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?
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
The ideal boss in such cultures tries to look as impressive as possible, and subordinates expect to be told what to do, and not to be consulted . 2- Individualism Index describes the extent to which individuals define themselves through their individuality. People define themselves more through their role or position in the group and less through their personality. 3- Uncertainty avoidance index represents the degree to which uncertainty and ambiguity are felt as threats by employees. This shows also how they can handle anxiety and stress at work.
. Positive and Negative Results “Growth at Stein, Bodello & Associates, Inc.” According to the case of Stein, Bodello, and Associates; it was determined the organization should implement a performance and development plan, such as role profiles. In the beginning, Stein and Bodello performed all functions of the business, however, as the firm grew they gradually had to give up various activities (Cohen 2000 p2). However, it seemed that Stein and Bodello did not know how to established roles to line managers then to the subordinates of the organization. Once Stein and Bodello establish specific roles in the organization, the morale, productivity, and efficiency of the organization will increase.
Explain how using a positive approach toward a co-worker who lacks confidence in the workplace can help them to gain more confidence. Answer: Offering encouragement; Recognising their strengths, skills and preferences; Listening to their needs and opinions; Responding sensitively to their needs; Value the co-worker’s skills, abilities and opinions; Sharing resources, my own talents and skills, the co-worker can benefit from my knowledge; Share the workload and responsibilities; Demonstrating or explaining something I know more about; 3. How can you show respect for the role of a senior member of staff who has asked you to follow a set of instructions? Answer: Use active listening skills and eye contact when the senior member of staff is talking to me; Clearly and tactfully voice my concerns at the appropriate time to clarify the instructions; Using caring and respectful communication techniques to discuss the problems; Receive the senior member’s opinions, criticism and advices positively and thoughtfully; Cooperate with other
Article Summary: “What Leaders Really Do” Lisa Marvel EDD 7200 – Supervisory Behavior Wilmington University October 4, 2010 Article Summary: “What Leaders Really Do” The article, “What Leaders Really Do” by John Kotter is written on the premise that leaders and managers are different yet organizations need both in order to succeed. According to Kotter, managers promote stability while leaders press for change, and only organizations that embrace both sides of the contradiction can thrive in turbulent times (p. 85). Kotter believes that most corporations today have too many managers and not enough leaders. So what is the difference between management and leadership? Management is about coping with complexity whereas leadership is about coping with change (p. 86).
They help you with: 1.Employee Development - The manager discusses employee strengths and how to apply them. Goals are discussed as well as plans for growth. 2.Employee Motivation - A non-threatening exchange of ideas between the manager and the employee which may help to solidify the relationship. 3.Employee Relations - A chance to find out how the employee feels about you, the job, and the company. Why do some managers avoid or delay doing appraisals?
' base 7: Barry ~ i l s o d Main issues: leadership, structure, motivation, job design Q1: what leadership issues arise in this case? To provide encouragement, motivation and develop opportunities to all his managers ( staff leadership development, important, long-term strategy) To develop a spirit of team work and congruent goals among his managers To avoid the perception of favoritism ( dangerous) To communicate the importance and urgency of the briefing manual and To produce the best possible result. As a manager, it is important to distinguish short-term and long-term goals , have to recognize priority. Solution: Partnership, break down to small pieces, have a test, hire somebody outside(outsourcing),mentor. Structure: 120 staffs, 4 offices( policy development, cableibroadcast research office, engineering and regulatory affairs) and one administrative services unit.
The importance of effective communication learned from teambuilding or workshops will predictably enhance a team’s success. Effective Team Communication: A tool for a successful team Conversing is a skill used in our daily routines, whether talking to a family member, interacting with a perfect stranger, or speaking to a colleague at work. “Communication is central to the way humans work, and because it comes naturally, we do not spend enough time thinking about how to do it properly” (BNET Editorial, 2007, para. 1). Dialogue with a family member and a stranger can be informal but communication within the workplace is much more proper.
Vroom theory of Motivation Jonathan is a great manager that uses the Vroom Expectancy Theory of motivation. He tries to understand what his people need personally so that he can use this to motivate them. If a manager can give rewards that employees want than they can effectively motivate them into being a better more productive employee. The Vroom Theory uses the wants and needs that people have and then addresses motivational strengths to ensure success. By using the degree of desire to do an activity a manager can judge the amount of motivation that can occur.