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.
In the absence of stated reasons for using BSC, the employees will perceive it as a tool used by boss to generate terminations. BSC is a tool that was designed to executing your strategy, not drafting a new one. The inherent assumption is that your organization possesses a strategy, and requires a tool to bring it to life on a day to day basis. Cascading the scorecard provides an opportunity for each and every employee to declare how his/her actions are leading to organisations success. A guiding rationale for BSC can
To make sure they agree to what they have to do i have to make sure they understand the important of what they have to do and why they have to and asure them that I will be able to assist in anyway they need to be assist with. If cant get the agreement from them than i need to seek for a colleage advice language barriers communication Bad behaviours Neglecting and abused clients 2.2 By providing all the staff members with trainings need for the job. By making sure all the stuff are following the company policies and procedure. By reporting and recording all accident happened in a accident book. 2.3 Get advice from the manager, senior care, or your colleagues or stuff books 3.1 Respond to the complaints professional way, listen the person what they have to say be sympathetic and respectful to what they have to say.
Explain why these leadership styles or behaviours are likely to have positive or negative effects on individual and group behaviour: Tell - In this style of management, subordinates are expected to do the job the way the manager tells them to do it. Tell managers provide clear directions by telling subordinates what to do and how to do it. They don’t listen to the subordinates nor permit much subordinate input. They expect immediate compliance
ILM Level 3 Task: Understading performance management Table of contents The value of assessing performance : page 2 Know how to manage performance of individuals in the team Understand the value of feedback in the work place Know how to manage underperformance in the workplace Pg1 ILM Level 3 The value of assessing performance In order for a company or organisation to run effectively it must look at its staff to ascertain whether they are performing to a standard that is reasonably expected of them and to see if improvements can be made from both parties. This can be done using formal and informal performance assessments. Formal assessment in our organisation comes in the form of a P.A.D.R. (personal annual development review). Here individuals sit down with their line manager and officially review the previous year and preview the coming year.
The classical approach includes scientific, administrative, and bureaucratic management.” According to the course reading scientific management focuses on the best way to the job. Administrative management focus is the manager & basic managerial function. Bureaucractic management focus is on the guidelines structuring with formalization of rules, procedures and a clear division of labor” (Bateman &Snell, 2010). The second approach is the behavioral approach it stresses the understanding and significance of the employee needs and their attitude towards the organization. You can see this function in action the way the employee works as a team, the way they communicate openly, and the way the job is designed by managers.
Team members who do not participate in the success of the group must be encouraged to improve. The following will discuss some steps to conflict management and how certain behavior could have a negative effect on the team. First step is to understand the issue. In this step the manager has to understand the issues of both parties and summarize all the facts to ensure everyone is on the same page. Secondly clarify the objectives.
However the expected outcome from the project makes it feasible. The manager instituted the cost cutting campaign and emphasize that the first aim of every employee should remain the cost reduction plan in the company. Major emphasis of the case is on the management strategy and organizational behavior that Dick Spencer adopted to run the company as a manager of the plant and also emphasizes on his techniques for human resource management. In tough time or for cost production the manager has to hold the situation of the company and employees technically not forcefully (more business.com). In this case the author wants to point out some mistakes that dick Spencer attempted in his career of management as a part of the tri American company’s Modrow branch.
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.
His leadership used different decision-making processes based upon what was best for the company. He was known in the Target Corporation as an effective leader who can focused on the situation and made a decision that is transparent and fair. In this paper I``` will discuss what makes Kurt Griebel an exemplary leader by analyzing these key factors: 1. Organizational power 2. Contingency factors 3.