NVQ3 TASK B 206 Handout This handout has been designed to assist you during this staff induction, It should be used as a guideline, and read in conjunction with the rest of your induction folder contents. Agreed ways of working, means that this company, managers, colleagues and yourself, are bound to work to an agreed set of guidelines, policies, practices and procedures that have been prepared and designed to incorporate the whole company, and to bring consistency to the team as a whole. Limitations are set out within your job role description. Please identify these limitations, and ensure that you work within this role. Amongst the company's policies and procedures, you will find such guidelines, as 'equality and diversity'., and 'dealing with harassment and bullying at work' These policies exists to enable all employees to work cohesively.
Employee Portfolio: Management Plan Jackie Clayton University of Phoenix MGT/311 November 19, 2012 Kevin P. McCoyd Employee Portfolio This paper will discuss how employee’s characteristics affect the organization and recommendations for additional assessments. With any employee, different personalities and characteristics can be beneficial or damaging to an organization. At Riordan Manufacturing, our goal is to provide a superior service to our customers. To accomplish our mission, employee satisfaction is the key to providing superior customer service. Another issue is the relationship between employee and employer.
Ideas are put in the works on how to structure the function to accomplish specific roles in workplaces. In that structure, there are three elements used. The first element is that strategic business partners should come together to create and implement relevant business including Human Resource strategy. The second element is sharing expertise with specialist who have unique abilities in a wide area such as recruitment, training, selection, development, pay, and rewards. The third and last element is involves providing information with administration support to other managers including staff.
Targets are the centre of their main drive of the organisation activities. Its communication system is top down, which means that only chairman is the only one to communicate the necessary information about the operational activities of the organisation. this structure doesn’t allow employees to be part of participative approach and employees become demotivated. The E.ON has a structure which is functional in terms of operations. The structure of E.ON provides flexibility in terms of decision making process, and the way the management operate, and each manager has some authorities to exercise within a particular division.
The Max Weber’s theory of bureaucracy states the rules and regulations of a bureaucracy to serve and protect its members against the possibility of personal favoritism. Webers theory is a well defined hierarchy of all the positions within a bureaucracy structure. The structure permits the higher positions to
No matter what type of organization managers, regardless of what he was in management levels, all managers need to have some management skills, such as Technical skills, design skills, personal skills. Q2. Explain, in your own words, the distinction between a leader and a manager. The biggest difference between leaders and managers is in the way they motivate the people who follow or work for them. Managers have subordinates, unless their title is given as a mark of seniority and honorary, while leaders do not.
Management uses several ways that lead to successful performance; they lead by structure, emotional intelligence, human intelligence, and thought leadership. Management uses several ways that lead to successful performance; one way is by structure. An organization structure describes the way the organization operated. It is shown by an organization chart, which list the roles, departments, hierarchy or chain of command. It show a person who the leaders of the organization.
Technology and Work Design The purpose of this essay is to analyse the problems connected with applying job redesign techniques in the workplace and to give possible solutions towards job redesign implementation. This written work also aims to establish a connection between the types of work design and the factors which affect them, and furthermore – to investigate the process of motivating employees within a company, regarding their abilities, their goal-directed manners and their work performance as a whole (Slocum and Hellriegel, 2009). This paper’s core argument is based on the concept of Scientific Management which was first developed by the American mechanical engineer Frederick Taylor in the Early Twentieth Century.Another concept, which will be analysed in this paper, is the mass production technique, developed by the American industrialist Henry Ford who is well-known for the invention of the ‘’Model T’’ cars. In nowadays’ business environment technology and work design are strongly interrelated due to the need of companies to adapt to the newest technological changes. By definition technology is the course by which an organization entity changes its resources (inputs) into different products and services (outputs) (Bratton and Sawchuk, 2010).
Whereas Walters (1995), states that “It is not even only about meeting individual objectives. It is about directing and supporting employees to work as effectively and efficiently as possible in line with the needs of the organisation.” Performance appraisal is a process that usually begins with the appraiser, often the manager, setting objectives and action plans for each individual employee. These are job specific and are based on the abilities of the jobholder. It is often a one-to-one discussion and it provides both the employee and the employer with the opportunity to take an overall view of the performance of each individual. Foot and Hook (2008:249) displays the work of Randell et al.
Ravasi and Schultz (2006) stated that organizational culture is a set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations. [1] Although a company may have its "own unique culture", in larger organizations there are sometimes conflicting cultures that co-exist owing to the characteristics of different management teams. Organizational culture may affect employees' identification with an organization. [2] According to Needle (2004),[6] organizational culture represents the collective values, beliefs and principles of organizational members and is a product of such factors as history, product, market, technology, and strategy, type of employees, management style, and national culture. Corporate culture on the other hand refers to those cultures deliberately created by management to achieve specific strategic ends.