In addition, management controls the process as well as providing the path, rules, and resources to reach the companies goal (Kumle, 2006). Roles of Managers and Leaders Some say that the difference between a manager and being a leader is that management is career while leadership is a calling. Being a leader, one has to have a clearly defined convictions and most importantly, the courage of one’s convictions to see them manifest into reality (Kossoff, 2011). Effective leadership skills are developed and refined by time, experience, and a true desire to be more than just a manager, but a true leader. What roles do managers and leaders play in today’s environment?
o Describe how your recommended revised business practices and processes will affect the company. ISCOM 305 Week 5 Individual Assignment - Operational Components Paper 7. Individual Assignment: Operational Components Paper Taylor Inc. is interested in providing in-house professional development for the company. You have been selected to explain operational components to employees. The material you produce will be used in the management training.
Affecting Change Paper Jenea M. Smith LDR 531 March 21, 2011 John Thompson Affecting Change Paper Leadership can be defined as the ability to encourage and persuade others to work towards achieving a goal. Leaders are individuals who are concerned with doing the right thing, and managers are individuals who are concerned with doing things right. Leaders of companies and organizations are often faced with challenges of motivating employees to adjust to cultural changes and organizational structural. In large companies or organizations, the efficiency of managers depends on the influence they have over their subordinates, as well as their peers and superiors. Smith and Falmouth is a mid-size tele-shopping and mail order network
2. Complete the Marketing Plan. After working with your teammates, the component manager will develop your Marketing Plan (described in detail in this unit’s lecture). Use the rubric for the Written Plan to organize your information and to ensure that you have met the course requirements for this section of your business plan. 3.
The plan recommended by Team D was created by determining the formal and informal structures within Riordan and how these affect employee behavior. By identifying the most effective and appropriate structures and the effects on an employee’s behavior, the virtual organizational structure was chosen to support the changes. Features of Riordan’s culture and the potential influences of culture on the employee’s behavior were also factored in as well as any possible source of resistance the employees may have. Team D determined that an open communication strategy should be put in place to aid in carrying out of the new system, which will also assist in the evaluation of success or failure. Team D has also suggested that managers meet on a weekly basis with employees to go over data as well as collect assessments, pinpointing problem areas and to make any necessary changes if needed to be successful.
Analyze the development of the team in terms of the five-phase model or the punctuated equilibrium model. Choose the model that does the best job of explaining how your team evolved. Provide specific examples from your experience working in your team as to why the model is the best fit for explaining the development of your team. dq 2 As a project manager, describe your approach to managing conflict within a team. How would you approach resolving a personality conflict within a team?
When things are quite clear, or very chaotic, people respond well to being told what to do - Task Orientation When the situation is moderate, people often need to be convinced or appealed to - Employee Orientation Substitutes for Leadership Jermier & Kerr found that situational variables can actually substitute or neutralise the need for leadership: – Alternative approaches that can at least partially substitute for the need for leadership or can sometimes overcome poor leadership • • • • Professional orientation Direct feedback from the task Cohesive work group (with positive performance norms) Ability, experience and training Limitations of Contingency Perspective States the importance of context, but theories often employ a ‘matching’ framework (e.g. Fiedler) Often focus is more of relationship between follower and leader, making it hard to consider environmental dimensions Can often ignore or silence formal power relation s(such as the importance of hierarchy) 9 28/03/2014 CONTEMPORARY Perspectives on Leadership 1. Transactional 2. Charismatic 3. Transformational 4.
If not how does it affect you organizational effectiveness? In general is it essential for the employees of the organization to know the strategic plan? Support reasons. What factors should be taken into account while developing a roadmap for a strategic plan? Give examples of external and internal change agents?
While any company wants to employ exceptionally quality minded employees they are also faced with the fact that they are less experienced than the acceptable quality workforce. With the strong cultural value of the company I would recommend targeting the workforce that has acceptable quality focus. These type employees will grow in the company to a higher quality level
Employee Motivation Theory Often times companies that struggle with the relationship between the employees and the goals of the organization; sometimes the moral of its employee is thread that sets the relationship apart. Managers have made several failed attempts to establish that relationship with the employee to knit them together with the goals of the organization. Therefore, the company level of accomplishments is diminished. A good manager has learned good people skills, and often times he/she is able to motivate their employees to increase their output. It is important to be able to penetrate any barriers that the employee may have as a defense mechanism.