It is important to be able to penetrate any barriers that the employee may have as a defense mechanism. A good manager of people realizes that once you have found an entry point into their employees heart; it is likely that the manager will be successful in motivating the employee. Because people have different personalities not all things goes as planned when you are attempting to motivate your employees. An excerpt from an article on bussinessball.com states: “Developing understanding of personality typology, personality traits, thinking styles and learning styles theories is also a very useful way to improve your knowledge
Carver is lacking in interpersonal effectiveness. He needs to address his ability to communicate and build interpersonal relationships. He needs to build a rapport with his employees to be successful. A successful leader “can help people contain and recover from their emotional stressors on the job” (Newman, Guy & Mastracci, 2007, p. 13). Carver was actually the stressor in many situations.
Leaders have to set the standard by being empathic, supportive and use a range of different leadership styles to develop and maintain the team, they also have be fair and consistent, as workers that feel they are unfairly treated by a manager will not show loyalty and will do the minimum. The leader also has to demonstrate capability and experience, as having workers that are more highly achieving than the leader breeds resentment. Tuckman (1965) described the stages of team development as ‘Forming, Storming, Norming and Performing. As teams travel through these stages trust, respect and understanding of individual’s strengths and tolerance of their weaknesses is established. This process allows individuals to learn about each other personalities, coping strategies and response to pressure, allowing for bonds between members to be formed.
A common goal is essential to put in place as if this doesn’t happen confusion can occur and this can affect the young people we care for. As we were working with young people who could be effected by too much uncertainty we looked to our manager for the team objectives as to create as much of a settled environment as possible, a common purpose was important as to create consistency within the staff team. Key features are absent at this stage apart from a motivation throughout the team to do the job well. Storming - stage 2 As a lot of us were new to the company we all wanted to make a good impression, so a little bit of a competitive environment developed, with members of the team having their own ideas of how to do things, disagreements occurred, different personalities coming together caused conflict and this can be difficult for the seniors and manager at this early stage of the team being put together. Also new staff being taught the more modern practices tended to clash with the staff who have been doing the job for many years.
Decision making with your employees will let them gain respect for the leader and become more determined. This style will bring strength between you and your employees. Laissez-Faire-This style is used when the leader is lazy or distracted, it’s more of a you do what you want style. This style can be used when the team is highly capable and motivated, it’s when the team doesn’t need close monitoring or supervision. This style can cause failure when the leader expects the group to make the decision between themselves when they are un sure about what they need to achieve and how they need to accomplish the task.
A lot of people may view professional development as being a chore, a requirement of the job or maybe they feel that with the everyday tasks they already have to complete for their job they just don’t have the time to take on anything extra. However in the role of manager it is our responsibility to identify the staff needs for development with each individual’s ability and possibly their preferred learning style to turn professional development from a negative to a positive for that person, to enable them to develop their capabilities and skills within their job role and enjoy the experience. When sourcing areas of training for staff be creative, assess who the training is for and the best way to deliver it, if for a group is it better to bring someone in and do it in-house is this feasible to your workplace. Other possibilities may be that the training is available to do online which in turn means that you don’t have to close for to provide training, maybe it would be possible to organise joint training with similar organisations to enable release of a smaller
In order to elicit the desired change he went to the engineers with true concern for their personal welfare. After listening to their challenges, he created a clear sense of purpose that both the leader and follower wanted. The goal was to reduce the administrative paperwork that was consuming the engineers time, the engineers saw this as a time waster, as did John Terrill. As their leader, he took personal responsibility to influence executive management of the inefficiencies of all the extra paperwork. Terrill demonstrated “an important aspect of leadership…influencing others to come together around a common vision” (Daft, 2008, p. 6).
Which provides and clarifies employees their new responsibilities, outcomes and most important individual performance. Feedback should be practiced for each individual employees via meetings, or other devices to reinforce team performance and effectiveness with intention of providing motivation for team 2. Why is encouraging participation in the planning, decision making and operational aspects of the team's work important for developing team cohesion, and what role does feedback play in doing this. Offering feedback and reinforcements is important because it commends and offers opportunities to review and reward its members for their contribution, and the standard of cooperation to the work produced. Investing feedback in developing team cohesion is vital for the teams dynamics to work, because it inhibits or enables employees to be more productive.
There should always be good communication between management and their staff, being misunderstood and feeling out the loop are signs that communications have broken down, Which can lead to a situation of frustration and may result in work not being carried out correctly. Inductions. Induction training is absolutely vital for new starters. A good induction training ensures new starters are productive in their role. Inductions are not just about training they are also about communicating
S2 – Selling / Coaching – The leader still defines roles and tasks, but seeks ideas and suggestions from the worker. Decisions remain the leaders but communication is much more two-way. This style is used in situations where a worker has some competence but lacks commitment. The worker may need direction and supervision because they are still relatively inexperienced. They also need support and praise to build their self-esteem and involvement in decision-making to restore their commitment.