Discuss management's role in organizing human capital. Which of the following roles in organizing human staffing do you feel is most important; staffing, training and development, compensation and benefits and employee relations? Why? Within your company which roles do you think they do well? Which roles could they improve upon?
How do you think managers can ensure that their performance behavior meets the requirements of the organization for which they work? It is important for a manager to have experience with and an understanding of the processes and procedures carried out by their team/department. Managers should be familiar with company schedules and deadlines, communicate these deadlines to their team and plan accordingly. They should also have a clear understanding of the company’s goals and objectives. A manger should report on and audit their team/departments overall productivity and outputs to ensure that time and recourses are being spent wisely.
Managers need to understand human behavior if they are to be effective. C. These skills enable managers to effectively lead human resources departments. D. A manager with good interpersonal skills can help create a pleasant workplace. 3) Robert Katz identified three essential skills that managers must have to reach their goals. What are these skills?
• Did change occur? • Is the change due to training? • Is the change positive related to organizational goals? 3.________________ include everything in a work environment that enhances a worker’s sense of self-respect and esteem by others. • Social responsibilities • Nonfinancial rewards • Internal pay objectives • General business strategies
MANG 6469 Samantha Chiasson Final Exam 1.) What is the staffing model? Staffing is a critical organization function concerned with the acquisition, deployment, and retention of the organization’s workforce of sufficient quantity and quality to create positive impacts on the organization’s effectiveness. Organizations are combinations of physical, financial, and human capital. Human capital is the knowledge, skills, and abilities of people and their motivation to do the job.
Employee-centered leaders display a focus on the human needs of their subordinates, as expressed through the dimensions of leader support and facilitating positive interaction among followers. Phil Jones is a job or task- oriented boss who shows more interest in productivity. Job-centered leaders direct activities towards efficiency, cost cutting, and scheduling, as expressed through the dimensions of goal emphasis and work facilitation 2. Which leader do you think is more effective? Why?
The motivators are typically related to intrinsic factors meaning work motivation coming from within a human being. These include: a sense of achievement, recognition, responsibility and opportunity for personal growth and advancement. The two-factor theory suggests that the intrinsic rewards will more likely motivate individuals rather than the possibility of extrinsic rewards, meaning the hygiene factors, such as salary enhancement, security or improved working conditions. From the beginning a thorough induction process “Welcome to the World of ECCO” is presented to new employees so they can learn everything about the company and the importance of their role, which encourages intrinsic factors such as recognition and personal involvement in their new workplace. Herzberg’s theory is relevant in this case as it argues
Personal Reflection Assessment Managing my work priorities and professional development requires me to act as a good role model who has the traits of an effective leader; ensure that my work goals and plans reflect the organization’s goals and plans; meet my job responsibilities; measure and maintain my personal performance; priorities work; use technology to organize and manage my work; maintain a work/life balance; meet required competency standards; determine my developmental needs; take advantage of learning opportunities; gather feedback from others about my personal performance and use it to improve my competence; use networks to increase my knowledge, gain new skills and develop relationships, and to ensure that I acquired new skills to maintain my competitive edge. What makes a good role model and how would I ensure that I acted as a role model for employees I supervise? Effective role models possess desirable characteristics that make them easy to look up to. They inspire others to make changes and strive toward new goals. Characteristics that a role model possesses includes high moral values, confidence, who is hardworking, respectful, has an optimistic outlook on life and can find creative solutions to their problems in the workplace.
According to Miles “Positive relationship communication focuses on supervisors seeking suggestions from subordinates, being interested in them as people, relating with them in a casual manner, and allowing them to contribute input on important decisions.” (Miles, Patrick & King, 1996, p. ) In order to apply this philosophy in real life, I determined how employees in my organization perceive supervisor communication. In addition, I examined employee performance, trust and morale during times when there is a negative perception of communication with supervisors. Negative employee perceptions of supervisor communication are important in determining employee trust and morale as well. The decisions made in this study use the process model to explore how employee’s
More specifically, the employees understood their relationship with their organization as a demand for them to understand AIG’s organizational goals or mission statements, job expectations, performance objectives, and performance feedback. Once the organization’s demands were understood and mastered by employees. They could expect to be satisfied through benefits, status in the company, and/or more income for meeting these demands and expectations in the organization. This made for a mutually sociable exchange of demands and contributions between the individuals and the organization. According to the authors, “Equity Theory is a social exchange process theory of motivation that focuses on individual-environment interaction” (Nelson, Quick, 2011, p.165).