Foundations of Business Management – BABM 1001- Essay- Impact of Managers on Organizational Success and Performance: A Case of Tesla UK​

Introduction

A manager is an individual who is involved in handling a collective of workers in a company. Usually, managers attain the tasks and projects accomplished by the workers and are involved in making sure the decorum of the corporation is sustained. A manager develops a connection between the workers and the management at the top level. This study involves analyzing the importance of managers for an organization, and why managers exist there.

Tesla Inc. is an international company in the USA that is involved in providing automotive and clean energy services in the entire world headquartered in Texas. Tesla comprises manufacturing and designing electric vehicles like trucks and cars, solar shingles and solar panels, and energy storage devices for stationary batteries from home to grid-scale. Tesla is very well-recognized for its innovation in the respective industry. Tesla Inc. was founded as a manufacturer of electric cars by engineers Marc Tarpenning and Martin Eberhard in the era of 2003. Elon Musk, a co-founder of PayPal, directs the starting rounds regarding the investigation for Tesla before taking over as the Chief Executive Officer (CEO) of the company. This study involves investigating how managers endure their role in each management function of the company and contribute to the success of the business (Mohammed & Zaim, 2020).

Zhao et al., (2021) are involved in exploring understandings about the role of individual creativity and the absorptive capability of managers in innovation performance and knowledge-sharing direction in the corporation. The study revealed that a manager’s creativity helps as the core for developing novel resolutions and ideas, practicing as the accelerating force behind the initiatives of innovation. Managers who tend to possess a huge stage of creativity are preferable for envisioning and implementing groundbreaking tactics, and promoting a culture regarding innovation within the corporation. Concurrently, absorptive capability, the capability of the workplace for identifying, assimilating, and applying external considerations, necessarily delivers implications on its capability for staying beside regarding upgrades and trends of the industry. Managers having strong absorptive capacity can efficaciously recognize and interrelate external considerations into the current reservoir of the organization, raising its innovative probability. Furthermore, the association between absorptive capability and individual creativity rises beyond the limits of innovation performance, entering the realm of sharing of knowledge. Their capability for harnessing varied insights and perspectives delivers contributions to the making of a mutual environment for knowledge-sharing. Managers with strong absorptive capability are experts at identifying worthy external sources for knowledge and coordinating its distribution within the workplace of the organization (Zhao et al., 2021).

 Fine et al., (2020) researched to explore considerations about the role of managers in handling gender diversity in the workplace. Gender diversity within the workplace of an organization comprises the understanding, identification, and fostering of distinct assets, skills, and potential of males and females in entire their diversity. Gender diversity is also defined as the extent to which gender recognition, expression, or role of an individual distinguishes from the cultural norms advocated for individuals regarding a certain sex. Managers play a necessary role in promoting and managing gender diversity in the workplace, delivering contributions to the development of an equitable and inclusive culture for organizational culture. Furthermore, managers are considered instrumental in the implementation and enforcement of policies that respond to harassment and discrimination based on gender. Managers play a central role in developing a protective space for workers to report uncertainty and promote a culture regarding accountability and transparency. Through proactively being involved in awareness programs and training regarding diversity, managers can raise their consideration regarding gender-connected problems and sensitivity resulting in the navigation of discussions around diversity. Regularly evaluating and responding to problems of pay equity is also within the horizon of managers, certifying that advantage is unbiased and fair across the entire genders (Fine et al., 2020).

Abdullah et al., (2021) are involved in exploring considerations of whether ecological management accounting matters in fostering sustainable development in organizations like Tesla.  Ecological management accounting (EMA) considers accounting activities that understand the ecological aspects, developing it appropriate for companies like Tesla, which exerts a robust focus on sustainability in its practices. The study provided evidence that managers play a necessary role in fulfilling and accelerating initiatives that connect with considerations of ecology. Managers are liable for interrelating environmental management accounting (EMA) practices into the decision-making and accounting systems of the organization. This contains proof that financial reporting comprises major indicators regarding ecology, certifying a broad evaluation of the environmental implications of business. Managers also play a necessary role in fostering awareness and consideration of principles regarding EMA in employment. They can also be involved in the facilitation of training programs for educating workers about the significance of understanding ecological factors in their daily practices and procedures of decision-making. This assists in developing a culture regarding ecological liability in the entire organization. Additionally, managers are instrumental in establishing targets and goals connected to sustainability. Through developing distinct objectives, they can be involved in guiding the organization toward including environmental management accounting in its tactical planning (falih et al., 2021).

Martela (2023) researched to analyze understandings regarding how corporations can operate without any middle management. The proclamation included in the study that “managers matter less than we think” delivers a challenge to the general hierarchical framework of corporations and encourages a probe regarding alternative models that involve envisioning the functioning of an organization in the absence of middle management. In such a corporation, the focus moves towards a more flat and decentralized structure of organization. This model fosters straight collaboration and communication between workers and excludes the requirement for several layers regarding management. In an organization with a manager-less workplace, leadership becomes more troubled or disturbed, depending on entities who tend to possess the knowledge and skills significant for certain tasks. Collectives may be self-centered, sharing liabilities centered on expertise, and authority regarding decision-making may be authorized to those private to the operational dependencies. The model connects with principles regarding responsiveness and agility, delivering capability to corporations for adapting fast to altering ecologies. Yet, it also signifies a strong system regarding trust, communication, and mutual considerations regarding the goals of the organization among entire employees (Martela, 2023).  

Quan et al., (2010) play a role in providing information regarding do project managers preach, and how it delivers implications on the success of an organization. The study explored the understanding that project managers generally locate themselves in the stance for improved activities, methodologies, and principles regarding project management, but the probability to which they privately practice what they urge can necessarily deliver implications on the success of the project. When the project managers execute obedience to the improved practices, they deliver a contribution to the entire credibility regarding project management as an authority or discipline. Their practices serve as a witness to the efficiency of developed methodologies, reinforcing the significance of adhering to standardized procedures for monitoring, execution, and planning. This can result in raising the confidence of members of the collective under the guidance of the project manager, developing a more collaborative and cohesive environment for operating. Furthermore, practicing what they urge or preach delivers the capability to the project managers for efficaciously responding to challenges and reduce jeopardies. Through executing a commitment to the approaches, they demonstrate their capability for the navigation of complications, develop informed decisions, and adapt to altering circumstances. This rank of reliability and consistency can necessarily influence the consequences of the project, as collectives of teams are preferable for trusting and adhering to the guidelines provided by a project manager who tends to exemplify the rules they consider (Papke-Shields et al., 2010).

Wang et al., (2023) held a study to explore evidence about the role of environmental management in enabling the integration of a green supply chain through green entrepreneurial orientation. The research explored that environmental managers play a central role in enabling the association of a green supply chain through implementation and fostering the green entrepreneurial initiation within the corporation. The management regarding a green supply chain comprises incorporation of the environmentally maintainable practices in the entire supply chain, from obtaining raw materials to delivery of the last products. The orientation regarding green entrepreneurship comprises the innovative and active mindset within the corporation that tends to seek out ecologically maintainable resolutions and opportunities. Ecological managers, as directors in efforts for sustainability. Are liable for the promotion of a culture regarding green entrepreneurial orientation. They can attain this through fostering awareness and consideration regarding ecological problems among the workers, involving in the cultivation of a mindset that proactively understands environmentally friendly resolutions and alternatives. By encouraging employees for thinking creatively regarding sustainable activities, ecological management delivers a contribution to the creation of regarding green entrepreneurial culture (Wang et al., 2023).

Honga & Kinange (2020) researched talent management and its implications on the performance of an organization. The study explored that talent management is a broad approach involved in the recruitment, development, and retaining of workers with significant competencies and skills, and comprises a strong implication on the performance of the organization. In a rival and dynamic environment for business, appealing and nurturing leading talent is a tactical imperative. Efficacious talent management goes beyond the general functioning of human resources, interrelating workplace recruitment, planning, training, onboarding, succession handling, and performance management. Organizations that are involved in making investments in activities of talent management are at an improved stance for developing an engaged and skilled workplace. This consequence necessarily impacts the performance of an organization in several ways. Initially, talent management contributes to raised productivity as workers with the appropriate motivation and skills are preferable to excel in their roles and responsibilities. Subsequently, it raises satisfaction engagement among employees, leading to higher rates for retention and reduced costs for turnover. Furthermore, talent management tends to promote a culture regarding ongoing development and learning, certifying that the employment stays adaptable to altering expectations of the industry (Honga & Kinange, 2020).

Hilman et al., (2020) investigated to explore evidence about the implications of total quality management on the performance of an organization. TQM (total quality management) is a broad philosophy regarding management that focuses on ongoing betterment, consumer emphasis, and involvement of employees in entire aspects associated with the operations of the organization. Total quality management demonstrates a complete mode, permeating each function and level within the corporation. The implication associated with TQM on a corporation is complicated and runs across several dimensions. Initially, total quality management tends to instill a culture of quality consciousness in the entire organization. Each worker becomes a shareholder in the procedures of quality management, promoting mutual loyalty to providing services and products that accomplish or exceed the expectations of consumers. This cultural move contributes to raised consumer satisfaction, necessary perception of the brand, and loyalty. Subsequently, total quality management focuses on the significance of data-driven decision-making. Organizations involved in the implementation of the TQM modes depend on statistical performance metrics and statistical tools for monitoring procedures, recognizing areas for betterment, and developing informed decisions. This analytical mode directs to raised operational efficacy, mitigated defects, and improved utilization of the resources (Hilman et al., 2020).

Conclusion

In conclusion, the discussed and analyzed studies collectively mark the central role of managers in delivering shape to several aspects of organizations like Tesla regarding efficaciousness and success. Managers serve as the major influencers in the acceleration of the diversity, innovation, maintainability, and entire performance of an organization. Managers, certainly those with top-level creativity, play a major role in implementing and envisioning groundbreaking tactics. Their capability for fostering a culture regarding innovation within a corporation is necessary for staying rivals in dynamic marketplaces. Managers are instrumental in fostering an inclusive and equitable culture in the workplace. They play a necessary role in the implementation and enforcement of policies that respond to gender-centered discrimination, promoting transparency, and developing a protective environment for workers to report concerns. Managers are liable for the integration of EMA activities into procedures of decision-making, fostering awareness, and establishing targets for maintainability. The study by Martela delivers challenges to the general hierarchical framework and marks the role endured by managers in developing a culture that tends to enable collaboration and self-organization, highlighting the necessity of communication, trust, and mutual objectives. The research also indicated that project management necessarily influences the success of projects through working and exemplifying improved practices, thus developing collaboration and confidence.

References

Muhammed, S. and Zaim, H., 2020. Peer knowledge sharing and organizational performance: the role of leadership support and knowledge management success. Journal of knowledge management24(10), pp.2455-2489.

Zhao, S., Jiang, Y., Peng, X. and Hong, J., 2021. Knowledge sharing direction and innovation performance in organizations: do absorptive capacity and individual creativity matter?. European Journal of Innovation Management24(2), pp.371-394.

Fine, C., Sojo, V. and Lawford‐Smith, H., 2020. Why does workplace gender diversity matter? Justice, organizational benefits, and policy. Social Issues and Policy Review14(1), pp.36-72.

falih Chichan, H. and Alabdullah, T.T.Y., 2021. Does environmental management accounting matter in promoting sustainable development? A study in Iraq. Journal of Accounting Science5(2), pp.110-122.

Martela, F., 2023. Managers matter less than we think: how can organizations function without any middle management?. Journal of Organization Design12(1-2), pp.19-25.

Hongal, P. and Kinange, U., 2020. A study on talent management and its impact on organization performance-an empirical review. International Journal of Engineering and Management Research10.

Hilman, H., Ali, G.A. and Gorondutse, A.H., 2020. The relationship between TQM and SMEs’ performance: The mediating role of organizational culture. International Journal of Productivity and Performance Management69(1), pp.61-84.

Wang, G., Feng, T., Zhu, Z. and Jiang, Y., 2023. Enabling green supply chain integration via green entrepreneurial orientation: Does environmental leadership matter?. Corporate Social Responsibility and Environmental Management30(2), pp.518-530.

Papke-Shields, K. E., Beise, C., & Quan, J. (2010). Do project managers practice what they preach, and does it matter to project success?. International journal of project management28(7), 650-662.

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