People and Organisations Assignment Sample

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People and Organisations Assignment

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1. Introduction

In the global business system, many companies are incorporating the various aspects that can involve the standard platform of the business. In that case, this particular essay is focused on culture, leadership, and strategic human resource management. In the proper organizing way of a venture, it has been seen that the enormous aspects help to create the image of identity of a context to the others. Now, in that case, the fact is this particular essay focus on the argumentative matter on why and how Rowlinson Knitwear prefers and put its employees at the first line due to the pandemic situation. Through this context, it has been seen that it is now crystal clear that COVID has become a catalyst in the rhetoric of jobs and in a formal job towards a dramatic shift away from traditional 9-5. Rowlinson was not a “key” enterprise as a knitwear designer, so he was obliged to sell around 80% of his workforce during his first lockdown last year (People Management. n.d.). But it was this time out that was essential in order to ensure COVID’s premises and agree that it was vital to check in with staff. “We are pretty friendly, so we used to get everyone in a large room fairly frequently before the pandemic, tell them what’s happening and answer some questions, “she says.

Now, this particular essay tends to formulate and evaluate the appropriate theories behind the manner of the protagonist and analysed the thoughts behind the perspectives of Rowlin Knitwear to her employees in her firm. In the section of the main body, there are appropriate and rational theories are providing that can accelerate the notions of the perspectives followed by the selected case episode (Fraser et al., 2020). The main focus is set up on the evaluation of the case with the relevant theories and aspects based on the selected topic.

2. Evaluation of The Roles of Leadership, HRM And Culture in An Organisational Context

In that case, it has been seen that the company has paid attention to its people at the pandemic situation of the coronavirus, in that case, the main concerns are why Rowlinson Knitwear has paid attention to its people as the first preference. Why she has tried to arrange a big room and get more facilities for her people. Many levels and phases of development comprise the human identity. All in us and others are conscious of these many layers (Ciulla, 2020). It also acts socially in a way that does not always represent what the human being really feels and thinks. In some instances, even when people know how it cannot be or that some may disapprove of the human’s actions, it feels obliged to speak out more deeply. We first need to differentiate between these different levels to understand ourselves and others. The extent or degree of personality formation among people often varies widely.

Likewise, the difference between the characteristics has reflected the variety of notions of the human mind that can be addressed in this essay with the different type of models or theories. However, this particular essay has begun to articulate the notion of the selected case study on Rowlin Knitwear. Now, regarding this matter, the main argumentative facts are what are the main theories that would be applied behind this case and its different aspects. In that case, the first thing is culture. Organizational culture is the most pivotal aspect in the operational system of an organization. An intense level of organizational culture is defined the overall image and the characteristics of an organisation (Koohang, Paliszkiewicz and Goluchowski, 2017). If this particular fact tends to relate to the Rowlin Knitwear Case study. Then it has been seen that Rowlinson was not a “key” enterprise as a knitwear designer, so he was obliged to sell around 80% of his employees during his first lockdown last year. But it was this time out that was essential in order to ensure COVID’s premises and acknowledge that it was important to check in with workers.

Now, from the above lines, it has concluded that the protagonist was well maintained all the aspects of an organization. It has been seen that she has to care about all employees in the pandemic situation. In an organisation, the nature of a leader is to define the overall culture of an organisation (Abdi and Senin, 2014). Hence, in that case, the standard and acceptable nature of Rowlinson has suggested that it was associated with a potent organizational culture. Depend on the evaluation of the case study, it has concluded that, this particular notion of culture varies on the Adhocracy types of cultural aspect. Therefore, it is to be claimed, Innovation and flexibility are rooted in adhocracy cultures. There are the firms that are at the cutting edge of their industries — before everyone else begins to raise the right questions, they aim to build the next big trend. They would take chances to do this. Cultures of adhocracy respect creativity insofar as they encourage employees to think creatively and present their thoughts to the table.

A culture of adhocracy leads to high gain and reputation. The motivation for employees is to crack the mould. Moreover, career development opportunities are easily justified with a focus on creativity and fresh ideas with flexibility. Now, the thing is what is the relation between the culture of adhocracy and this case is both are defined a splendid, encouraging and positive and caring mindset (Alassaf et al., 2020). In the context of the case study, it has been seen that Rowlinson Knitwear was thought about her employees in the time of coronavirus as well as she arranged a lot of facilities for them, as per the conceptual sense of psychology, adhocracy has defined the role of responsible, caring and risk-mitigating mentality that has been seen in the nature of Rowlinson Knitwear to her employees and organization. However, in the adhocracy culture, the risk is considered a crucial issue, because a new enterprise is still likely not to break out and may even hinder the culture of the company (Tansoo and Tuntrabundit, 2018). Adhocracy cultures may also stimulate competition among workers as new ideas arise.

In that case, another fact is leadership that can accelerate the whole nature of the organization. Proper leadership can drive every aspect of the company. “Individual commitment to a group effort--that is what makes a teamwork, a company work, a society work, a civilisation work.” —Vince Lombardi. From the above quite it is claimed in a nutshell that, positive and proper leadership can endure the capacity of the organisation (Naranjo-Valencia et al., 2019). Due to the pandemic situation of coronavirus, Ryan and her team have used internal communications platforms, which have been especially useful for those who were on the run or not in a position to join, to produce useful videos for their workers. This one thing makes the sense of a good and humble leadership nature that was tried to care about everyone (Di Stefano, Scrima and Parry, 2019). From the pages of history, it has been seen that a leader is always building unity as well as protect its people from scandals. Therefore, this is considered a fundamental trait that, a good leader is always standing for the good and definitely recognizes the individual as well as overall condition.

In that case, the approach is verge on the perspectives of the Situational leadership theory. The Situational Leadership model is a repetitive, immutable structure that allows leaders to match their actions in accordance with the success needs of the person or community. The most realistic on-the-job tool is Situational Leadership. In 1984 Ken Blanchard and Paul Hersey created the theory of the situation of leadership with the notion that “one-size-fits-all” management styles are not. The model instead offers a mechanism for leaders to diagnose an employee’s or team’s level of progress for a job and adjust their management approach accordingly (Thompson and Glasø, 2018).

In the concept of situational leadership, there are four fundamental sections- Delegating, Supporting, Coaching and Directing. The four aspects are delivering the same sense in various paths. In the Situational Leadership Model, Directing is the initial stage of the model. In an organizational place in the beginning all employees do not understand the procedure of the organizational workplace (Kovach, 2018). Therefore, in that case, it has seen that they are feeling insure to do anything. If a direct report cannot do the job because it is uninformed, the boss must devote even more time working with the staff, providing consistent orders and constant monitoring. The purpose here is to inspire and enable: to applaud positive results and to make suggestions and remedies for less positive results.

Therefore, this aspect of leadership is relevant here because, it has been seen that, in an organizational workplace Rowlin Knitwear was tended to support and give them confidence in the time of the pandemic situation of the Coronavirus. She always prioritizes and makes them on the front line as she treated them as valuable asset of her organization. In that case, another aspect is coaching is designed for supporters who have acquired skills and increased engagement (Hidayat et al., 2020). The follower doesn’t have complete confidence in the skills. As per the story of the case study, it has been seen that Rowlin Knitwear has tried to support all the employees to do their work in the pandemic situation and give them constant motivation in the time of the pandemic situation (Anwar and Abdullah, 2021). From this kind of nature, it has been proved that the protagonist here constantly provides a positive mindset coaching to her people in the workplace.

Support addresses the supporter who has competence in the work, but is not yet completely committed and remains somewhat contradictory. Given their ability to do the jobs, the adherents cannot comply or do as little work as possible (Hamid et al., 2017). In that case, it has been seen that Rowlin Knitwear constantly supports its employees. The 60 staff of Rowlinson is far larger concerns than any threat to the future of the company. Any employee has received year a share of the business earnings since the former family-run company implemented a model that was 100 per cent owned by its employees in 2015. Ryan explains that there are no actual shares, but assets are invested in a trust to “make the entire worker productive.” That means in the context of the organization, the employees are always getting the support that can make to build the unification in the context of the corporate culture.

The final objective is to delegate: to create a follower with minimum supervision who feels completely motivated and capable enough to take the ball. The supporter is very competent, dedicated, inspired and empowered (Rothenberg, Hull and Tang, 2017). One will now transfer the duties to the follower as a supervisor and watch with little care that acceptable or even excellent results are achieved. Tasks are lowly oriented and relationships lowly focused. The follower should not have to complement each role, but continued appreciation must be offered for the excellent performance which is also relatable with the leadership nature of Rowlinson in her organization.

In the organizational context strategic human resource management is an incorporated part of the business. In that case, if the company has potential and effective human resource management then it would help the company to enhance its performance (Bryson and White, 2019). Strategic human resources management entails a future-oriented development and implementation phase of human resources programs, which identifies business challenges and addresses them and contributes significantly to key long-term business goals (Nguyen, Yandi and Mahaputra, 2020).

SHRM usually lets one acquire knowledge in various ways about strategic priorities. HRM’s work encourages them to achieve business priorities such as growth and success through recruiting, training and guidance. Hence, from the case study, it has been seen that Rowlinson Knitwear has created a potential formation of human resource management. In the case study, it has been seen that, and it was much more critical for employees who own their own business segment that they should do their work effectively both mentally and physically (Al Khajeh, 2018). Ryan claims coronavirus has one of the major impacts on the mental health of employees. Fortunately, almost two-thirds of the workforce had completed two-day training on mental health and well-being before the first lockout, which allowed them to listen and assist each other, as well as to show them valuable functions where necessary.

As per the Motivation theory, it reflects that Motivation is a means of creating a large degree of passion for the satisfaction of such individual needs to achieve the organizational objectives. Managers within businesses have a major responsibility for ensuring that employees perform the tasks or duties in the right manner. This must be done by ensuring that these employees have a team of professionals to employ the right workers willing to perform their job (Katsaros, Tsirikas and Kosta, 2020). The employee has to be adequately driven to optimize the productivity of workers. In this regard, it is essential to understand better human nature how motivation can influence employee success. Observations suggest that well- engaged organizations find business or operational results more efficiently and creatively. The least inspired employees, on the other hand, seem to be less productive and vary from the achievement of organisational goals. Motivation as reward schemes is vital for building capacity and converting capacity into higher performance.

Now, from the selected case study it has been seen that Rowlinson Knitwear has well managed the entire thing in her organisation as well as played the role exquisitely. Some responsibilities are considered as the strategy of human resource management. But all things are encompassed with the employees (Rangus and ?erne, 2019). Regarding this matter, it has been concluded that Rowlinson has managed and behaved well with her employees. Regarding the pandemic situation the management of the company has paid great attention to their employees so from this aspect, it has been proved that the motivation theory has aligned with the operational process of the workplace.

Basically, from a different aspect, it has been proved that the humanistic nature of Rowlinson Knitwear as a leadership entirely optimistic. The pandemic, says Ryan, has like never before challenged HR departments and was a major learning curve (Katsaros, Tsirikas and Kosta, 2020). However, for her, what is most critical is a degree of versatility that is – and still is – very helpful to employees: “We may not be able to operate from home but can still fulfil the needs of our staff and of the business.”  Therefore, it has been concluded that, in that case, the motivational fact is essential that is helping to promote the healthy workplace possibilities that have maintained properly.

3. Conclusion

From the above analysis, it can, therefore, be concluded that Rowlinson Knitwear needs to implement the proper strategies of Leadership, Human Resource Management and Culture to address the issues within its business. In the system of the global business, it has been seen that there are several facts in the operating system that can accelerate to drive the wheels of the company. From this particular essay it has been concluded that, in an organisational workplace and management culture, leadership and proper human resource management are the essential keys. From this essay, it has been cleared that, the truth is that this specific article focuses on why and how the pandemic condition prefers Rowlinson Knitwear and places his workers first. It is apparent from this sense, now, that COVID has become a catalyst for work rhetoric and a formal task in order to dramatically shift the separation from conventional 9-5.

Rowlinson was not a “primary” company as an engineering designer, and after his first lockout last year he had to sell around 80% of his workforce. But it was necessary to protect the premises of COVID and to agree on the need for checks with the workers. From this report it has been concluded, that, the leadership nature of Rowlinson Knitwear entirely based on the situational leadership model. On the other hand, it has been seen that the human resource management style is mainly based on the motivational theory and it has seen that is why they cared about their employees in their workplace. The inevitable ramification of the process has given a spark among the employees that is very captivating. From this essay, it has been concluded that Rowlinson Knitwear has played a splendid role with many positive intentions that provokes the employees to incorporate their perspectives.

References

Abdi, K. and Senin, A.A., 2014. Investigation on the impact of organizational culture on organisation innovation. Journal of Management Policies and Practices2(2), pp.1-10.

Al Khajeh, E.H., 2018. Impact of leadership styles on organizational performance. Journal of Human Resources Management Research2018, pp.1-10.

Alassaf, D., Dabi?, M., Shifrer, D. and Daim, T., 2020. The impact of open-border organisation culture and employees’ knowledge, attitudes, and rewards with regards to open innovation: an empirical study. Journal of Knowledge Management.

Anwar, G. and Abdullah, N.N., 2021. The impact of Human resource management practice on Organizational performance. International journal of Engineering, Business and Management (IJEBM)5.

Bryson, A. and White, M., 2019. HRM and small-firm employee motivation: Before and after the great recession. ILR Review72(3), pp.749-773.

Ciulla, J.B., 2020. The importance of leadership in shaping business values. In The search for ethics in leadership, business, and beyond (pp. 153-163). Springer, Cham.

Di Stefano, G., Scrima, F. and Parry, E., 2019. The effect of organizational culture on deviant behaviors in the workplace. The International Journal of Human Resource Management30(17), pp.2482-2503.

Fraser, N., Brierley, L., Dey, G., Polka, J.K., Pálfy, M., Nanni, F. and Coates, J.A., 2020. Preprinting the COVID-19 pandemic. BioRxiv.

Hamid, M., Maheen, S., Cheem, A. and Yaseen, R., 2017. Impact of human resource management on organizational performance. Journal of Accounting & Marketing6(01), pp.1-7.

Hidayat, R., Patras, Y.E., Hardhienata, S. and Agustin, R.A., 2020. The effects of situational leadership and self-efficacy on the improvement of teachers’ work productivity using correlation analysis and SITOREM. COUNS-EDU: The International Journal of Counseling and Education5(1), pp.6-14.

Katsaros, K.K., Tsirikas, A.N. and Kosta, G.C., 2020. The impact of leadership on firm financial performance: the mediating role of employees’ readiness to change. Leadership & Organisation Development Journal.

‌Koohang, A., Paliszkiewicz, J. and Goluchowski, J., 2017. The impact of leadership on trust, knowledge management, and organizational performance: A research model. Industrial Management & Data Systems.

Kovach, M., 2018. An examination of leadership theories in business and sport achievement contexts. The Journal of Values-Based Leadership11(2), p.14.

Naranjo-Valencia, J.C., Jiménez-Jiménez, D. and Sanz-Valle, R., 2019. Organizational culture effect on innovative orientation. Management Decision49(1), pp.55-72.

Nguyen, P.T., Yandi, A. and Mahaputra, M.R., 2020. Factors That Influence Employee Performance: Motivation, Leadership, Environment, Culture Organization, Work Achievement, Competence And Compensation (A Study Of Human Resource Management Literature Studies). Dinasti International Journal of Digital Business Management1(4), pp.645-662.

People Management. (n.d.). Why Rowlinson Knitwear put its people first during the pandemic. [online] Available at: https://www.peoplemanagement.co.uk/voices/case-studies/why-rowlinson-knitwear-put-its-people-first-during-the-pandemic.

Rangus, K. and ?erne, M., 2019. The impact of leadership influence tactics and employee openness toward others on innovation performance. R&D Management49(2), pp.168-179.

Rothenberg, S., Hull, C.E. and Tang, Z., 2017. The impact of human resource management on corporate social performance strengths and concerns. Business & Society56(3), pp.391-418.

Tansoo, A. and Tuntrabundit, K., 2018. Adhocracy Culture, Organizational Innovation and Performance: A Study of Thai Small and Medium Enterprises. Veridian E-Journal, Silpakorn University (Humanities, Social Sciences and arts)11(4), pp.314-330.

Thompson, G. and Glasø, L., 2018. Situational leadership theory: a test from a leader-follower congruence approach. Leadership & Organisation Development Journal.

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