Fundamentals of Management Regarding the Great Resignation

When the employment market is tight and there are many available positions, it is typical to witness a spike in resignations, but the situation now appears surprisingly different. This can be instanced by the Great Resignation, which is unquestionably a strong and quickly spreading trend. The Great Resignation is probably the result of a convergence of circumstances that change how individuals participate in work, as is the case with most macro-level phenomena. Demand for personnel in many industries on the labor market is one of the main reasons Americans leave their employment. However, other factors usually related to management come into play to enhance this trend. Therefore, it is crucial to analyze the Great resignation in the management fundamentals book chapters to determine key concepts that better enhance one's understanding of the employment trend and ways to mitigate it.

Chapter 1: Understanding the Manager's job

Functions that are used to achieve organizational objectives have a significant impact on employment patterns. As such, these functions must be completed successfully and efficiently to keep a positive attitude at work (Griffin, 2018). Since the manager is typically in charge of this and their primary responsibilities include organizing, directing, and regulating as well as planning and making decisions, it is essential to understand their position to achieve organizational objectives. Therefore, awareness of the background and forerunners of management and organizations fosters a sense of heritage and better use of management perspectives (Griffin, 2018). As a result, this can assist managers in avoiding making the same mistakes as before, which raises the likelihood that employees will leave their positions (Griffin, 2018). Thus, a manager needs to understand their influence and management perspective towards achieving organizational goals to efficiently and effectively maintain a good atmosphere within the workplace.

Chapter 2: The environments of organizations and managers

Managers must be well aware of the environment in which they work and compete. The rationale is that environment aids in establishing an organizational culture that enables individuals to comprehend the firm's values, procedures, and priorities (Griffin, 2018). The organizational structure, ethical and social atmosphere and many other factors are included in the overall environment. As a result, workplace settings influence organizational culture, which is a key component of successful firms (Griffin, 2018). Additionally, a positive work environment fosters comfortable working circumstances for staff members, which is crucial to job satisfaction (Griffin, 2018). In order to better establish a culture that is fit for the business and the people, managers must understand the surroundings of an organization.

Chapter 3: Planning and strategic management

Planning is an essential managerial task for an organization's development and success. This is because it enables managers to create appropriate steps concerning the environment to meet corporate goals (Griffin, 2018). Managers create a variety of objectives and strategies by knowing the environmental setting. Additionally, companies set up many goals with a range of functions (Griffin, 2018). As a result, a manager must establish the primary types of plans using a strategic, tactical, and operational approach that considers the demands of the organization and the people who work there (Griffin, 2018). Planning and strategic management are essential because they enable managers to effectively align organizational and human demands with goal-achieving objectives.

Chapter 4: Managing decision making

Effective decision-making skills may help one become a stronger leader and have various good effects on the business. Most individuals make several decisions daily; thus, understanding why decision-making is crucial and how to make better decisions may increase overall productivity at work and job happiness (Griffin, 2018). As a result, making decisions is frequently a crucial component of a leader's job in the workplace. Additionally, the leadership's capacity to make choices directly influences the employees' general work satisfaction, motivation, and engagement (Griffin, 2018). For example, poor decision-making by management frequently leaves employees with the impression that they cannot trust their bosses, which is a major contributing reason to rising departure rates (Griffin, 2018). Therefore, controlling decision-making is essential to enhancing overall productivity and job satisfaction.

Chapter 5: Entrepreneurship and New Venture Management

Entrepreneurship-related endeavors help establish and maintain patterns that eventually affect organizations and employment trends. Businesses, for instance, are a significant source of innovation (Griffin, 2018). Additionally, they support the growth of big firms and provide much employment. Planning, organizing, running, and taking on the risk of a company enterprise are therefore all crucial components of entrepreneurship (Griffin, 2018). Entrepreneurs must thus take into account the features of the industry they will operate in when selecting tactics. Furthermore, after an entrepreneur selects a plan, it is customarily documented and carefully examined to predict any difficulties, which is a vital stage (Griffin, 2018). Therefore, entrepreneurship helps set and maintain trends in various ventures necessitating thorough planning given its influence on organizations and employment trends.

Chapter 6: Organization structure and design

Using a formal organizational structure and design is one of several characteristics that set small business operations apart from those of larger corporations. Interaction, productivity, and creativity may improve with great management structure and design (Griffin, 2018). It fosters an atmosphere conducive to productive work. Because employees know whom they report to, formal structures improve operational efficiency (Griffin, 2018). This can raise productivity and lower wage expenses as a proportion of income (Griffin, 2018). Therefore, organizational structure and design are crucial in steering an atmosphere conducive to effective work.

Chapter 7: Organization change and innovation

Forces that are either internal to the organization or external to it might cause an organization to change. Reactive change is often undesirable compared to planned change. As a result, controlling the change process is crucial, making various change strategies and interventions necessary (Griffin, 2018). This is because fundamental actions that impact setting objectives and strategies, communicating top management's engagement, fostering a feeling of urgency, beginning with a blank slate, and integrating top-down and bottom-up viewpoints are affected (Griffin, 2018). Despite the value of innovation, many businesses struggle to implement it because they lack the necessary creative employees or are resistant to the necessary change (Griffin, 2018). Organizations may utilize a range of strategies to address these issues, such as the corporate culture and reward system, to strengthen this important change to the organization (Griffin, 2018). Thus, internal and external pressures significantly impact organizational change and development, necessitating the adoption of a variety of change strategies and interventions.

Chapter 8: Managing human resources in organizations

Given their impact on work satisfaction, human resources are crucial to creating and maintaining a company. The strategic relevance of human resource management and the legal and social contexts that impact it makes up its context (Griffin, 2018). Because of this, businesses need to enhance their human resources. For example, employees may perform their current jobs well and plan for future careers via learning and support (Griffin, 2018). In addition, after doing a job analysis, human resource planning concentrates on predicting how many employees the firm will require in the future and developing plans for those individuals' availability. This is crucial in putting human resource management strategies into practice (Griffin, 2018). Therefore, human resource is an important component in organizations, and strategies should be developed to develop better and manage it. 

Chapter 9: Basic elements of individual behavior in organizations

Understanding individuals in organizations is an important consideration for all managers. A basic framework that can facilitate this understanding is the psychological contract- the set of expectations people have concerning what they will contribute to the organization and what they expect to get in return (Griffin, 2018). As such, organizations strive to achieve an optimal person-job fit, but the existence of individual differences complicates this process. This is achieved using various behavioral pattern identification processes determining personnel's attitudes, perceptions, creativity, and personality (Griffin, 2018). Determining these patterns helps managers better lead and allocate work effectively, thus enhancing organizational objectives (Griffin, 2018). Therefore, it is crucial to understand individuals in organizations to attain organizational objectives effectively.

Chapter 10: Managing employee motivation and performance

Managers must consider motivation since it influences employee performance, aptitude, and external circumstances. As a result, several viewpoints, including the content, process, and reinforcement views, may be leveraged to empower staff (Griffin, 2018). Thus, management will be able to accomplish the objectives of the organization. Businesses risk being put in a very dangerous situation without a motivated workforce (Griffin, 2018). Employee motivation may enhance productivity and enable an organization to produce at greater levels (Griffin, 2018). Additionally, controlling employee motivation impacts team performance by assisting managers in forging strong bonds among team members and fostering a feedback culture that encourages workers to collaborate more effectively (Griffin, 2018). Thus, employee motivation is crucial in a team performance which generally allows management to meet the company's goals.

Chapter 11: Leadership and influence processes

Different leadership philosophies impact how organizational goals are attained in the end. As a result, organizational leadership frequently employs general, situational, connected, and emergent methods (Griffin, 2018). Leadership is a technique that employs noncoercive influence to sculpt an organization's objectives, inspire behavior toward achieving those objectives, and assist in defining an organization's culture (Griffin, 2018). A combination of traits assigned to people viewed as leaders describes leadership as property. Although they differ, management and leadership are frequently intertwined (Griffin, 2018). However, managers and leaders employ lawful, rewarded, forceful, referent, and expert authority, which is crucial for an organization's appropriate development.

Chapter 12: Communication in organizations

Any firm's management strategy must include effective communication. Good communication is a key component of efficient management, regardless of whether the goal is to inform the staff of new regulations, to maintain safety across the company, or to pay attention to employee sentiments (Griffin, 2018). Organizations need detailed rules and plans for interacting with their constituents, workers, stakeholders, and the general public if they want to succeed. Additionally, management competence in message delivery and reception is necessary for a successful and efficient communication network (Griffin, 2018). Finally, a manager must identify different communication obstacles, analyze the causes of such impediments, and take preventative measures to remove them (Griffin, 2018). As a result, a manager's key duty is to create and maintain an efficient communication system inside the company.

References

Griffin, R. (2018). Fundamentals of management (9th ed., pp. 1-349). Cengage Learning.