Management style and its impact on empowerment in an organization
Managers get the work done through people. They allocate the resources, direct the activities of
employees, and take the decisions to attain organizational goals and ultimately sustainability.
Managing organizational behaviours through the rapid changes is one of the important tasks for
mangers. Managers need to come up with effective strategies to lead and manage their
employees inside the organization tin order to adopt the changes and to be successful in the
competitive business environment. Rapidly changing business environment, requires managers
to constantly apply changes in their strategies for managing the organizational members to stay
competitive. Success in today’s competitive business environment requires managers to
understand and effectively manage organizational behaviour. The importance of managing
behaviour in organization has long been the subject of attention by business scholars and
business practitioners. This attention has grown day by day to the point that today human
resources are just like the first customers of the organization (Sharma, 2018).
In the global business world men and women play an organizational role, thus understanding and
predicting organizational behaviour is a huge necessity in today’s work. The explanation of
cause-and-effect relationships helps to predict organizational behaviour. It should be noted that
management does not remain at the level of prediction of behaviour and seeks to control
behaviour, which is the control of behaviour as the ultimate goal of studying the science of
organizational behaviour management. As long as they are trying to survive and require
themselves to be present in the national and international arena, organizations must be the focus
of their continuous improvement initiatives. This principle cannot be achieved unless it is
possible to achieve this by improving performance management. The improvement can be
achieved by developing an applying new management methods by taking the necessary feedback
from the inner and peripheral environment, analysing the strengths and weaknesses (Martin,
Woods & Dawkins, 2013).
In today's dynamic environment, new management approaches with a suitable pattern will be of
great help to the flexibility of the programs, goals and mission of organizations. Javad Basir
Haghighi (2002), in a research on organizational behaviour management in the new millennium,
considers organizational behaviour management as seven fundamental principles that have been
obtained by examining organizational behaviour and management texts ,that are: adherence to
adherence, knotting, effort to create changes, having a job at work, how to deal with others,
using insubordinate people well and experience crisis management (Haghighi, 2002). It can be
said bravely that leadership and management are the most important factor in the process of
empowerment. The choice of leadership style and the view of managers towards the organization
of affairs of the organization have a direct role in the implementation of employee empowerment
programs.
The traditional beliefs of managers and their reluctance to distribute power in the organization is
the most important factor in the failure of empowerment programs. The success of the
organization is not a coincidence, but the success of the organization is a conscious choice.
Managers see success as achieving organizational goals and fail to deviate from the program and
distance from predictable goals. In their view, the organization's success is nothing but reaching
the goals set (Amirkabiri & Mediyan, 2011). Professional ethics, on the other hand, is the most
important variable in the success of the organization. Although humans do not have a single
point of view in terms of success and definition, but they are matched in succession. A common
and meaningful goal of a person is success in personal life, career, organization’s life. An
organization has many ways to achieve its success and to be accountable, but it will face a lot of
problems. Management is nothing but a way of understanding the ways in which the
organization succeeds and plans to improve these paths and resolve problems and reduce or
eliminate barriers.
Professional ethics in the organization can greatly help to reduce the organizational tensions and
help the organization to achieve its goals. Today, having professional ethics, especially for
managers, is a competition advantage in the organization. The issue of organizational and
professional ethics has played an important role in the world and in the organization. So that
ethics and related issues to that such as justice, fairness, commitment and individual and
organizational rights have become very important. Therefore, managers and staff members of
organizations, in addition to organizational and legal criteria, need to have a set of moral and
value guidelines that help them in organizational behaviours and practices, and enables a kind of
co-ordination and coherence in the way to the desired way in the ethics. Because today one of the
most important criteria for evaluating organizations and one of the important factors in the
success of organizations is ethical and moral workplace issues (Nicolaides, 2015, 2016;
Amirkabiri & Mediyan, 2011).
Organizational behaviour
In general, organizational behaviour involves the human subjects in an organization.
Organizational behaviour is a systematic study of the operations, actions, functions and attitudes
of individuals who make up the organization. In the field of organizational behaviour, systematic
study replaces the evident judgment, that is, scientific evidence collected in controlled
conditions, is measured and evaluated in a reasonable manner, and comes into existence in
relation to any cause (Ton & Huckman, 2008). Employees are the human assets for a firm and
their performance is the key to achieve organizational success. Absence and displacement of
employees can directly affect the organizational performance (Cooke et al., 2016). Managing and
improving employees’ performance is essential for achieving competitive advantage. Managers
should pay attention the quality and quantity of employees’ productivity and evaluate
employees’ performance in order to recognize the errors in production, as well as the factors that
reduce employee performance, and to be able to manage organizational performance effectively.
Replacing the employees who no longer work for the company is a very important part of a
manager’s task as well. Sometimes employees voluntarily leave the organization and sometimes
managers or stakeholders decide on needed employee terminations. Whether an employee
voluntarily leaves or he or she is terminated by managers’ decisions, that employee needs to be
replaced, because absence and displacement of employees has an adverse effect on their returns
and production and thus sustainability. Staff relocations lead to increased costs, and the
organization always works with people with little experience (Krapfl & Kruja, 2015).
Organizational improvement
Organizational Improvement The systematic application of knowledge and behavioural
knowledge at various levels such as the group, communication between groups, organization,
etc. is planned for change, and its goals are higher quality of work life, adaptability and
effectiveness. This is done by changing attitudes, behaviours, values, strategies, procedures and
structures so that the organization can adapt to competitive activities, technological advances and
the speed of change in the environment. Improvement in organizational behaviour has seven
characteristics:
• Human Values: Positive Beliefs on Personnel's Potential and talent (Y Theory of Michael
McGregor).
• System Circuit: All parts of the organization, including structure, technology and individuals
should work together.
• Experimental learning: Learning experiences in a learning environment (internship) should
be part of the human issues that you are facing.
• Problem solving: Defined issues, data collected, corrective action, and modifications in
problem-solving processes are created as needed. These processes are known as research in
action.
• Contingency tendency: The operations are selected and tailored to meet the needs.
Along with the rapid changes in the skills required, collaboration between managers and staff is
essential for success, so the new manager in the empowered organization, rather than just solving
problems, must participate in the work of the team. The role of the director in traditional
organizations was the intense control of the workforce, but in today's modern and new
organizations, people are empowered to make their own decisions and manage the affaires.
Empowerment is far from the traditional concept of the organization. Over the past few decades,
prominent famous scholars such as Chris Aragries, Warren Banis, and Rennes Silketeer have
argued that their commitment to decision making is crucial to achieving employee commitment
in work and job satisfaction and productivity.
Research on Japanese management techniques, including the Z-Uchih theory, points out that
scientist Marshal Sashkin believes in such a worthwhile contribution that employee participation
is not only functional, but it is also use-driven by the manager is of a moral necessity.
Collaborative management is fundamental concept in empowerment. Research in two parts of
industrial relations and management research shows that employee participation in the
organization includes empowerment and teamwork, and there is a positive relationship between
the level of participation, satisfaction, motivation and performance of employees.
Collaborative management requires the transfer of responsibility and the creation of a space for
employee mobility. In this connection, it is important that managers recognize the potential
capabilities of employees and achieve the identification and implementation of the correct
actions to solve the qualitative problem. The team itself is the leader of a new approach to the
relationship between staff, managers and organization. The teams involved in empowerment are
made up of small groups of employees who work together to solve specific problems of the
organization that relate to quality and productivity, which is a collaborative management method.
Participation takes place when a team divides the planning, implementation, and utilization of
resources and activities (Abtahi & Absey, 2007).
The role of managers in employee training
Training is an important method to improve employee job satisfaction and performance that
managers should consider and invest in the organization. Instead of seeing education as a major
and long-term solution to their problems, many managers see it as a formidable hardship that
keeps them away from their immediate goals. When some managers are asked why you do not
teach, they respond "because we hire people who have already acquired the necessary experience
and skills" (Adi, 2015). Although this answer seems to be a good successor to education, it does
not work in practice. Education alone cannot grantee the succession at job tasks. Through the
time, employees should be trained to improve their skills and knowledge (Pratama, 2015).
As Terera and Ngirande (2014), suggested training improves customer satisfaction and employee
confidence at work. The authors discussed that raining improves employee feeling of confidence
at work. Employees who are given training sessions can serve the customers better and they are
more likely to meet customers’ satisfaction in compare to those employees whose company does
not provide them with training. Training enhances employee motivation and job satisfaction as
well. As Dysvik and Kuvaas (2008), discussed job satisfaction is an important predictor for
employee performance. Training can increase motivation and job satisfaction that boost
employee performance and productivity (Jones et al., 2009). An employee might be very skilled
and experienced, but he or she also needs to be trained for his or her current job. He must
understand the values and philosophy of the organization, as well as the policies and practices
applied to the particular profession, if one does not see such professional-organizational training,
it will be limited in the ability to use his skills and experience.
Some managers believe that there is no need for formal education programs because employees
learn their skills while doing their jobs. They claim to be the best teacher experience, but forget
that experience is a very expensive teacher (Waris, 2015). When employees are forced to learn
by trial and error, they suffer and feel defeated while not being guilty. On the one hand,
customers have been damaged by mistakes and ultimately the organization suffers. Education is
also a path to growth. If employees are moving to higher levels of responsibility, they must be
trained. The growth of the organization depends on the growth of the staff. If the organization
expects serious opportunities to be successfully achieved, internal staff must constantly develop
their skills and prepare themselves to face bigger challenges. An experienced manager knows
that when he teaches his staff, he does the most important job for his own success. Education is
one of the important and influential factors in enhancing employees' ability. Therefore, managers
should play a major role in educating employees (Sendawula et al., 2018).
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