Management And Organisation Studies

Running Head: MANAGEMENT AND ORGANIZATION STUDIES 1

MANAGEMENT AND ORGANIZATION STUDIES

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MANAGEMENT AND ORGANIZATION STUDIES 2

An organization is always guided by ideas in order to achieve something at the end. The

something to be achieved is usually guided by the goals and objectives of that particular

organization. That shows no organization can achieve its main agenda without having well

set goals and objectives which will define its functions and give a direction on where it is

headed to. The objectives and goals of the organization are set and implemented by the

organization’s workforce. That again shows that without an organized organizational

workforce, the goals will just remain on book, and will not have any impact on the company.

The organization will fail since it has lacked the implementing force required to forge the

organization’s agenda ahead (Baker 2017, 81). In summary to this, an organization depends

on majorly three things; Set goals and objectives, workforce resource and the material or

capital resources. Without one of them, the organization is maimed.

There are core reasons why an organization ought to have clear set goals and objectives. The

first reason is that the set goals give the organization a focus. The goals gives the

organization a certain target to hit. Just as an athlete is always aimed at winning a medal by

ensuring he or she spends the least time possible on the race, the same way an organization

should have a certain target to hit. Otherwise, without the target the organization will just

exist aimlessly and at the end lose its core purpose in its field of operations. An organization

can have every potential to prosper. It can have financial muscles, experience and best

workforce but with the absence of focus, the organization will roam aimlessly in its

operations (Knights 2016). It is important that an organization have a certain target which it

will work against.

The second reason is that the well thought goals help the organization to measure its progress.

No one can measure progress without goals. This is because setting a goal involves record

keeping in order understanding when the organization starts going astray or making losses or

even profits. The kept records allow comparison of productivity within the organization in

MANAGEMENT AND ORGANIZATION STUDIES 3

different sectors. With the clear objectives, the management will be able to monitor the

progress and implement changes where possible if it realizes some leaks in its process of

achieving the goals. The goals act as gauge on how the organization is fairing on, a good task

for any result oriented management.

Thirdly, the goals keep the management on track. The organization goals always define the

measures which will be taken in order to achieve them. The way an athlete always follows

the track marks with the aim of finally winning the race, the organization functions the same.

In order to achieve the set goals, there are some principles and measures involved to guide

the workforce in ensuring they stick to the track (Zald 2017, 126). The set goals make the

organization’s management to avoid unnecessary distractions which may stray them away

and hence lose focus.

Fourthly, the goals help in overcoming the procrastination problem. Procrastination comes

due lack of proper planning. Doing things just for the sake of doing, without any worries of

whether you should complete them or not makes everything liable to procrastination since no

force pushing the organization, in view of achieving something. Without the goals, the

organization will take everything with the ‘no big deal’ excuse and hence will never achieve

anything (Erez 2015, 126). Planning for the future makes the organizational management

understand that messing with one activity might miss the rest and hence there is no space for

procrastination of the activity or process.

Lastly, the well set goals acts as the organization’s motivator. The motivation is always

guided by an achievement. There is no way one can feel motivated if nothing has been

achieved and the root of achieved is a set goal which gives the process for achievement. Once

the organization in whole or a section achieves something, there is that inner feeling of

contentment and success which motivates them to perform even better. For instance, if a

MANAGEMENT AND ORGANIZATION STUDIES 4

student gets 70% in a paper which according to him or her wasn’t easy, he or she feels

motivated that can make it. This makes them toil harder to achieve better grades. The main

goal of the student is to get 100% and thus will a better performance; they will be motivated

to work harder for even better results.

The workforce forms the implementation tool for the goals. The goals can be set now and

then but without the proper workforce which should be well coordinated, the goals will just

remain mere writings on paper and making them will be a waste of time. The workforce is

what reconciles the material resources and the set goals for the achievement of the

organizational purpose. The labor power here acts as the driver of the organization towards

achieving the goals set (Ayers 2015, 125). The workforce is headed by the executive who

feeds the operational management with guidelines on how to achieve the set goals. The

organization in whole as a target to achieve and hence for it to achieve, every employee in

every sector needs to meet certain targets. The main reason is that the employees are the

drivers and no way can the organization achieve its targets without the employees having

some set targets to meet.

Offering targets for the employees also help the individuals in developing their profession.

By giving them the targets, the organization encourages them to set their own goals, think

broadly and maximize their efforts in order to achieve the broad organizational goals. The

contractual performance gives the employee a good opportunity to show their abilities and

potential in delivering for the goals (Yang 2018, 161). With no set targets, the employees

might not be able to realize their individual potential and hence they won’t know how better

can they transform and become professionals.

With the set targets, the organization is usually able to measure the progress of every

individual as well as identifying the strengths and weaknesses of every employee. This makes

MANAGEMENT AND ORGANIZATION STUDIES 5

the organization emend its workforce by either transferring or lying off the poorly performing

workers and replacing with able ones who are result oriented. Through the individual targets,

the organization gains the momentum from the ground by pushing each to maximally

produce to the best.

The other benefit of setting individual targets is that it maximizes production. There is no

employee who would wish to be demoted or lose his or her job. Every worker will strive hard

to meet the targets to secure his or her job. The individual targets make it a personal

responsibility rather than the general responsibility where the failure or success is for the

whole team. By making it a personal responsibility, the particular individuals will fight for

their survival in the organization and in return maximize the returns for the organization.

The individual targets again encourage competition among the employees. The employee

strives to be recognized as the best, and this encouraged the employees. A good performance

indicates devotion and satisfaction. The one who will be number one will wish to remain on

top while the last will try to use every strategy to ensure his or her performance is much

better next time. Using this strategy, the organization will have a continuous boost in her

production.

The target setting for employees encourages the wellbeing of the employees. Nothing

distracts an employee than a ‘confused’ work programme whereby he or she is bombarded

with different projects, no speciality (Jeans 2018, 126-129). This makes it hard for the

employee to recollect and mount his or her efforts on one project in order to achieve it. When

the organization set the target for individual workers, it shows there are defined processes and

activities which will be used to gauge their performance and hence they will give much

priority on those which matter for their performance contract.

MANAGEMENT AND ORGANIZATION STUDIES 6

Lastly, the employees provide faster results for the organizations under the individually set

targets. Every employee is usually given a deadline and hence he or she will work day and

night in order to achieve that (Lee 2017, 42). The executive is usually never much concerned

on how the employees achieve that as long as they conform to the terms and conditions of the

organization. The organization reaps much from this strategy of contracting employees

because whatever it wants, it gets since if the employee cannot achieve that, there are no

other options other than quitting or demoting them from their respective jobs.

In conclusion, the set goals, resources and labor force are the main drivers of any

organization. The labor force forms the key sector since it manages the rest and is the one

charged with the responsibility of implementing the processes or achieving the set goals as

well as reorganizing the resources to maximize their use as well as maximizing the

production (Westwood 2014, 34). In order for any organization to succeed, performance

contracting for the employees which involves setting performance targets should be

implemented. Even though the individual targets build pressure to the employees, there are

much benefits as compared to the free style way of administration. The organization should

also motivate the workers by rewarding the best performers as well as encouraging those who

are challenged in meeting the targets.

MANAGEMENT AND ORGANIZATION STUDIES 7

Argyris, C., 2017. Integrating the Individual and the Organization. Routledge.

Ayers, R.S., 2015. Aligning individual and organizational performance: Goal alignment in

federal government agency performance appraisal programs. Public Personnel

Management, 44(2), pp.169-191.

Baker, V.L., Lunsford, L.G. and Pifer, M.J., 2017. Developing faculty in liberal arts colleges:

Aligning individual needs and organizational goals. Rutgers University Press.

Bennis, W.G., 2017. Beyond bureaucracy. In American Bureaucracy (pp. 3-16). Routledge.

Bespalov, A., Steckler, T., Altevogt, B., Koustova, E., Skolnick, P., Deaver, D., Millan, M.J.,

Bastlund, J.F., Doller, D., Witkin, J. and Moser, P., 2016. Failed trials for central

MANAGEMENT AND ORGANIZATION STUDIES 8

nervous system disorders do not necessarily invalidate preclinical models and drug

targets. Nature Reviews Drug Discovery, 15(7), p.516.

Erez, M., 2015. Goal setting. Wiley Encyclopedia of Management, pp.1-4.

Farndale, E., Pai, A., Sparrow, P. and Scullion, H., 2014. Balancing individual and

organizational goals in global talent management: A mutual-benefits

perspective. Journal of World Business, 49(2), pp.204-214.

Farndale, E., Pai, A., Sparrow, P. and Scullion, H., 2014. Balancing individual and

organizational goals in global talent management: A mutual-benefits

perspective. Journal of World Business, 49(2), pp.204-214.

Greenwood, R., Oliver, C., Lawrence, T.B. and Meyer, R.E. eds., 2017. The Sage handbook

of organizational institutionalism. Sage.

Hallahan, K., 2015. Organizational goals and communication objectives in strategic

communication. The Routledge handbook of strategic communication, pp.244-266.

Jeanes, E., Loacker, B. and Śliwa, M., 2018. Complexities, challenges and implications of

collaborative work within a regime of performance measurement: the case of

management and organisation studies. Studies in Higher Education, pp.1-15.

Knights, D. and Willmott, H. eds., 2016. Labour process theory. Springer.

Landers, R.N., Bauer, K.N. and Callan, R.C., 2017. Gamification of task performance with

leaderboards: A goal setting experiment. Computers in Human Behavior, 71, pp.508-

515.

Lee, T.W. and Steers, R.M., 2017. Facilitating effective performance appraisals: The role of

employee commitment and organizational climate. In Performance measurement and

theory (pp. 75-93). Routledge.

MANAGEMENT AND ORGANIZATION STUDIES 9

Maas, K., 2018. Do corporate social performance targets in executive compensation

contribute to corporate social performance?. Journal of Business Ethics, 148(3),

pp.573-585.

Mahin Mohammad Alizadeh, M., Hassanzadeh, A. and Elahi, S., 2017. Presenting an

Organizational Readiness Model for Enterprise 2.0. Management Research in

Iran, 20(4), pp.95-116.

Nicolini, D. and Monteiro, P., 2017. The practice approach: For a praxeology of

organisational and management studies (pp. 110-126). London: Sage.

Rao-Nicholson, R., Khan, Z. and Stokes, P., 2016. Making great minds think alike: Emerging

market multinational firms’ leadership effects on targets’ employee psychological

safety after cross-border mergers and acquisitions. International Business

Review, 25(1), pp.103-113.

Reason, J., 2016. Managing the risks of organizational accidents. Routledge.

References

Robbins, R., Underwood, P.E., Jackson, C., Chen, M., Kuriakose, S., Jean-Louis, G. and

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setting as an interaction process. American Sociological Review, 23(1), pp.23-31.

Westwood, R., Jack, G., Khan, F.R. and Frenkel, M., 2014. Situating core-peripheral

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Organisation Studies (pp. 1-32). Palgrave Macmillan, London.

MANAGEMENT AND ORGANIZATION STUDIES 10

Yang, J. and Treadway, D.C., 2018. A social influence interpretation of workplace ostracism

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Zald, M.N., 2017. Social movements in an organizational society: Collected essays.

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