This is very difficult because in order for the team to feel as equally passionate about the common goal, the manager must communicate the goal in a way that makes each employee feel they are doing their part individually to achieve the common goal. The same goal cannot be communicated to the IT staff in the same way that it is communicated to the operations staff. Each subset of teams has a separate objective all leading to a common goal. Knowing when and how to deal with employees who are performing low is also pertinent as a general manager. Ultimately the general manager wants to have a great team.
Legitimate power is effective because employees will generally take orders from the management without question. The downside to this power is that employees might not feel a sense of teamwork or loyalty to the orders given. Referent power is power used to inspire employees based on respect. Employees will try to imitate their manager’s mannerisms and examples. When put in situations that there are no direct orders given, an employee will try to behave the way the manger that they respect would.
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.
Identifying where change needs to be made is not always obvious in an organisation. Simply challenging the ‘status quo’ or ‘it’s the way we’ve always done it’ can lead to new ideas and ways of ‘thinking outside the box’ that benefit the company. AC1.2 Identify the barriers to change and innovation in the organisation There can be multiple barriers when trying to implement change. The organisation may know they need to make changes but lack of planning or lack of agility can stop progression. Employees and Managers play a
The manager needs to be able to communicate to the staff why the change needs to take place in the organization. “In order for the change to be successful the explanation should be detailed enough that staff members feel encouraged making a personal investment” (Ezine). The management team needs to be aware of an area of weakness that can occur, that being a manager seeing the big picture and the goals that you may be trying obtain and will benefit the organization certainly does not mean that others can see your vision as well. A manager needs to get their staff members to see the same big picture and have a clear understanding of how this change will benefit not only the organization but them as well. If people are included in the change and it benefits them personally than they respond positively and with enthusiasm.
Leadership and Teamwork in the Public Services. P1 Authoritarian- This style is used when leaders want their employees to do something, they tell them how they want it done and how they want it accomplished, without getting advice of their followers. This style is more of a bossing around and unprofessional style. Democratic-This style is used when leaders want to include one or more employees in the decision making it is not a sign of weakness, it is so that the employees will be more confident with their own ideas and decision making. Decision making with your employees will let them gain respect for the leader and become more determined.
For managers, being able to understand their employees is very important. A manager who does not understand his or her employees will not be able to identify when something is wrong, neither will he or she be able to motivate their employees because they would not have the understanding necessary to know what will make those employees more or less productive. A healthy work environment where communication flows easily between managers and employees is vital to all companies. Conceptual skills on the other hand, involve the use of mental abilities to solve problems in the workplace. Managers who possess conceptual skills use them to identify opportunities for innovation, expansion and problem solving.
• If you allow your own preferences to dominate your work with people, you fail to perform to the standards set by the UK regulating bodies, they require workers to respect and promote people’s individual views and wishes. • To make the right response when there is a clash between your views and those of the people you are working for, you have to identify and understand your own views and values. • Lots of people are better suited to working for themselves which isn’t always about an inability to follow orders; it can be for many reasons exclusive per company/boss. • Own Values: you may be working shifts you don’t like, and not be able to do anything about it, events like these will lead to disagreements with how your boss sees’s things and how work is
All of these can lead to teams having members in direct conflict with one another, meaning that they do not focus on the work that needs to be done, and spend more time on problems being encountered, creating a negative atmosphere for everyone at work. It can affect the team’s ability to make decisions or see all options, which can seriously affect a team’s performance. It is therefore very important that certain values such as mutual trust, cooperation, respect, open communication, and the ability to face and overcome problems or difference of opinions together are supported and encouraged to overcome such problems. If people working together have mutual trust and respect for one another, it is going to make people happier to work with one another and create team spirit. People can feel confident in expressing their own opinion and views about matters without fear of ridicule or sarcasm.
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.