Although one can’t be taught to be a leader in educational courses, leadership qualities can be learned. Bennis mentions the lack of true leaders in America these days. Corporate executives are much more concerned with short-term results rather than long term gains. He uses two examples to demonstrate his point. First he gives the story of Ed, who despite him being smart, ambitious, determined to succeed and had the technical competence, still lacked people skills, conceptual skills, judgment, taste and character.
Contingency Theory has various styles of leadership and no two workers are motivated the same way (Lewis, Packard, & Lewis, 2007, p. 278). Based on the interaction on how the supervisor and the employee’s role intertwined with each other it was clear to see that the supervisor assumed and expected certain expectations in the workplace and assumed that along with that the client’s needs would also be met. As we seen the situation play out we also noticed the lack of motivation to practice the token system with the clients coming from the employees’ point of view. The challenge there was that competency and practice of the method were not being held to the same standard as the supervisors’ vision. If the supervisor has a strong sense of that method and knowledge of it, the employees were not reflexing the same in this example.
Nordstrom does not offer extensive training programs to its customers. Employees are paid on a commission basis, they are surrounded by a very competitive environment and it is ingrained in them that customer satisfaction is key. Employees needing to train new employees may not emphasize to the new employee why the need for customer satisfaction is so important. Also, because of the competitive environment, it may cause the employee to not train the new employee appropriately because of threat to their sales, which could in turn cause a misconception of their family environment. There is no training program for them that state any reasons why the culture of the company relies on customer satisfaction.
At first glance, both Francois and the sales staff are not working in harmony or synchronized together. Indeed, leadership is a relationship based on mutual exchange between leaders and followers (Iszatt-White & Saunders, 2014:107). Knowing that the new manager lacks in product knowledge of IT industry and managerial experience, the team are sceptical about his arrival and they don’t necessarily look up to him at first. He still manages to learn quickly the product range and manufacturing processes but his acceptance among is still unproven. Thus, by applying Hogg’s social identity theory, we see from the follower’s perspective why they have a hard time with Francois.
and Akon, O. (2008), “at the refreezing stage, there is a critical focus on reinforcing…the new values, behaviors, and attitudes required for long term operational success.” At the bookshop in Concord, this phase could not be achieved successfully because the employees had no incentive to participate by this stage. Spector (2010) tells us that “ motivation, in this case, refers to the degree to which employees are committed to the achievement of outstanding performance both for themselves and for their company… high motivation creates in employees the capability and willingness to work together to solve problems.” This phase where the new changes are assessed and revised never comes to fruition at Concord. In conclusion, it is imperative that the change agents understand that employee participation builds support for change. Spector (2010) says that “participation in the process of defining problems and designing solutions will help build commitment to the new directions that result from that process.” The bookshop at Concord could have had a different outcome if the board was willing to follow the process of organizational
It seems their work is never done as the author can attest to first hand, as he lives with one of these phenomenal people who spend their workdays taking care of people and making sure everyone is fine. In this essay, the author will explore some of the personal characteristics and skills that he considers to be essential for a successful career in the human services field as well as those characteristics that may not be conducive to a successful run in this particular area. Additionally, he will answer the question of whether there are specific skills which individuals need to have or develop before employment in the human services field and if so, which ones. He will also chronicle where and how these skills can be developed to help in the formation of a successful human services worker and if there is such a thing as a natural born helper. Finally, the author will describe someone in his life he believes would be an exemplary human services worker and the characteristics and skills she possesses.
Hull House’s leadership was not supportive of staff at that time. Decisions were consistently being made without any input of employees or alternatives discussed with the employees. The problems identified effects case management and clients’ agency wide. The team is not being provided with the tools needed to effectively do their jobs. The clients’ well-being is primary and their ability to receive the appropriate services is also essential to the agency.
Module 1 Journal In the readings for this week, the chapters speak of attitude, legislation, and litigation. The attitude of a person is built on many different kinds of circumstances and how well they can deal with themselves and others. Some people can have a great attitude meaning that they strive always to do their best, be polite, and care for others as well as themselves and do the best they can in society. Others may have a bad attitude and they do not have respect for others and cannot deal with themselves either. They do not care what the consequences are of their actions or how they may affect the people around them.
To solve these problems SmileCo turned to Pollack Learning Alliance to make special training programme. Introduction This report will look at: * Problems with the current information system * Main needs * Meeting company needs * Testing of the system * Types of training * Post-training support * Documentation Findings Problems with the current information system: * Lack of information and out-of-date information * Staff can’t afford to spend time in the office completing what they see as a complicated database; it just gets left * Internal training for the regional managers was inadequate and they weren’t equipped to train their staff * Sales team from Reedley have only had very ad-hoc informal training with the system Main needs: * Training for the new iPAQ system implementation; need to ensure that the regional managers buy in * Updating sales skills ( sales staff should become more ‘pro-active’ in their approach to selling * Team building is needed Meeting company needs: * Trainers to work with SmileCo’s field force before designing the training programme Testing of the system: * They will identify some sales people who will be ‘power users’ – to be trained separately before the system is introduced and to help with training programme development Types of training: * Training will be over two days * It will be a combination of face-to-face instructor-led
The last resistance is that the employees are afraid to learn how to use the computer and they are too old. The employees think it would be too difficult to learn a new process and it would replace their jobs. To overcome the resistance, Martin Walker needs to gain the employees trust. He needs to be encouraging and ensure them that it would be the best move for the project and the company. Also, ensure the employees that he will always be there to help and answer any questions needed.