An Organizational Model Analysis and Comparison
What types of Management Models are there?
When a business is in operation, whether it is a small local business, or an international conglomerate, there is only one statement that proclaims itself true; they are both functioning. It is here that various differences occur, as the organizational models that define a company’s management potential and production efficiency, are all different in and of themselves. The entire purpose of an organization of employee skill sets vs. personal qualities has always been a main form of controversy in the workplace, only because of the various human frames of references and how it affects a particular managers state of stance. The economic systems of past civilizations have worked in a traditional sense and sometimes a human-relation sense as well, but currently, the Transformational Model has been rising in popularity because of the new cyberspace and all its capabilities on a global economic level and infrastructure.
The Traditional model is a strict, control-enforced environment where rules and production standards are the key to success; although one could also find the Human-Relations Manager model to go in the complete opposite direction, encouraging respect and laughter to flow comfortably through the workplace. A view of the Human Resources management model completely reforms aristocratic standards, placing employee interaction with the business on both the personal and financial level. After viewing those three models, individuals proposed that a Systems/Contingency Management system would be ideal; simply because the philosophy is that no particular model gives dominance over another, thus a semi-flexible structure is important for quick decision making. In response to the growing number of businesses in the ever-changing cyber world market with such companies as Google, Microsoft, and Facebook taking the place of traditional businesses around the world; A Transformational Management Model was needed to match a lean employee line with a very flexible self-motivated role for employees to make better profit gains.
Let’s say a business is a restaurant, and within this environment are the constant flow of information from kitchen to dining room and back. In this type of workplace, you would have to consider allowing for a Systems/Contingency model, the main understanding behind this reasoning is the amount of inventory that must be taken by each employee, but ultimately goes to the executive chef or other manager in charge. I believe in the food industry, one must grasp this model consistently because of continuous changes in the atmosphere, paperwork, and above all else, attendance of staff. In this business, there is a quick hiring and firing process if something gets out of hand. That is why the Systems/Contingency model would work best in a food industry environment, or any environment for that matter, because the economic instability that various countries are facing, needs flexibility yet can deliver strict rules if needed.
When you are working with any business, there are a few things that can happen that I do not particularly like when facing a manager, thus presenting a Traditional Management model. The greatest doubts I have in this model is the amount of time pursuing productivity with a strict role in keeping efficiency high or removing the individual responsible for the falling numbers or product. This in theory would simply cause employees to care less about their job, making unwanted comments about the hierarchy of the business, and potentially become untrustworthy simply because of the minimization of the employee’s personal traits. A traditional model would only work in an aristocratic way, or in a large holding where the employees seek minimal wage but strives to compete in an ongoing efficiency.
A style that would incorporate smoothly into a business I would prefer to run is a Transformational Management model, a form that allows all of my employees to work in a self-motivating way to achieve results. I run an online promoting business that interacts with individuals of all nationalities and cultural norms, and with this type of business, I must allow each employee under them to push in his/her own direction to get optimum results, thus gaining a trust, and in the long run gathering more customers of international relations. It is likely to think that if this type of model grows any more popular as the internet is growing, then the afflation of other businesses with each other pushes the economic boundaries further, allowing an increase in overall profits in my own business.
As the generations have advanced over the many centuries, there have always been different models of engaging the customer and continuing the directives of an individual’s business. If one were to use one particular model, then the progression of the company could proceed successfully or be hampered by both personal and outside factors, such as how determined a manager is at changing the rules to meet a situation with the highest clarity, or being bullheaded and unbendable, thus collapsing the management model due to one’s frame of reference. Therefore, whether it is the Traditional and very strict management model, or a Human-Relation model, there is still only one major similarity, that they do function, but how they function is up to the company at the helm.
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