This is done by looking at the candidate’s knowledge, skills and competence to make a judgement to whether it meets the criteria set out in the standards. The evidence submitted must be deemed valid, so does is relate to the standard to which it is being applied and is it from a reliable source or a true document, how can it be verified as belonging to the candidate. It also needs to be a current form of evidence does it have a time period that it is restricted to and is it sufficient, how much of the criteria it meets. Each piece of evidence needs to cover part of the criteria, which is crucial to making an assessment decision. If all of the criteria is not met then a competent decision can not be made.
a) What are some of the reasons for this accelerated growth? b) What are some of the challenges associated with increased use of telemarketing? MKTG 420 Week 4 DQ 1 Recruiting The recruitment and selection of salespeople are certainly among the most challenging and important responsibilities of sales management. Please comment. (graded) a) How can sales managers use the recruiting process to ensure that the salespeople that are hired are good team players?
Recruiting Like many retailers, Tanglewood has high recruiting needs in entry level positions due to a high rate of turnover. Tanglewood’s current recruiting methods vary from one region to the next. By assessing these various methods and comparing their overall effectiveness, we have a good opportunity to improve the recruiting process, thus optimizing the operations of this organization. We will review the target demographics, and look into the methodology of each region’s present recruitment styles. The desire to create a unified recruiting process will be reviewed and evaluated, with an ultimate goal of devising a functional, efficient and profitable recruiting service for this organization.
The success of this phase needs the commanding and logical style of leadership. It requires a more demanding approach as it represents the moment of launching the plans and strategies for change and these must have a precise debut. This phase has to be managed through the commanding and logical styles as they consist of directing and explaining, and of doing and studying. The catalyzing phase involves inspiring, energizing, and assisting. The inspirational and supportive styles are most effective as these develop through exploiting opportunities of change in order to accomplish positive goals.
By creating this opportunity for others to reward for their work efforts and efficiencies, she empowers the job enrichment theory. Her approach to creating a high-performing team was to provide a personal touch, provide excellent customer service, and comprehensive training. • Describe the theories found in each case study and cite specific examples. The second case study, Klein Feld of Siemens, represents the motivational theories of Maslow’s needs hierarchy, goal setting, and expectancy. Klein Feld is motivated by his need for self-actualization when he planned to speed production at Siemens’, which would hopefully allow the company to compete with their rival company, General... • What was each business owner’s approach to creating high-performing teams within their
However, when properly used, the Triple Package leads to success and can be efficiently self-taught. One of the traits of the Triple Package includes a superiority complex. As Chua mentioned, sometimes group superiority can result in disastrous effects. However, many people have superiority instilled in the form of personal superiority. This personal superiority gives us a drive to be better than others and encourages us to strive for success.
According to Bandura, “seeing people similar to oneself succeed by sustained effort raises observers beliefs they too possess the capabilities master comparable activities to succeed” (Bandura, 1994). Bandura asserts people could be persuaded to believe they have the skills and capabilities to succeed and getting verbal encouragement from others helps people overcome self-doubt and focus on giving their best effort to the task at hand. Our own responses and emotional reactions to situations also play an important role in self-efficacy. Moods, emotional states, physical reactions, and stress levels can all impact how a person feels about their personal abilities in a particular situation. For example, a person who becomes extremely nervous before speaking in public may develop a weak sense of self-efficacy in these situations.
Finally, emotional intelligent managers would make in-depth decisions with a keen awareness of sentiments in each employee. First of all, a growing body of the relationship between leadership effectiveness and emotional intelligence has been argued widely. To identify the importance of emotional intelligence in successful management, it is fundamental to define the nature of leadership. Locke (2005) argued that good leadership is not only regarded as the ability to improve followers’ job satisfaction, but also refers to build a conscious to employees about the goal needs to be reached and an explicit thought of current process. In essence, these two requirements are involved in emotion management.
There are a lot of benefits in creating a stakeholders management process and a few of them are, that You will be able to use the opinions of the most powerful stakeholders to shape your projects at an early stage. Not only does this make it more likely that they will support you, their input will usually improve the quality of your project, Gaining support from powerful stakeholders can help you to win more resources, making it more likely that your projects will be successful. Also it will allow you to communicate with stakeholders early and frequently, so to ensure that they fully understand what you are doing, and that they understand the benefits of
Expectancy Theory in Organisation Practice The expectancy theory model of motivation is probably the most practical and powerful tool for human resource managers to demonstrate to other managers the importance of all human resource functions in creating a motivating environment. If the expectancy theory model is operationalized and followed in an organization, there is a strong probability that its employees will be highly motivated. The theory even allows managers to use numbers to determine the strength of the motivation of their employees, although this is rarely done. (Hedberg, et al., 2002) Performance Expectancy Leaders should try to increase the belief that employees are capable of preforming the job successfully. Ways of doing this include: select people with the required skills and knowledge; provide the required training and clarify job requirements; provide sufficient time and resources; assign progressively more difficult tasks based on training; follow employees’ suggestions about ways to change their jobs; intervene and attempt to alleviate problems that may hinder effective performance; provide examples of employees who have mastered the task; and provide coaching to employees who lack self-confidence.