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.
Role-playing takes place between the manager, programmer, and salesperson that act out roles to explore a particular scenario. They each specialize in their field, but the problems are that they are not working together as a team. By acting scenarios, they are likely to respond to different approaches and miscommunications. Louise, the manager, should have not take sides after calling out Ricardo for Frank to continue his problem. Frank may be the leading salesperson who has to deal with the situation when it actually happens (customer dissatisfaction).
However, when it comes to management positions I believe that Tanglewood should first look at their internal associates. Typically, those associates already know the culture of the business and the mission of the company. Core or Flexible Workforce: I don’t recommend the use of flexible workforce for Tanglewood. I say that because having a rotating schedule of associates like that doesn’t maintain the consistency that the company needs. Each person that comes in will have a different view on the business.
Again, as I stated before, main goal is to improve customer service. The best way to do it is to have the best employees. Active or Passive Diversity This is a little difficult question for me. Our world right now has a diversity of expertise, values, and languages. It might be better to use passive diversity for Tanglewood, because they want their employees to share close relationship between each other.
team appraisals can sometimes be unjust, because one or two people could possibly slack when it comes to performing their job and make the team look bad. The organization wants all employee’s to benefit from the great effort that they put into performing their job; therefore they should be evaluated separately. A generic appraisal form for each employee seems to be fair it shows each employee his/her weakness and strengths allowing room for growth if needed(Fallon & McConnell 2007;
• Team members will know who they need to work closely and collaborate with to get their job done. • By using the team’s diversity new ideas can be used to look at issues and problems in a different way. Activity 5 1. How would you encourage a staff member who is reluctant to work with someone from a different nationality to see the advantages of working with people from various international backgrounds? (50 words) To get staff to see the benefits of working with culturally different individuals the organisation would need to offer information sessions and implement a Workplace Diversity Plan to show diversity is valued and encouraged.
The plant manager had difficulties in evaluating the performance of the engineer based on attitude. The engineer had shown a spirit of hard work by completing tasks on time. However, the engineer had shown a poor attitude towards his colleagues and was not respectful to the manager. Define the most commonly-used sets of criteria which should be evaluated in a performance evaluation. Quality and quantity of work done: quality of work can be defined as the continuous process of performing and sustaining good performance of tasks.
All supervising managers should abide by a set standard for evaluating employees. Some employees have received more than one poor evaluation of performance and they were put on probation, and in some cases they were given a raise. This is unfair to those employees that perform well or above the expected performance level. This type of system does not encourage employee growth. What this does is show the employees that they do not have a set code of conduct to follow.
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.
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.