Management as Future Profession

Question: Discuss about the Management as Future Profession. Answer: Introduction Management is a profession that is valued in the modern world because it allows an individual to define the success of an organization. The managers play significant roles in the evolution and growth of an organization. Undeniably, being a manager implies that an individual must do more than a mere change by facilitating an evolutionary process. I understand that business success depends on the successful employees and strong managers are the component of employee success. Given its significance in the modern business environment, I believe I have the potential and zeal to succeed in this profession. Critical review of the management profession Many people would view managers as people who occupy a position of authority over others. However, McCrimmon (2010) defines managers as people who manage themselves while the management is a process where an individual engages everyone. To this effect, management is a role that goes beyond an individual. In the industrial age organization, managers were part of the formal hierarchies which were supposed to assign specific roles to workers as explained by Murray (2016). Based on this role, they managers had the powers to govern, plan, organize, and control the workforce (Chuang, 2013). This perception made the management a restricting and top-down function. In the post-industrial era, this attitude has changed because one has to be the own boss who has strategic partners, customers, and suppliers to consider in any decision-making process (McCrimmon, 2010). Management is beyond getting work done through others, especially employees. For instance, in todays world, we must be in a position to manage ourselves, our activities, and our time that rarely need formal managerial functions or manage people (Chuang, 2013). To this effect, the managerial function has been distinct from rules of such a manager such that the management function has become a responsibility of everyone in a company. In modern, post-industrial age, everyone needs to manage resources. Through a self-managing team, there must be a complex system to facilitate the management of work and measure performance precisely (McCrimmon, 2010). It entails becoming efficient in identifying the right goal and using the best means to achieving it. The management profession is the best in the modern society because it is an all-around function. Managers have to get their work done through self-managing and engaging knowledge workers. Without a doubt, managers are investors, customers, partners, and sports coaches. McCrimmon (2010) holds that managers seem to share attributes with investors, partners, sports coaches, and customers without getting identified to any of them. For example, Kane-Urrabazo (2006) asserts that managers are investors because they have to allocate resources so that they maximize return. For an organization to achieve a certain innovation level, the managers must respond to the competitive forces by considering the balance of power in an organization. For instance, the managers should consider engaging employees to enhance strategic decision-making. Alam, Gale, Brown, and Khan (2010) have provided insights into how human skills are important in managing projects successfully. Like other scholars, Alam et al. (2010) used a case study to understand the effectiveness of project management. With the help of a benchmark, the behavioral competencies are valued. In fact, through the management course, an individual would acquire the soft skills of a control group. From Alams et al. (2010) work, there is a direct link between competence development, education, and corporate performance thus justifying education and training investment. Mastrangelo, Eddy, and Lorenzet (2004) maintained that organizational viability depends on an effective leadership. Mastrangelo et al. (2004) held that effective leaders continue to engage in personal and professional leadership behaviors. These scholars relied on Baron and Kennys strategy thus giving personal leadership the role of mediation through cooperation. Al-Abri (2007) has also considered how ind ividuals can manage changes in health care industry. To this effect, the scholar has maintained that care professionals require expertise and skills to undertake their tasks within their areas of competence. It is evident that the global changes happening today are creating issues within organizations. To resolve the emerging problems, the managers require necessary training so as to design the best solutions. Project Proposal on Management as a Profession to Build a Strong Relationship between Employers and Employees Investors who are wishing to remain competitive and relevant in the modern market must be responsive to the human side of their business and organizational process. Chuang (2013) affirms that employees must remain social architects who have the ability and potential work at every level of an organization thus improve the business process and create an atmosphere for risk-taking, innovation, commitment, self-directed teamwork, quality, and self-improvement (Harter, Schmidt, Hayes, 2002). Wilkinson et al. (2004) noted that any positive attitude that an employee would uphold towards the firm depends on the engagement and relationship. The employers must invest in developing and nurturing engagement that needs a two-way relationship between employee and goal. Businesses anticipate making their annual production and performance reports to remain positive. However, achieving this projection is difficult where the employer-employee engagement is low (Lussier, 2005). Others factors are also crucial in influencing production such as poor logistics, poor materials, poor coordination, failing demand associated with labor faults and recessionary pressures due to unskilled workers, low employee engagement, and skilled or unskilled workers. Poor management process would remain disastrous to an organizational success as it creates production gaps. This research proposal on current worker engagement in organizations and factors that cause disengagement will be essential in understanding the performance of employees. Indisputably, a company with engaged workforce would register high performance because they are certain of job security, motivation, appreciation, and future growth. This proposal will thus focus on employee engagement, satisfaction, empowerment, and the causes of disengagement. It will thus be possible to review the employee engagement practices and their effectiveness regarding the management responsibilities. Workforce Engagement The engagement of employees shows the commitment they have in their work and organization thus justified their output as defined by Otara (2011). Many studies have failed to investigate and provide relevant information on how the management can build a positive employee engagement attitudes (Leiter Maslach, 1999). Employee engagement involves jab satisfaction, loyalty, commitment and passion with jobs, and the ability to embrace teamwork culture. Besides, Rutledge has explained that an engaged worker is inspired and attracted to their tasks because they remained fascinated and committed to the cause (Lovvorn Chen, 2011). Bockerman and Ilmakunnas (2012) maintained that engaged workers feel energized and passionate about their work. Otara (2011) agrees with Xesha, Iwu, Slabbert, and Ndunas (2014) definition of employee engagement as the desirable condition, loyalty for the employer, commitment, energetic, and enthusiasm of workers. Xesha et al. (2014) maintained that these workers think innovatively and critically thus enhance the growth of the firm. Engagement Models Many studies have researched engagement as a topic and management including Bockerman and Ilmakunnas (2012). Conversely, Leiter and Maslach (1999) study provided an in-depth analysis of this concept. Leiter and Maslach (1999) found that six areas of work would cause burnout, workload, perceived fairness, valued and meaningful work, reward and recognition, and social and community support. Therefore, job engagement values the psychological conditions, reward and recognition, equality at work, and motivation leading to organizational success (Morgan, 2015). However, the available literature has failed to show how well the management can build a strong relationship with workers without compromising organizational success. This will form the basis of the proposal so that it can bring a new idea on how best managers can embrace employee engagement without causing challenges to organizational success. This research will be a systematic method that can facilitate the finding of a solution to the problem. The method will achieve the results based on the secondary data analysis. The data will be collected from secondary sources and analyzed qualitatively and quantitatively. The choice for secondary data is driven by the aspects of time and cost, and also it offers a higher quality data (Church, 2001). It can be used in triangulation and comparing of results. Management profession defines the success of an organization by valuing employee engagement. The important virtue attached to this position is their understanding of the unique needs, characteristics and wants of staff and customers. The skills acquired from this professional training ensure the manager monitors, tracks, and acts on all engagement metrics and remain accountable to their performance reviews. The secondary data and findings always differ from the research objectives. In fact, finding the data that relates to the particular research work may prove difficult leading to errors. References Al-Abri, R. (2007). Managing change in healthcare. Oman Medical Journal, 22(3), 9-10. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3294155/ Alam, M., Gale, A., Brown, M., Khan, A.I. (2010). The importance of human skills in project management professional development. International Journal of Managing Projects in Business, 3(3), 495-516. Bockerman, P. Ilmakunnas, P. (2012). The Job Satisfaction-productivity Nexus: a study using matched survey and register data. 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