avoiding the key issues of the workers such as workers compensation, union representation. He should take an active part in motivating the workers and encouraging them so that they can give higher productivity. He should also be careful with the various laws that take care of the pay as well as working conditions in the multinational companies. The manager who is responsible for managing a global workforce needs to believe in the context of equality and do minimum discrimination based on the grounds of the sex, gender, race, religion or others.
For example, the managers in Canada are using the attributes of the changed demographics, values and attitudes so that they can accommodate the rapid advancements in the technology and address the various workplace related issues.
Reason for ineffective exercise of managerial power in organizations
The managers are expected to use their authority to achieve various organizational outcomes. The power relations in the organization are often based on the two aspects of power based on the manipulation and the coercion (Fleming & Spicer, 2014). The coercion is related with the direct mobilization of power and the manipulation is concerned with the attempt of ensuring that the action as well as discussion occurs in the accepted boundaries only. There are other aspects of the power such as subjectification and domination, which are considered as more systematic ones (Pfeffer, 2010). There are usually various types of organizational powers that are enjoyed by the managers. The power may be due to various categories such as authority, expertise, position, information, collectivity, personal and referent.
The managers are not always able to exercise their organizational power in the organization. They may have difficulties with the power of logic to influence others. They may not be able to possess enough rationality in order to support their organizational decisions. There may also be issues with the liaison and the alignment with the other team members who are already powerful.
There are instances when the manipulation act of the managers is used against them. This is the situation when the political agenda of the organization is being shifted to the broader stakeholders (who are supposed to oppose the operating principles of the central organizations). The multinational organizations are often challenged by the different groups that act against the international commodity chains, environmental damage and the labor exploitation. This has also been understood by the example of the food chain McDonalds. The company managers were being challenged by the legible process of the fast food production process, which was aligned with the environment and the labor rights. Such incidences often prevent the managers from using their power fully.
Effect of employee management systems
There are different ways of managing the employees and they have different set of outcomes. The management of the workforces depends on the type of workforces such as small workplace, large workplace and large modern workplace. The managers are also responsible for assessment of the high commitment systems. The managers also control their employees as per their perceptions about the employees and the consequences of the employee behavior (Khatri et al., 2006). The managers have also become more flexible in their approach and which also affects the organizational culture. The flexible firm was considered to be functional and numerical, in which the workers were given adequate freedom. However, there are instances when there is negative effect of the flexibility which is witnessed in UK. They may be limited in nature or they may be limited in degree. The focus of the organizations has shifted to focus and substance. There is an increased focus on the abundance of the services and the goods which is more available now and this has resulted in an increase in the consumer discrimination (Ackroyd, 2006). The external contracting often helps in shifting of the risks from merchant to the various peasant workers and in modern times also, there have been increase in the external contracting. There are also methods of joint regulation of the employees, which has led to the arbitrary power and the institution of fair rules.
These controls have also affected the organizational culture as the increased flexibility and the external contracts have led to more prominent culture. The employees are more eager to interact with each other and hence there is an improvement of the culture. The employees have started to work in coordination with each other and this has also shaped the organizational culture.
Ackroyd, S. (Ed.). (2006). The Oxford handbook of work and organization. Oxford Handbooks.
Fleming, P., & Spicer, A. (2014). Power in management and organization science. Academy of Management Annals, 8(1), 237-298.
Khatri, N., Baveja, A., Boren, S. A., & Mammo, A. (2006). Medical errors and quality of care: From control to commitment. California management review, 48(3), 115-141.
Pfeffer, J. (2010). Power play. Harvard Business Review, 88(7/8), 84-92.