It is a known fact that employees or followers have tendencies to procrastinate, look for ways to make their jobs easier even if the quality isn't good, and try to steal company resources, such as time and supplies. Thus, a leader who is familiar with the ins and outs of the company or group has a better advantage of taming his or her crew. Leading by example Many employees look up to supervisors and managers who know how to lead by example. If you want your subordinates to follow the rules of the organization or the company, you should be
Employees who are a part of huge companies find incapability to deal with stress, which has its most hazardous significance in the line of their work. They need to work effectively for the advancement of their profession. Therefore, for the efficiency of their employment, they work harder both physically and psychologically. At a psychological level, the stress of work may
Once someone is in the system for long enough, their attitude tends to change from merely wanting success, to actually hoping other people fail. The security of the individual depends solely on how successful they are in the climb. Essentially the ladder morphs into a pyramid where the lower groups ban together to protect themselves from the higher groups, think labor unions and the 99% rallies. The people on top know the power is theirs and don’t want to risk its loss, so they are constantly forced to remind everyone below them just how powerful and great they are. The end result of this system is fear, mistrust, and loneliness.
How might these three employees’ characteristics affect the performance of the organization? In my opinion it seems to me that the most common concern is the personality trait. All three of the employees have different personality traits; this will require a different means of communication from a manager. To look a bit deep, a manger must know his people and their capabilities, for instance placing people in the right job makes all the difference in the world and can greatly affect the organization performance in a positive or a negative way. For a better example, let look at employee number one from our employee questionnaire, in the case of Dontae, he has a introvert personality with strong individual skills in supply procurement.
C. Define the major principles associated within this theory as they relate to the psychology of learning. D. Summarize how this theory makes use of prior experience in explaining how people learn E. Describe how this theory explains how permanent change in behavior takes place. F. Apply this theory to
Employees are an asset to the company and are encouraged to make suggestions which have lead to a few major operational changes within the company. Tanglewood does not prefer temporary workers because they feel that they do not know the store and because there is a high turnover ratio and higher costs associated with them. By having everyone start at the bottom and work their way up through the company it allows for everyone to learn the same way and know the cultural are that are important to Tanglewood. Tanglewood places a high emphasis on employee participation as well as team work. Each department head is in charge of formulating their own work methods in their respective departments.
Also there is much inefficiency due to lack of common and corporate wide policies and processes which have been identified as areas of improvement. The founders and leaders of Tanglewood realize that unless the company is able to address these issues, and very tightly couple the organizational culture as part of their operations, it would be tough for them to succeed in the new competitive scenario and also take advantage of the opportunities present in the market. The company also has to ensure that it is able to create a motivated and robust work environment with loyal employees, so that they do not go away to competition that would be soon entering the regions that Tanglewood has presence in. In order to
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.
Motivating staff is no easy task for managers. To produce a high level of performance and productivity, managers are obligated to focus their attention on motivating their employees. Every employee is motivated in a different way. This paper discusses
It also has the disadvantage that employees become dependant on their leader. Persuasive management style involves the manager sharing some characteristics with that of an autocratic manager. The most important aspect of a persuasive manager is that they maintain control over the entire decision making process. The most prominent difference here is that the persuasive manager will spend more time working with their subordinates in order to try to convince them of the benefits of the decisions they have made. A persuasive manager is more aware of the employees but it would be incorrect to say that the style of management is more inclusive of employees.