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The organizing function of management for sustainable employee engagement

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Managing Organisations (MNG10247) Assignment 2 Guidelines Title: Assignment 2 – Manager Interview Marks: 20 (which is 20% of the unit grade) Due: Prior to 9:00 am Monday, December 16, 2019 (Week 7) Task: Students are to interview1 a current Manager to identify and analyse how he/she per...

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  • June 15, 2021
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THE ORGANIZATIONAL FUNCTION OF MANAGEMENT 1




The Organizing Function of Management for Sustainable Employee Engagement




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, THE ORGANIZATIONAL FUNCTION OF MANAGEMENT 2




The Organizing Function of Management for Sustainable Employee Engagement

Management is the process that involves responsibility for economical and effective

planning and regulation of business operations to achieve a specific purpose. Management

engages four core functions, including planning, organizing, leading, and controlling (Lammond,

2004 p.230), which are crucial to the success of an organization. Organizing, the main focus of

this article is the management function comprising of activities related to resource allocation in a

manner that supports the attainment of goals and objectives of an organization established in the

planning function (Leung & Kleiner, 2004 p.74). The organization framework aligns with many

human resource management activities like job design and assignment of responsibilities.

Because HRM practices hold a crucial role in the organization, an organization has to develop

sound employment practices; hence, the essay embarks on how managers can capitalize on

organizing to achieve sustainable employee engagement and thereby promoting business growth

and profitability.

According to Fayol’s view of management, the organizing function involved the creation

of order and structure (Parker & Ritson, 2005, p.175). He perceived that order calls for every

member of an organization to understand their purpose, while persons are held together by a

structured hierarchical system. With this in mind, Fayol’s 14th management principle named

‘Esprit de corps’ seems to have a close tie with employee engagement (Conkright, 2015 p.16).

The principle emphasizes harmony and union as personnel concern, which managers should put

effort into establishing. Some organizations, however, spend much time and money

communicating about launching a new employee engagement initiative but tend to fall short of

continuity of the message. The common thread running through awareness of the knowledge and

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