8 Jun 2022


Key Concepts Exercise: Implication for Managers

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Academic level: Master’s

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In a unitary perspective on the staff-management relationship in an organization, the staff, as well as management, is interlinked in the combined effort of achieving a unified purpose which is often the success of the organization ( Bailey, Mankin, Kelliher, and Garavan, 2018 p .44). Within this view, every member of the organization is viewed as being part of one big team. Organizations have been reluctant to move away from the traditional pluralist view where organizations were held to comprise of a constellation of groups holding that a unitary perspective can only be a desirable ideal. However, the organizations that are developing an organizational culture aimed at embracing unitary perspective are set to reap the benefits accruing from all stakeholders within these organizations working for the organizational success ( Martin, Farndale, Paauwe, and Stiles, 2016 p.26) . In my organization, which is a marketing firm, the corporate culture can be viewed as well aligned with the increasing demand for a unitary perspective. 

First, the organization has defined common goals and objectives which are held as overarching, and all departmental goals are developed around them. As such, the potential barriers and animosity that would exist between various departments and groups are eliminated. Further, the junior employees feel that they are part of a team since they work towards similar goals as the seniors. It is worth mentioning that when such barriers and animosity exist between departments, it becomes increasingly challenging to achieve organizational success ( Noe, Hollenbeck, Gerhart, and Wright 2015 p.111) . Adopting common organizational goals, however, does not eliminate inter-departmental competition but instead works to promote healthy competition. The common goals and objectives play a pivotal role in the organization by creating order rendering all employees to work in unison. 

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Further, the organization has entrenched inter-departmental workshops, whose primary objective is team building. Conducting these workshops can be pivotal in enhancing the adoption of a unitary perspective noting that they boost communication between various stakeholders. Additionally, during workshops, the top management takes the opportunity to collect opinions and feedback from the employees where the management addresses and implements them. Consequently, the junior employees feel that they are valued creating a loyalty culture within the organization. 

A conflict management team is in place at the organization working to bridge potential differences that may arise between employees and the management. The conflict management team is formed from among the employees and management. The organization views conflicts as counterproductive and dysfunctional as well as being in friction to the organizational culture. As such, countering rifts and disputes is a prime consideration; hence the formation of the team. It should be noted that the team adopts a progressive disciplining approach rather than a punitive approach. The organization has taken a democratic style of leadership, implying that it is conscious of the fact that differences in opinion are not entirely evitable. Often, organizations are faced with employee issues ranging from working conditions, pay, working hours, and bonuses ( Chuang and Liao, 2010 p.176) . In such instances, the conflict management team works to find neutral grounds, thus making it possible for the employees not to dwell on the conflicting issues but rather work towards achieving the common organizational goals. The team also works to determine when changes within the organizational need to be implemented. 


Bailey, C., Mankin, D., Kelliher, C., and Garavan, T., 2018. Strategic human resource management . Oxford University Press. 

Chuang, C.H., and Liao, H.U.I., 2010. Strategic human resource management in service context: Taking care of business by taking care of employees and customers. Personnel Psychology 63 (1), pp.153-196. 

Martin, G., Farndale, E., Paauwe, J., and Stiles, P.G., 2016. Corporate governance and strategic human resource management: Four archetypes and proposals for a new approach to corporate sustainability. European Management Journal 34 (1), pp.22-35. 

Noe, R.A., Hollenbeck, J.R., Gerhart, B., and Wright, P.M., 2015. Human resources management. Instructor 2015

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