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Managerial Practice & How Are They Linked Assignment Sample

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Managerial Practice & How Are They Linked Assignment Sample


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Annan-Diab and Molinari (2017) found that theories cannot be produced or constructed in isolation; they need explanation and information in the form of instances from everyday life. Managerial duties cannot be carried out without theoretical knowledge. An organization may face difficult conditions, according to Hornstein’s (2015) research. A firm’s ability to deal with and mitigate these issues is critical to its long-term success and growth. Due to COVID-19, a scenario of change management has emerged in the organization. In spite of the fact that the economy has been already struck hard and the third wave has been harmed, the corporation was in its recovering stage before the rapid pandemic spreading of the third wave COVID-19. The company, on the other hand, was able to transition to an entirely online model for all of its activities. As an Export Manager at “SA Marketing and business LTD”, I became responsible for ensuring that the changes would be beneficial to other workers and the organisational performance.

Jayatilleke and Lai (2018) described change management as a systematic procedure for dealing with the transition or transformation of organizational objectives or technological technologies. Therefore, I was responsible for informing my staff about the sudden change in management but also ensuring that they were observant regarding any sales and procurement or export related operations. Furthermore, I was responsible for making sure that all of the company’s personnel were familiar with the new software update regarding logistic and exporting processes. In addition to reporting the adjustments and evaluating the employee’s responsiveness to these modifications, I was also given the task of making appropriate advancements. It was a trying time for the workers. But it was not about working from home, but rather the new software update, which was completely different from the prior version of it. Because the workers were having a hard time adjusting to the new circumstances, I was put in charge of listening to their concerns and coming up with ideas that would help ease their distress.

The second challenge the I had to contend with was one of leadership. The Export Manager’s duties include designing export strategies, supervising sales of staffs and preparing business plans as well as functioning as a change leader. In particular, I was responsible for assisting staff with their professional development. The post-COVID-19 situation meant that there was little in the way of recruiting (Wentworth, Behson and Kelley, 2020). Increasing numbers of companies were encouraging workers to work from home and reducing their workforce, which made working people nervous about their jobs and compensation. In addition, the company’s overall performance has declined owing to problems.

In terms of employee health and pandemics, this is important. Despite the fact that perhaps the objectives were met, there were some reservations about the quality of the work produced by personnel in the organization. There was a general lack of motivation among the staff as a whole. However, those who did have a b work ethic and a b feeling of devotion to the firm outweighed the lack of enthusiasm among the workforce (Schoemaker, Heaton and Teece, 2018). Furthermore, they agreed to follow the regulations and standards established by the organization about their behaviour and work performance. Staff members needed motivation and assistance in furthering their careers as a result of this. When it comes to employee performance, motivation and competence are inextricably bound together. Neil (2020) defines motivation as an internal force that drives a person to do particular behaviours. He defines it as follows: In addition, motivation is influenced by social, emotional, and intellectual factors, among other things.

Employees’ performance also is influenced by their work environment. If the work environment can be improved, rather than only the physical task, it is possible to increase the motivation of workers. COVID-19’s financial impact seems to have had a detrimental effect on the organization’s overall operation. The company’s bottom line has suffered as a result of the COVID-19 (Schoemaker, Heaton and Teece, 2018). For me to make it through these difficult moments, I needed the support and encouragement of my teammates and make sure all the shipment are processes and exported at most efficient manner. The transition from traditional office work to online employment proved difficult for a tiny proportion of employees. Providing help to its employees was necessary in order to keep the operations effective in such tough times, as management recognized.

Linking Experience to Theory 1

When Van der Voet and Vermeeren (2017) characterized change management serve as a method and by which an organization retain its staffs and operation in an ethical manner in both its external and internal operations,” they were referring to how an organization changes its external and internal operations. As part of a process, employees will be encouraged and prepared for the change, and operational and functional will be put in place to execute the change (Schoemaker, Heaton and Teece, 2018). It is common for management to create just minor changes and modifications to their procedures in order to implement their corporate strategies involving effective business plans and exportation which I am in charge of. Any step in the process may be changed if the leadership decides to do so. Transformational change is harder to accomplish than an adaptive adjustment. If a company’s mission and strategy change, so will the company’s organisational structure, staff, and productivity or business processes. This project requires a significant amount of time and effort due to its scale. To ensure that the change is properly executed, an evaluation of the pre- and post-change scenarios will be conducted.

Organizations confront significant problems when it comes to managing change, and this often involves a wide range of stakeholders. Al-Haddad and Kotnour (2015) distinguish between the many phases of change management and provide examples of each. Following a comprehensive explanation of what the changes are, management endorsement and engagement are secured; after that, the change team is formed; and last, the change sponsors are recruited. Metrics are also utilized to establish the plan for putting the strategy into action. The next stage will be to put the strategy into effect. Finally, collect and analyse data, and also assess the differences in change implementation between before and after the change has been made. Documentation is also essential to change management, not only for keeping track of day-to-day progress, but also for ensuring because both external and internal controls of conformance are kept in good working order (Teczke et al., 2017). Managing change also encompasses dealing with a range of problems, such as allocating resources and communicating effectively. It also includes dealing with resistance and managing time efficiently.

A surprising turn happened in the tale of the pandemic’s resurgence. Almost all of the employees were relieved that the working mode had been switched to offline mode, and they have been relieved that they had not been placed under any more stress by this unexpected event (Wentworth, Behson and Kelley., 2020). I was export manager, which meant that my responsibilities would include submitting the annual exporting cycle report, having to operate, guiding staffs through sales processes, and dealing with ad hoc projects. I was also responsible for monitoring and replying to agreed-upon KPIs for people including such turnover, well-being, engagement, and talent management, among others.

The application of this change can be implicated through the use of effective change management theoretical models. In this regard, application of Kotter’s change management theory can be applied.

Since the re-emergence of pandemics on the global stage, there has also been a significant change in the situation. This decision caused the corporation to place a significant lot of stress on its employees, who found it difficult to adjust to the new working environment. For my part, I was tasked with the responsibility of guiding the personnel all through sales processes in a ethical manner while still doing all of my other responsibilities (Ong and Wang, 2013). The present and future prospects of the corporation are significantly influenced by this fundamental alteration in the organization’s structure. Furthermore, it was hard and time-consuming to train the remainder of the personnel on the new version. The present critical event may be linked to the ten commandments of organizational transformation developed by Kanter and colleagues (Stouten et al., 2018). According to the author, it is essential to do a thorough study of the company and its need for ethical leadership. In order to establish a successful strategy, managers have to have a thorough understanding of the company’s operations, including its limitations and strengths, but also how the change will influence the organization after it is implemented. The next phase is to develop a vision as well as a common objective for the group. 

To begin executing an organizational transformation, the first step is to introduce everyone in the organization along behind a common purpose. This vision should reflect the objectives and philosophy of the company as a whole. Efficacious visions, according to Stonehouse (2013), serve as a guide for the company and aid in the achievement of its objectives.


Creating Urgency

In this stage, as an Export Manager I have to identify and highlight potential threats regarding export and sales processes and evaluate potential repercussions that may raise in the future. In this regard, I have to make assessment on potential opportunities that can be implicated within the operations by the integration of effective interventions (Wentworth, Behson and Kelley., 2020). Thereby, I have to instigate honesty by means of dialogues and discussions to make staffs to be more perceptive towards the prevalent issues and provide with considerable convincing reasons for the recent changes brought upon on the exporting operations.

Forming Guiding Coalition

Implication of change always tend to create resistance which as an Export Manager might not be well equipped to deal with. In this regard, it would be potential for me to involve and solicit the support of important stakeholders in my organisations, as well as successful change leaders, throughout the whole process. as well as putting up a b coalition for change that works cohesively (Wentworth, Behson and Kelley., 2020). Identifying the weak points in coalition teams and assembling a team with prominent members from across the company’s divisions and levels will be a necessary aspect of this project.

Developing Vision and Strategy

At this point, I must identify the essential principles of a company by laying out a clear vision and formulating concrete plans for bringing about that transformation. As a result of this, the change leaders will be able to successfully communicate the vision to the organization’s stakeholders.

Communicating Vision

As a manager of exporting department and operations I must frequently convey the new viewpoint in a compelling and persuasive manner (Wentworth, Behson and Kelley., 2020). Connect the vision to all of the important areas, such as performance evaluations, training, and so on. Handling people’s problems and difficulties is a responsibility that I must take seriously.

Removing Obstacles

Get the structure and procedures in place to support the overarching vision of the company. Keep an eye out for roadblocks and those who are resistant to change. Take proactive steps to eliminate the impediments that may stand in the way of your organization’s transformation. Those that support and endorse change should be rewarded.

Develop Short-term Wins

In the early phases of change, I may create a sense of success by establishing short-term victories. Instead of a single long-term objective, I should focus on a series of smaller goals that are more attainable, less costly, and less likely to fail (Wentworth, Behson and Kelley., 2020). I also have to recognise and thank those who have helped us reach our goals.

Consolidating Gains

Continuous improvement may be achieved by analysing individual success stories and making improvements based on those experiences.

Anchoring Change in Culture

Every chance to communicate about successful change projects should be taken. I have to make sure that the change is woven into the fabric of the business’s culture and is obvious in every facet of the organisation. I also have to sustain the commitment to the new direction of the organisation from both the current and new executives.

Linking experience to Theory 2

In my internship at SA MARKETING & BUSINESS LTD, I faced a second challenge: understanding the nature of leadership in a changing environment. In order to manage, effective leadership is required. The ability to lead successfully is one of the most important skills a manager may have since she or he will have to combine resources and guide a group to reach goals. Leadership and motivation are intricately intertwined concepts. It is possible to have a better grasp of what individuals seek and why they behave in certain ways if one understands their motivations (Wentworth, Behson and Kelley, 2020). Creating a good or unattractive working atmosphere in the business may either increase or decrease employee motivation, depending on the situation. According to the servant leadership theory leaders must have the ability to affect the conduct of their followers in a variety of ways. Leaders have the ability to persuade employees to perform poorly or successfully for the firm. The leader’s ability to inspire and encourage his or her followers is critical to the success of the organization (Wentworth, Behson and Kelley., 2020). According to emotional leadership theory, the leader must be able to coexist with his or her subordinates or followers, and he or she must have a good understanding of their needs and objectives. Subordinates develop a sense of loyalty and confidence in their superiors as a result of this. 

This section examines the philosophy of leadership, as well as its application to contemporary events, in more depth. For Al Khajeh (2018), leadership is the ability of an individual or group of persons to guide and motivate followers or employees, as the case may be, inside a business organization. Without leaders, society cannot operate properly. For example, there are business and marketing executives that possess a distinct set of competencies in each of their respective fields of expertise. Self-assurance, innovation, and flexibility are just a few of the characteristics that are required of successful leaders (Daniels et al., 2019). A leader cannot do anything without the assistance of his or her team. Instead of seeing their employees as cogs in the machine, a leader must regard them as vital members of the organization’s team who contribute to its success (Leithwood et al., 2020). After a team has been created, the leader may be able to aid them in improving their performance. When it comes to a company’s performance, leadership is essential; the key reason for this is to keep employees involved in the organization. Employee qualities increase as a result of empowering and motivating the team, which in turn contributes to a more productive corporate culture overall. When analysing a company, excellent leadership is an important factor to consider. This is mostly due to the fact that employees are incentivized to put in long hours.

Good leaders may have an influence on the conduct of their employees, which in turn has an impact on the performance of the firm. This is beneficial to the organization. Having a b working connection between management and employees is a certain way to achieve success in a firm (Crosby and Bryson, 2018). A positive working relationship with workers leads to a more positive working relationship with the organization as a whole. When a crisis occurs at work, it is the responsibility of the leader to take leadership and organize the situation (Rudolph et al., 2018). When it comes to becoming a good manager, one must always put their employees first and listen to their suggestions (Shafique and Beh, 2017). To make a positive difference in their lives, it is critical that efforts be taken immediately. As a consequence, workers’ levels of performance significantly improve as a result of their improved trust in the firm. The work environment is also influenced by the leadership qualities of the organization. Having a good work environment has a favourable impact on employees’ development and advancement. When there is a great work atmosphere, employees will always favour the leader who has a better understanding of their requirements (Wentworth, Behson and Kelley, 2020). Because of the leadership, it is possible that employees will have a greater knowledge of the company’s objectives and goals. There are a multitude of models available that emphasize the importance of the leader’s position. Democratic leadership continually considers the perspectives of the workforce before making final decisions, while autocratic leadership is more demanding.

The ability to communicate effectively leads to improved results. The capacity of a corporation to communicate successfully with its employees is critical to the success of the organization. The employer and the administration are always in command of the situation (Ahmed, Khan, and Philbin, 2022). The capacity of the corporation to satisfy the needs of its employees is directly proportional to the performance of its employees. Inspiration and motivation of the workforce are the responsibilities of the leader (Al Khajeh, 2018). Before adopting a leadership style that is fit for the work at hand, the leader must first assess his or her own personal strengths and weaknesses. In order to be a good leader, one must be familiar with the many leadership styles and philosophies that are now in use. This means that the leader must be aware of the situation and be able to move from one style to another as the circumstance’s dictates (Cote, 2017). There are many different models and theories that may be utilized to define the various leadership methods that are used. There are many different approaches to leadership that may be used. Some of the most common include transformation, adaptation, leader-member exchange theory, strength-based management, and servant leadership.

Uslu (2019) describes autocratic leadership as a command-and-control system, on the other hand. The decisions are always made by the boss, with little regard paid to the opinions of the employees and other team members. Due to the fact that this is a command-and-control strategy, it does not have much significance in today’s society. When the stakes are great, some leaders resort to this strategy to achieve their objectives. When a leader uses a pacesetting style of leadership, they consistently push their team toward a certain goal. It is expected of employees to perform at the highest level at all times, and that they are forced to meet this expectation. In spite of the fact that pacesetting leaders may be advantageous in some situations, their followers are continuously under pressure (Salihu, 2019).

In this circumstance, it is preferable to have acquaintances take the reins of leadership. ‘Emotional Leadership,’ a book written by Daniel Goleman, outlines the six types of emotional leadership that exist (Wachira et al., 2018). The fundamental purpose of this method is to create a healthy work atmosphere and a sense of camaraderie among employees. As a consequence, management and staff are better equipped to create and sustain ber working relationships. It has always been a personal objective of mine to make the workplace a more pleasant environment. As the organisation coped with the issues posed by the COVID epidemic, adjustments have been made to the work week because nature of the position. Employees were in a state of panic, and it was my responsibility to calm them down and tell what was happening. Because of my affiliative leadership style, I was able to speak up for my employees and create a pleasant working environment (Wentworth, Behson and Kelley, 2020). The fact that I was able to manage the employees and keep them stress-free provided comfort to the company’s management, notwithstanding the company’s poor economic status as a consequence of the outbreak. Notwithstanding my relative inexperience, the company’s employees were appreciative of my decisions and actions, which I appreciated. If I were to use democratic or autocratic leadership techniques, it would also be difficult for me to address conflicts with the company’s employees in this way.

Conclusion and Reflection

Due to the outbreak of COVID-19, it was necessary to make the changeover, and the company has implemented an online way of operation with one of the most recent versions of the application. In addition, from my other responsibilities, I was assigned the responsibility of educating the company’s employees on the new software version. Due to my lack of past expertise, I found it difficult to manage the employees and train them on the most recent version of the application when I first started out. Through this role, I’ve gained a better understanding of myself, recognizing my own talents and flaws, as well as areas wherein the I need to improve. This insight led me to realize that I am an exceptional problem solver, and also a skilled manager and supervisor of my employees. I was in charge of listening to and addressing employee grievances when they occurred. I got quite near to finishing the tasks that were assigned to me. There is still a great deal of space for growth and development. This enabled me to effectively guide my colleagues through the implementation of change and to get them on board with the new path that had been set for them. 

The catastrophe ended up being an eye-opening learning experience as well as an opportunity for me to improve both professionally and personally as a result of it. In the months after my hiring as an Export Manager at SA MARKETING & BUSINESS LTD., I met a variety of challenges. This organization was where I got my first job as a human resources assistant. It was tough for me to deal with the situation at work since I lacked prior experience and specialized, practical competence in this area of expertise. Making decisions and implementing new processes on a large group of people was beyond my comprehension. It was necessary for the firm to urge its employees to undertake new activities in light of the pandemic problem. Because my colleagues and team members were all from the same company, I was able to deal with the situation more efficiently. My ability to adapt swiftly to new conditions has served me well in my new job, which I was able to assume rather fast. The ability to engage with the personnel, give them advise on their professional courses and actively listening to their issues, came naturally to me. Even while the pandemic raged around me, I was able to make reasonable decisions concerning the employee’s salaries and other sorts of financial aid as a consequence of this.

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