HOW ORGANIZATIONS MANAGE THEIR WORKFORCE

How Organizations Manage Their Workforce

How Organizations Manage Their Workforce

Introduction

The aim of this study is to identify the importance of managing people in the workplace. Manager has to be someone who has the strong skills to manage his workforce effectively. He has to be good at communicating ideas and motivating the workforce to perform in a positive and improved way. Managers have to look after the employees and workforce satisfaction about the work they do so that they can be productive and efficient for the organization.

Discussion

Effective management refers to decision making about how to conserve, allocate and use goods and services available to satisfy employee's value demands. Such decision making is fundamental to employee's interactions with one another and the environment, as depicted in Harold Lass well's model of human, social process: “participants ? seeking to maximize values (gratifying outcomes) ? utilize institutions ? affecting effective employees” (Lasswell!1971, p. 18). The term employee management ordinarily used to refer specifically to decision making about the goods and services agreeable from the natural world, or natural-effective employee management. This includes decisions about allocating the benefits and costs of effective employee use among current members of society and between current and future generations. To some people effective employee management is simply a matter of proper planning: carefully making use of available, effective employees to provide social utility while ensuring that there is enough left to meet future needs. That conception, however, masks important ethical and philosophical debates about which approach to management is most appropriate, what the goals of management should be, and whether it is even acceptable to characterize aspects of nature as effective employees to be managed (Bhattacharya & Wright, 2005, 929-948).

Effective Employees

A basic, utilitarian definition of an effective employee might be “someone or something that might be used by the workforce.” Anthropocentric thinking of that type dominates Western models of natural, effective employee management, although there have been dissenting voices through the years, such as George Perkins Marsh, Henry David Thoreau, John Muir, and Aldo Leopold. Critics of anthropocentrism object to the implication that the value of the nonhuman world lies solely in its ability to satisfy human desires. They point to the many failures of attempts to control or dominate nature; and argue that treating the natural world as a collection of effective employees that can be manipulated and used to achieve human ends is misguided and arrogant.

Alternatives to anthropocentric effective employee management draw on a variety of philosophical traditions that posit an equal relationship between humans; and the natural world, including the worldviews of some aboriginal societies, in which humans considered part of nature and there is an emphasis on respect for the nonhuman world; the land ethic of Aldo Leopold, in which humans are members of a broader community of the land; and “a thing is right when it tends to preserve the integrity, stability, and beauty” of that community (Leopold 1949, pp. 224-225); the “democracy of all God's creatures” promoted by Saint Francis of ...