Critical Thinking Of Managers: Business Change Initiatives Essay

Question:

Describe about the Critical Thinking of Managers for Business Change Initiatives.

Answer:

The research conducted by the previous managers reflect that during the time of the change initiatives, the managers and the leaders can turn out to be the foremost ally and obstacles for the change teams. Corriveau (2011) asserted that the managers and the leaders remain relatively closer to its employee. Therefore, both the negative and the positive attitudes of the managers profoundly reflect on the behavioural aspects of its team members. Therefore, the formal training for the managers is essential to groom up the body language, which would create an affirmative impact on the performance of the team members (Sriram, 2016). The present study attempts to evaluate the significance of the formal training for uplifting the critical thinking behaviour of the managers. Therefore, the thesis statement of the essay is the managers are necessitated to undergo the formal training module to improve the critical thinking ability and skill building exercise.

Entrepreneurs are in the business of creating a new system that helps the employees to participate in the organisational decision making process (Tlaiss and Kauser, 2011). There is several competencies level that helps the manager of an organisation to be successful by incorporating an active set of training. Proficient communication skills can be a foremost factor that needs to improve to keep attention on the employees’ concern. According to the view of McGuire et al. (2008), this skill is highly significant for managing the conflict situation within the organisation, so that all the parties could experience a satisfactory outcome. On the other hand, maximise the managerial strengths is the other training components that ensure all the management style to interact with the employees for capitalising the own employee management strength. The development opportunity program has helped the managers to solve an issue immediately and maintain a proper flow of control over the employees (Brookman and Thistle, 2013). Adding to this, tactical management training practices include the training practices in order to improve the performance management program and the retention policies of the firm. This is also beneficial for the managers to mitigate the work/life balance issues of the employees, stress management issues by organising an effective meetings within the organisation (Bu and Lacey, 2016). Hence, it could be deduced that effective training opportunities are required for the managers to increase the competencies level to be an effective manager.

At the early stage, a concept of formal training for the managers is important to improve the high-performance level of the managers. In the words of McGuire et al. (2008), the process of formal training is also beneficial for improving the critical thinking process of the managers. It has been found that Good training programs can teach the managers about different types of communication systems. Supporting the prior statement Brookman and Thistle (2013) added that good training initiatives could improve the public speaking skills of the managers and helps to handle the one-on-one employee meetings. The set of training activities has helped the organisational managers to understand the employment laws by defining the personal experience to the real-life scenario. Adding to this, a training program can open the opportunities for an individual and the group members in increasing the value of the employee towards the organisation (Bu and Lacey, 2016). Furthermore, training activities for the managers can improve the loyalty index of the employees as well as the customers towards the specific organisation.


In the framework of the current context, Gschwandtner and Gschw (2006) determined that training and development often describe the formal and the ongoing efforts of the organisation to amplify the performance and the self-fulfilment of the internal stakeholders. The leaders are the most responsible personality within the workplace, where, the responsibilities of junk subordinates are taken. The entire organisation is structured in the similar format, where the responsibilities of the full employees are segregated amongst few line managers (Hughes and Terrell, 2012). Therefore, the critical thinking behaviour amongst the managers in the workplace is very essential to manage an organisational balance. The demographics of the employees are highly different. Therefore, the mentalities are also dissimilar. The managers required being having a diversified perspective, which can serve to be useful in handling the critical situations. Gschwandtner and Gschw (2006) denoted that the leaders need both the on-the-job and the off-the-job training to inbuilt the critical thinking behaviour within the self. On-the-job training leads to provide the managers with the training through coaching, mentoring, institutional job technique, apprenticeship, etc. The specific base of training module the trainer would explain the probable situation before the managers and guide the same with practical resolving procedure (Corriveau, 2011). However, off-the-job training includes the module like lectures, conference, vestibule training, simulation techniques, etc. In the specific set of training introduce various situations before the managers, where the managers itself find out a feasible solution to overcome the discrepancies (Sriram, 2016). In the majority of the times, the managers the trainers design a game based job for the managers, where both the managers and the employees come out of the professional mindset. Therefore, in the specific approach, the managers find fun in resolving the critical situations. The specific method also enacts to be a brainstorming session for the managers of the organisations. Gschwandtner and Gschw (2006) stated that on-the-job training often provides sufficient scope to the managers to enhance the brain exercise and storming. However, off-the-job training leads to inbuilt personal development expertises amongst the managers, which creates an affirmative impact on the overall performance of the team members.

The preliminary analysis of the study indicates that critical thinking of the managers which is an important skill-building exercise in a business management context. While conducting the study, it has been observed that the exercise of the generic thinking power is essential to strengthen the managerial competencies of the managers. A key reason for an organisation to achieve a high-performance workforce is the managers’ competency skill. Furthermore, effective managers can develop career development plans with the employees and follow up to ensure the plans are implemented successfully. During the study, it has been identified that effective managers provide frequent positive and constructive feedback to motivate the workforce within the organisation. Moreover, effective managers are skilled in making changes for satisfying the employee by gratifying the requirements. Hence, it becomes possible to establish an active and thriving organisation in the target market.

References:

Brookman, J.T. and Thistle, P.D. (2013) ‘Managerial compensation: Luck, skill or labor markets?’, Journal of Corporate Finance, 21(4), pp. 252–268.

Bu, Q. and Lacey, N. (2016) ‘Reexamining fund manager skill from a new angle’, Managerial Finance, 42(8), pp. 746–762.

Corriveau, C.O. (2011) ‘Go team go: Recognizing the importance of team training in critical care*’, Critical Care Medicine, 39(12), pp. 2755–2756.

Gschwandtner, G. and Gschw, G. (2006) The ultimate sales training workshop: A hands-on guide for managers and their salespeople. New York: McGraw-Hill Companies, The.

Hughes, M.M. and Terrell, J.B.C. (2012) Emotional intelligence in action: Training and coaching activities for leaders, managers, and teams. 2nd edn. San Francisco, CA: John Wiley & Sons.

McGuire, D., Garavan, T.N., O’Donnell, D., Saha, S.K. and Cseh, M. (2008) ‘Managers’ personal values as predictors of importance attached to training and development: A cross-country exploratory study’, Human Resource Development International, 11(4), pp. 335–350.

Sriram, D.V.V.A. (2016) ‘Importance of imparting design thinking skills training’, The International Journal of Social Sciences and Humanities Invention, 2(3), pp. 126–154.

Tlaiss, H. and Kauser, S. (2011) ‘The importance of wasta in the career success of middle eastern managers’, Journal of European Industrial Training, 35(5), pp. 467–486.

How to cite this essay: