Abstract
The post underscores one of the most important aspects of organizational performance. Precisely, the paper reports the contributions of managerial functions to the performance of an institution. Most of the ideas raised in the paper are synonymous with management researchers. For example, Reid suggests that the management structures of most global organizations are hampered from efficiency because of the levels of bureaucracy that they create between the employees and executives, which is widely reported in studies, including (Morton & Hu, 2018). The cited author reports one of the primary findings in Reid’s paper, which is the fact that issues in the managerial structure negatively affect the speed and quality of decision making for managers, which has an extended effect of slowing down performance. In line with the realization of the contributions of managerial structure in organizational performance, many researchers have explored novel ways of reducing the gap between managers and the rest of the employees.
The Most Important Points that Reid Raises in His Managerial Structure
Dear Reid,
You propose the need for organizations to increase the interaction between juniors and executives through micro-management arrangements in which managers are assigned to small groups of employees, which is novel. This idea is informed by many extant studies, such as Alvesson and Sveningsson (2015), which suggest that having managers attend to small groups of workers improves the relational aspects of management. First, the cited literature reports that the managers will always be presented with the chance of understanding the needs of their employees, which drives them into developing workplace policies that meet their unique needs. Furthermore, other literature laud the need to adopt this aspect to management since it reduces the time for decision-making considering that the managers are always in consultation with their juniors unlike the traditional top-to-down approach to organizational structure, which is marred by bureaucracies.
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I find a clear connection between the proposed managerial approach in Reid’s paper and task accomplishment within the workplace. For example, the paper importantly mentions that managerial structures play a role in the job description which it associates with high levels of job satisfaction. In addition to this finding in the paper, I have read from Alvesson and Sveningsson (2015), which reports that managers should always ensure that they solve workplace confusions through having clearly defined roles for their employees. The cited literature, as I learned, enables the employees to focus more on their tasks and towards the improvement of their organizations by performing above the expectations of their managers and supervisors. An employees’ manual specifying the approaches to working has always been seen as one of the ways of installing effective workplace cultures, which Reid captured in his work.
Staffing is one of the core functions of management in any organization, for-profit and not-for-profit. In inclining their managerial structures towards the achievement of optimal returns for their companies, Reid suggests the need to have effective hiring strategies, which will always ensure that organizations get only the right people for specific jobs. In this case, the post mentioned some of the elements and characteristics that the hiring practices should seek, but I feel that it did not underscore the need to have a talented workforce. I would like to add that a wide range of literature reports that talent is one of the most sought after aspects by modern managers because talented employees contribute to effective problem-solving, task management, and productivity for their organizations. However, I agree with your conclusion that having effective managerial structures will always ensure that organizations in a place to manage most of their workplace challenges, most of which relate to human resources management.
References
Alvesson, M., & Sveningsson, S. (2015). Good visions, bad micro-management and ugly ambiguity: contradictions of (non-) leadership in a knowledge-intensive organization. Organization studies , 24 (6), 961-988.
Morton, N. A., & Hu, Q. (2018). Implications of the fit between organizational structure and ERP: A structural contingency theory perspective. International Journal of Information Management , 28 (5), 391-402.
