Implication for Managers Essay

The European Model presented a antithetic approach to makement that is uniquely divers(prenominal) from its counterparts in the United States. The innovative form of direction in Europe gain popularity because of the noticeable smart pace of innovation of Europeans as compared with the Japanese. The radical change in Europe is brought about by the design of firms from this continent to continuously seek new forms of boldness by reforming structures, processes, and boundaries.The distinction of European firms from other countries is at that place degree of lateral flexibility wherein they can adjust to the differences of cultures, socio-economic, and legal systems across national boundaries. As a result, European firms excel on temporal flexibility that includes innovations that are related to progress, comement of technologies, and the changes in favorable and economic realms over time (Tsutsui, 2001).In relation to this, European firms become more competitive because of th e different management mien that they follow out, which is based on humanizing work in ordinance to develop the needs of race in an ecesis that is increasingly seemly more nationally diverse. be the case, the European management style has great price reductions on managers when it comes to the way they handle the operations and processes of the organizations and most especially on the way they manage employees (Grint, 1997). The Digital Equipment Corporations ( dec) is a manufacturing plant in Ayr, Scotland.During the end of the 1980s, DEC decided to move to the need of American organizations to adapt to the commercial requirements of the European market when it comes to computer technology. The main problem highlighted in the Western-style of management is that it starkly follows the Taylor sit around of management. Western firms believe that effective management entails that there should a strict distinction among decision makers and workers. The executives take hold t he responsibility of thinking what the employees should do and workers only have to follow it.In duct with this, DEC adopted the high-performance work design in order to address the requirements for new point of intersection development, especially in the Far East. Due to the changes in the operation of DEC, the management styles of the organization have to change. The employees of DEC were trained and autonomous work groups were established in order to respond to the need of employees for flexibility and skills learning (Armstrong, 2006). The employees of DEC need a supportive style rather than a directive style of management.Being the case, the management style veers away from the concept of mass production and also of Taylorism and point towards the idea that management is a natural process that can actually happen by means of flexible work force and production organization (Andersen & Taylor, 2005). The change in the management style of DEC has a huge implication on the mana gers of the organization. The managers of an organization have a pivotal role in the overall operations of the organization namely planning, organizing, leading, and controlling (Lewis et al. 2006). In the case of DEC, managers have to do different tasks during the transition of the organization to a high-performance work design. First, the concept of focus is highly emphasized in the view of management when it comes to influencing the hands when it comes to selling the development of new products. Second, managers have to give attention to the support of policies. Managers have to encourage employees to develop their skills by means of implementing a reward system.Third, managers have to establish a good and responsible workings organization. DEC established work groups wherein each group that is compose of 12 members need to properly run their responsibilities, including clocking in and out individually because flexitime was implemented. Fourth, the management style of the orga nizations greatly affected the managers because they have to implement a different style of leadership that gives individual support for employees rather than directive coordination.Fifth, project managers also have the responsibility to create new product line and collaborate with other employees in order to get their opinion and help in creating a competitive edge for the product. Sixth, managers have to make certain(a) of engendering ownership when it comes to the process of the organization wherein managers have to gain the participation and enthusiasm of the employees (Jackson, 2002). The responsibilities of the managers of DEC during the transition in the management style of the organization represent the importance and pivotal role of managers.Contrary to the common popular opinion that managers only have to deal with creating new ideas, planning, and managing the finances and other aspects of the company, a different perspective of managers is condition by the European mod el that is exemplified in the case of DEC. Managers are viewed not merely as executive managers but rather leaders that actually inspire, direct, and guide their employees. In a world that is increasingly becoming competitive, managers of different organizations have to learn from the European model that humanizes the way of management (Leavitt, 2005).Managers in this kind of model do not merely relate themselves more with the employees but they are actually making the organization more relevant to the employees. The employees can actually realize the objectives of the company and be participative and enthusiastic enough to scram part in achieving these goals rather than merely thinking of it as mechanical work that they have to do in exchange for money. Managers have the capacity to direct the organization towards its success and in doing so, they also have to give importance to development and growth of the employees.