First of all, delegation of authority is no longer effective when it does not includes planning. Planning is important as it ensure the flow of works. It takes time and effort in order to have effective delegation of authority. Other than that, superiors may solely lack of confidence towards their aides’ abilities. They might pressure their workers in order to do works perfectly.
For example, there is a risk that employee and managers are rejected the ownership quality when the roles and responsibilities stipulated in quality policies are not uniform with the original roles and responsibility. It will increase work-load that makes people not putting their best effort to their newly given responsibility and give impact to quality product. Besides, the organization can be barrier to implementing the quality management system when if there are barrier between department and in some cases a lack of team effort and co-operation. It will give impact to the success of implementing quality management system. The organization should try to break the barrier because they are still a part of the organization and at the end they have a same objective to achieve.
Employees show their resistance in terms of turnover, disengagement, reduction of output, quarrelling and hostility. This adversely affects the growth of the organisation (Razali and Vrontis, 2010). Employees resist to the changes implemented in the organisation due certain emotional aspects such as loss or power, frustration and disturbance in their field of work (Ullah et al, 2012). The resistance to the change is due to the emotional effects of the individual towards their fears of facing the unknown. The employees clearly oppose the change implemented by the organisation as it alters their position and affects their zone of specialisation and comfort.
It is obvious that lack of self-awareness results in big difficulties if it is not considered as a real problematic condition. By all means, this situation is a minus for a leader and can only be solved by training. Trained leaders are more self-aware as a result of productive process of learning. Thus, in comparison, they discover their inner power and feel comfortable to take and apply decision independently. Regarding changing world, complicated circumstances differ from one-another within one organization.
For example Renwick (2003) was concern about employee wellbeing and went further to say that seeking a strategic role as an HR practitioner rather than an operational role can actually jeopardies the welfare of employees. He mentioned that the in most cases line managers do not have the skills in managing people what they can do best is to represent the interest of employees in a more creative way. MacLeod & Clarke (2009) also emphasise that for a better performance of line managers there must be consistency in rolling out the HR policies and procedures to all line managers across the organisation. This is emphasized so as to align the performance goal and objective of the line manager with the key HRM focus. Studies have proved that the way staff members perceive HR practices is critical in determining the performance of staff couple up with the way we perceive the behaviour of the line manager (Truss, Soane, Alfes, Rees, & Gatenby,
Also, it created a resource deficient in the organization since the overly allocated projects remain the priority of the individuals. Lastly, such culture also leads to the individual developing their own goals and tasks that misaligned with the overall organizational strategy and which failed to develop a proper work system, ensuring the involvement of the senior executive at the right time and also the depiction of the project progress on a wider lens to the management, leading to the development of more centralized and individualistic approach in the
Failing to differentiate between management and leadership The organisation poorly differentiated between leaders and managers as highlighted even in their vision. The difference between managers and leaders lies in the conceptions they hold, deep in their psyches, of chaos and order. Managers embrace process, seek stability and control, and instinctively try to resolve problems quickly. Leaders, in contrast, tolerate chaos and lack of structure and are willing to delay closure in order to understand the issues more fully. 3.1.9.
The receiver might perceived the information wrongly and not according to what the original message means. The communication in the organization are not only restricted to the structure but it also depends on its complex elements of the organization which are the goals, people and technical appliances (Słomski, 2008). Communication is important in an organization as without it, the employees will be clueless on what are the associates are doing while the management will not receive any inputs on the information regarding to the organization matters and lastly the management will have problem in giving proper instructions towards the employees (Srivastava,
They are not supposed to be open about their likes, dislikes and prejudices and they can’t even exercise it while dealing with human activities. Since, this principle depends more on the workers so they have to follow the same methodology for all the individuals no matter whether it is casework, group work or community. The main purpose of the worker is to facilitate the process of achieving goals of the individuals. In short, a worker cannot accept a client or a group on his personal basis. That’s the reason these principles are made for modern social work profession and it’s the prime responsibility of the workers along with the individuals to take these principles into an
They will create a gap in recommended and current practices of Silueta, resulting in a negative effect on the daily production process. In order to avoid this from happening, it is vital that Silueta, pinpoint on the major barriers, to change and staying away from the same. The two major barriers identified at Silueta as elaborated below. Lack of Resources and Bad resource allocation Lack of working capital at Silueta can prevent it from introducing change that is necessary to stay ahead of competitors or merely survive as a business. In these circumstances, redundancies are almost inevitable.