– The manager relies on control; the leader inspires trust. Managers are organisers who focus on operations. His function is operational. Manager coordinates people and processes, the utilisation of human and material resources to achieve and organisation’s objectives. Managers of an organisation manage: themselves, people and relationships, policies and procedures, environments, financial and physical resources, information and technology, ideas, operations and processes.
Why supervision and management of strategic plans is essential? Who should be in charge for supervising and managing strategic plans? Why? What are the drawbacks faced if fall short of supervising and managing the strategic plans? As an employee describe your role in the strategic planning process of an organization.
Planning/strategizing works together with the organization’s primary purpose based on where the organization wants to be and what it will take for them to get there. Planning/strategizing enables management to go beyond daily activities to set realistic goals for the organization’s success. Organizing involves setting the structure and the coordination and use of available resources needed to carry out tasks necessary to achieve the organizational plans. Leading is the ability to motivate people to give their best both individually and within group settings. Through guidance, leadership ability, and supervision of employees managers achieve organizational goals.
What type of leadership brings success? What factors motivate employees to exceed expectation? What must a supervisor or manager do to increase performance and exceed goals? Management leadership style can be demonstrated through the organization structures. Management uses several ways that lead to successful performance; they lead by structure, emotional intelligence, human intelligence, and thought leadership.
Balanced Scorecard Organizations and upper-management often use a Strengths, Weaknesses, Opportunities, Threats, and Trends (SWOTT) analysis model to concentrate on the company’s competitive advantages, their possibilities, evaluate how to improve susceptibilities, and avoid coercion. Organizations depend on SWOTT analysis to remain successful in their industries. For a business to be successful and sustain their performance, the entity is obligated by their external environment to generate strategic objectives and constantly evaluate its vision and mission. Organizations must reflect on their mission and vision frequently to assess each for validity, consistency, and making sure the objectives are components useful to the desired vision. Businesses require a tool to measure the execution of objectives.
2. Develop and conduct a needs assessment. 3. Analyze the data collected and identify training needs. 4.
Organizational structure is the stereotypically categorized agreement of power, connections, privileges, and obligations of an organization. It determines how the position, authority, and duties are dispersed, regulated, organized, and how the information is disseminated between the various ranks of management. A structure relies on the organization's goals and policy. There are two types of structures, centralized and decentralized structures. In a centralized structure, the senior management has the power to make decision and has a strong control over departments.
The human resources principles emphasize team management and the importance of employee involvement. However, being able to communicate these principles and the ensuing results is critical to the overall functioning of the organization. The ideal approach would be content that addresses the task, as well as social aspects of the company. Additionally, effective communication should occur vertically, horizontally, face-to-face and in writing. The style of communication would vary between formal and informal, depending on what any given situation would dictate.
2. Explain the importance of measuring competencies Competencies are what organizations’ need to know and understand. Strategies implement the competent force of employees. Many organizations develop competency representations aligned with organizational strategy and have linked them to Human Resources (HR) processes. A competency ideal describes the combination of knowledge, skills, and qualities needed for employees.
Role of Stakeholder Paper The purpose of this paper is to identify the role of the stakeholders in an organization and identify the specific roles of the stakeholders in implementing a quality management process. The start of the paper will identify the description of a stakeholder and its specific roles and in addition will enlighten how important stakeholders are to the growth of a company. Subsequently, two organizations will be provided as examples to support the response of the importance of the stakeholders. The Stakeholder and Roles of the Stakeholders The definition of “stakeholder” identifies as any person or persons with an interest in the company. Any person or persons who can contribute to the company’s growth and success or who benefits from the company’s success.