A manger should report on and audit their team/departments overall productivity and outputs to ensure that time and recourses are being spent wisely. 1.1.3. Explain, in the context of meeting organizational needs, the difference between managers and leaders. A manager is a person in a position of power that represents a department or team; they are responsible for reporting, auditing, planning and developing procedures. It is also their responsibility to delegate tasks, monitor employee performances and ensure that the team is productive and efficient.
Diff: 2 Page Ref: 72 Chapter: 3 Objective: 1 Skill: Concept 2) Since most well-run firms utilize a hierarchy of goals to guide major decisions, ________ is especially important to managers at every level to prevent departments from working at cross-purposes. A) strategic planning B) financial auditing C) employee testing D) employee benchmarking E) annual personnel training Answer: A Explanation: Successful firms use a hierarchy of goals that are established at the top and trickle downward. Such a system enables the strategic plans of a firm to be made clear to each manager and employee. Strategic planning helps guide managers to make decisions in hiring, training, financing, and inventory that benefit the goals of the firm. Diff: 2 Page Ref: 72-73 Chapter: 3 Objective: 1 Skill: Concept 3) What is the first step in the management planning process?
Managers and team leaders have a responsibility to be able to recognize the individual characteristics of their employees so that they are able to get the most out of their employees. Managers also need to recognize that differences among people can lead to miscommunication, misunderstanding, and conflict (Robbins & Judge, 2011). An effective manager is a manager that can recognize the individual characteristics of his or her employees and manage a diverse workforce effectively. Many companies have developed diversity programs where their main goal is to increase their competitive advantage and that is by having a diverse employee staff to increase their access to the widest range of ides, skills, and abilities. 1.2 Analyze the impact of individual employee characteristics on organizational performance.
Strength of Being a Manager Tenisha Robinson Everest University Online November 6, 2012 Manager Being a manager requires being an effective leader. They must keep their employees on track and committed to doing their jobs the right way by informing them on what tasks are to be done and how they must go about executing them. Some managers hold meetings in a group and individually to make sure that each employee is following all the rules and regulations as required when being hired. Stated on the article by (Weaver, 1999-2012) a good manager takes time out to listen to their employees ensuring them that if there are any concerns when it comes to their job and job tasks they are there to listen and help with the situations on hand. Most managers try to find ways to assign their employees in the areas that meet their strengths resulting in great job performances.
Communication, behavior, and appearance are three are the crucial factors that make a great professional employee, as these are characteristics that can contribute to a company in its goals to be profitable. Most businesses, no matter the industry, sets certain guidelines to which its employees are expected to adhere to, these rules are usually explained in the employee handbook. Professionalism is essentially, the knowledge that an individual conveys about a certain field. At work, professionalism refers to a person doing his or her job with sincerity, and maintaining professional etiquette and ethics in the workplace. Companies specify which behaviors are acceptable, and which are not, when they first start the hiring process for a new employee.
The successful observations of management to assess or modify his or her style of motivating and leading is the key to reaching the mission and vision statement of the organization. The theories discussed are the situation and path-goal leadership and the expectancy and reinforcement motivational theories. In understanding and analyzing the theories, they are applied to the case study of Alex and Stephanie. The positive and negative skills of each respective manager are apparent to the observer. The Situation Leadership Theory The situational leadership theory is a method developed by Kenneth Blanchard and Paul Hersey.
Four Seasons management sets clear expectations from the employees on their first day at the company and thus prevents potential misunderstandings in the future. One of the critical steps, on the way of implementing Four Seasons corporate strategy, was to ensure that employees are accountable for their actions, as well as for overall success or failure of the company. While clear and comprehensive set of standards is required to increase company’s ability to maintain high level of service, it might hurt company’s ability to be flexible and adjust to variety of customers’ needs. Four Seasons took this issue into
This paper will provide detailed information regarding the customer service manager position, the job analysis of the position, methods of recruiting and selection methods for seeking the best candidates. Description of the Position The Customer Service Manager (CSM) is involved in various aspects of business at GE. Knowledge of the company as well as the part in which the individual hired will play in his or her role will be essential to the success of the individual hired. The customer service manager will oversee customer service throughout the GE branch hired for. This includes ensuring customer service practices are well established and followed by customer service employees as well as ensuring excellence in customer service (General Electric, 2012).
Outline: 1. What Motivates Employees in the workplace. a. Employee’s generation, values morale and their perception of the company will be reviewed and compared in respect to what motivates them to do a good job for the company. 2.) Rewards: a.)
360 degree feedback is a performance appraisal which comes from an employee’s immediate work circle [Marchington & Wilkinson, 2012, Human Resource Management at Work]. It involves analysis of their recent successes, failures, strengths and weaknesses in suitability for promotion or further training. A number of stakeholders can participate in a 360 degree feedback. Superiors, sub-ordinates, peers, oneself and even the customer can contribute towards employees’ feedback. Studies have shown that the use of 360 degree feedback improves employee performance as the individual being evaluated can see different perspectives of their performance [Walker & Smither, 1999].