...to supervising others. Learning team B, will discuss the three different roles of the leadership model followed by the key elements of the supervisory process, challenges supervisor face as well as job factors that influence job design, hiring, training, and performance appraisal. Lastly, team B will discuss the most common challenges being supervised or supervising others. Identify the three roles of the leadership model—manager, mediator, and mentor. Managers, mediators, and mentors are roles people take on to try to help assist people. The role of a manger is taking on control of a certain unit, division, or business. Managers have many responsiblities in maintaining the business. The role of a mediator is kept neutral between the two parties in settling their disputes. A mediator will facilitate communication between disputants, and assist parties in reaching a mutually resolution of their dispute. Mentors try to maintain relationships to help provide resources the people needs. Manager, mediators, and mentors number one goal is to share their knowledge. Supervisory position: The supervisory process is a multi faceted process. According to Shulman(1993) there are five phases to the supervisory process; preliminary, beginning, work, transitions and endings. In the preliminary phase the supervisor should get in the right mindset before proceeding with the next phase. The beginning phase is used to explain why supervision is necessary to the...
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...The term resistance to change simply means that individuals are set in his or her ways and often don’t want to modify his or her routing. However, this change resistance doesn’t just occur when individuals who like their jobs are asked to make a change. Resistance even happens when individuals are chronically upset with their working conditions. For them, the known evil is preferable to the unknown. For anyone to resist a change, there obviously has to be a change. These new conditions are the events that occur around us every day. And these events, big or small, good or bad, invariably lead to some result. However, it is important to distinguish between the symptoms of resistance to change, and the causes behind it. These behaviors fall into two categories -- active-resistance or passive-resistance. Symptoms of active resistance occur where individuals are taking specific and deliberate action to resist the change. It may be overt, with such as public statements and acts of resistance, and it may be covert, such as mobilizing others to create an underground resistance movement. Overt active resistance, although potentially damaging, is at least visible and you have the option of using formal disciplinary actions (although more positive methods should normally be used first). When it is covert, you may also need to use to covert methods to identify the source and hence take appropriate action Passive resistance occurs where people do not take specific actions. At meetings...
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...service to human services clients. Several factors will be discussed in relation to human services management and how they affect human services employees, which are also applicable to other fields as well. Possible problems or barriers will be discussed and summarized as informational points to demonstrate what types of challenges human services managers and leaders will face. These types of problems are also applicable to other fields as well, as many of the topics discussed in this paper are readily discovered in any management or leadership role. A few challenges drawn from personal experience by the team members will be discussed and analyzed within the paper, providing a unique insight into how management principles apply to real-world situations involving ordinary people. The Three Roles of the Leadership Model The first role in the leadership model is a manager. As a manager, the human service supervisor must develop knowledge and skills in the area of planning, budgeting, organizing, developing human resources, and evaluating programs (Lewis, Packard, & Lewis, 2007). The manager is to uphold the mission and vision of the organization. Next is the mediator role in the model. A mediator in leadership has to develop and enforce guidelines within the...
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...is the best way to inform them of the change, get them to accept the change, and keep the parts of the status quo that do not require a radical change? When making a major change, the decision will require an in depth analysis of all aspects of the issue. This will include a determination of the employee acceptance issues mentioned above. Resistance to change is defined in the textbook Behavior in Organizations, tenth edition as, “The tendency for employees to be unwilling to go along with organizational changes based on some combination of individual and organizational barriers” (Greenberg & Baron, 2011, Pg. 568). To resist change is only human, but there are many reasons for resistance to changes in the workplace. Any organization that values its employees and values a positive work environment will make very careful considerations when it comes to understanding how its employees will deal with change. It will recognize that the employees need to feel secure, valued, and informed in order to deal effectively with a major change. When it comes to the security that an employee needs to feel at their workplace change can be very destructive if not introduced correctly. An employee needs “economic security,” that is the knowledge that they will be financially provided for and be able to provide for their family and lifestyle (Greenberg & Baron, 2011, Pg. 568). “Fear of the Unknown,” is another difficult issue when it comes to organizational change. For example, when a...
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...HRM 531 COMPANY MEMORANDUM To: Sales Supervisory Team From: Jane Doe, Sales Manager Date: ------------------------------------------------- Re: InterClean Merger ------------------------------------------------- Some uncertainty has been raised by the approaching merger between InterClean and EnviroTech among present employees. Employee morale and trust in management has diminished because of circulating rumours. Management’s demand to carry positive information to the employees about this merger will open endless opportunities to the personnel and provide the firm a competitive advantage. The administration team is key in helping our employees fully comprehend the brand new focus of the organization, and much more importantly, they will need to consider that their jobs are protected. In the transformation stage supervisors will need to keep employees stay well informed of the changes that may take place throughout the merger. The responsibility will lie with direction to describe the skills and evaluation procedure to minimize the anxiety about any possible job loss. The assessment procedure will concentrate on both InterClean and EnviroTech regions of staffing, retention, improvement, adjustment, and managing to guarantee a smooth transition and to calm employee worries. Many employees from midlevel management will need to reduce stress levels, worries and questions on how precisely this transition will probably affect them and the way that it's going to change...
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...short in the overall set-up of the new employee orientation. ABC, Inc., new hire process and mentoring program failed to match an experienced employee with Mr. Carl Robins during his initial six months on the job. An experience mentored could have effectively provided a smooth transition in preparation of coordinating the new hire orientation for the new employees. Background Mr. Carl Robins recruited and hired fifteen new personnel in early April. The new trainees will work for Monica Carroll’s, the Operations Supervisor. Carl goal was to have the new employees start work in July after the completion of the new employee’s orientation on the 15th of June. Monica, followed-up with Carl on the 15th of May in regards to an up to date status on the scheduled training and the policy booklet for the new hires. Also, the mandatory drug screening tests a requirement before attending the new employee orientation. Carl ensured Monica that everything was on track for the 15th of June scheduled orientation and the new hires are just waiting to attend the class. After the Memorial Day holiday, Carl was verifying and finalizing the paperwork for the 15th of June orientation class; he realized that many of the new employees' did not complete the mandatory drug screening, applications were incomplete, and none of the files had transcripts. Carl became worried when he found only three copies of the orientation manual, but many pages were missing from each...
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...ORIENTATION GOOD PRACTICE PRINCIPLES * CURRENT ORIENTATION PRACTICES * CONCERNS WITH CURRENT ORIENTATION PRACTICES * IMPROVING ORIENTATION AND TRANSITION THROUGH COORDINATION TASK 3 PROBATIONARY PLAN...................................................................................................................11 TASK 4 ORIENTATION SURVEY...........……………………………………………………………………...........……….………….12 INDUCTION POLICY AND PROCEDURE..........................................................................................15 HR INDUCTION & ORIENTATION INDUCTION New staff induction guide Before Arrival | Supervisor Responsibility | HR Responsibility | | Prepares for new starter arrival using pre-arrival checklist.Schedules meetings and activities for new starters first week | Completes recruitment and selection processSends employment Offer Letter to preferred candidate | | New staff | Supervisor | HR | Starting Essentials | Begins to orient themselves to BS Training including the use of the BS Training Online Orientation resourceCollects ID / passes | Welcomes new starter and provides brief unit orientation. | Holds Welcome meeting with new starter & completes important forms.Provide campus map | | New staff | Supervisor | HR | Settling In | Essentials information has been read and completed and returns Employee Acknowledgement Form.Undertakes job shadowing | Provides...
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...ORIENTATION GOOD PRACTICE PRINCIPLES * CURRENT ORIENTATION PRACTICES * CONCERNS WITH CURRENT ORIENTATION PRACTICES * IMPROVING ORIENTATION AND TRANSITION THROUGH COORDINATION TASK 3 PROBATIONARY PLAN...................................................................................................................11 TASK 4 ORIENTATION SURVEY...........……………………………………………………………………...........……….………….12 INDUCTION POLICY AND PROCEDURE..........................................................................................15 HR INDUCTION & ORIENTATION INDUCTION New staff induction guide Before Arrival | Supervisor Responsibility | HR Responsibility | | Prepares for new starter arrival using pre-arrival checklist.Schedules meetings and activities for new starters first week | Completes recruitment and selection processSends employment Offer Letter to preferred candidate | | New staff | Supervisor | HR | Starting Essentials | Begins to orient themselves to BS Training including the use of the BS Training Online Orientation resourceCollects ID / passes | Welcomes new starter and provides brief unit orientation. | Holds Welcome meeting with new starter & completes important forms.Provide campus map | | New staff | Supervisor | HR | Settling In | Essentials information has been read and completed and returns Employee...
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...topic is what physicists call entropy – the process by which dynamic systems that include (a) people, (b) organizations, (c) automobiles, and (d) solar systems, gradually fall apart. It is hard to make significant changes in any human group without changing an individual’s behavior and the underlying meaning that gives rise to their behavior (Kegan & Lahey, 2001). Once change does occur, it is inevitably disruptive. The fact is Americans in general have always been in some state of transition with Old World families that can be traced back to the home of their ancestors. New destinations and new career opportunities keep people moving driven by faith and a belief of better things to come. Even though it opens the doors to new opportunities, most people are hesitant to embrace change. An extensive transformation is taking place in organizational management between employers and employees. The lessons learned about how job security, training, and internal development that improve employee assurance and performance, have given way to a...
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...2. Highlight three enterprise management causes/considerations and three project management causes/considerations for the situation. Include what seemed to be missing. From the business objective; the implementation of the ISD department was added too rapidly, and the addition of approximately 50 new employees created a budget increase where this could have been minimized or alleviated. The business did not have a well thought out plan when they added the ISD division, with no project supervisor that could only focus on this new implementation. The business did not allow the Division Director to focus on strategic planning and policy formulation as a main focus to help enhance the company. The projects X and Y were not guided by individual project managers, which caused the Director to be solely responsible for the daily performance of them. There was no head person or supervisor in place to deal with Customer inquiries and needs. The Idea of the Matrix would seem to be a proven effective internal structure for the Department to follow that way the success of the company will be laid out in form of each Managers department and proposed plan 3. Consider that you are the systems manager who is now responsible for redesigning the organizational structure. What areas need to be addressed for the transition and how will they benefit the company? Both projects X and Y need to be delegated to 1 Supervisory Manager,...
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... Retention and Separation Retention pertains to ensuring that employees are active and productive within the organization. Separation occurs when an employee leaves on his or her own accord and is known as voluntary separation, or when an employee is asked to leave and is known as an involuntary separation. Either one requires a specific process. The issue here is to determine how to cope with a somewhat disgruntled employee named John. John is highly skilled and a hard working individual who has become disruptive to his teammates, among other things, and termination is inevitable. The Issue John has been working for the organization for two years, is highly skilled, and performs well. Although John has been recognized for his specific talents, he has developed some issues that must be addressed immediately. John is late for work every day, has become unmotivated, is disrespectful to coworkers and supervisors, and occasionally disappears for any length of time. These actions are affecting his teammates as well as the organization itself and can no longer be tolerated. Up to this point, John has been an excellent employee with satisfactory to above-average performance reviews. However, John has become discontent with his environment. Recently John was approached by a supervisor named Bill about such issues as hiding in closets when he should be working. John became upset with Bill leaving Bill no option but to take the matter to HR for assistance...
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...Services & Office Support * Decentralized model with financial reporting administered from headquarters in Copenhagen * ISS was not a price leader but was targeted at customers who cared about quality and were willing to pay for it A New value proposition * Post 2000 ,ISS Iceland adopted a new value proposition which has 2 dimensions. * The first is that of the classic outsourcer enabling our customers to focus on what they do best. * What is the feeling we want to create in our customers. * The new proposition says “We are creating wellbeing for our customers.” * Other 2 related issues were:- * People who don’t feel good about good about themselves are not as productive or quality-minded. * The transition from “Facilities services” to “Integrated facilities management” reflects how employees feel about their jobs * So the need came for “EMPLOYEE WELLBEING”. Gaps Model of Service Quality * Knowledge Gap: * ISS Iceland should know what it’s customers actually expect.(a solution to their problem as well their well-being). * Communication Gap: * ISS Iceland should know how to match their performance to promises.(Promise of providing complete customer-centric services and customer satisfaction). Giving & getting a praise * “A praise” was the expression used to refer the first question * An employee got “a praise” when he or she was mentioned in response to the question * Though this question...
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...CAREER DEVELOPMENT PLANNING A well-developed career plan will consider the following five elements: direction, career time, transitions, career planning options, and projected outcome. If it does, it will be sufficiently flexible to accommodate changing opportunities for development and multiple (where several exist) ways of arriving at your goals. At the end of the career planning process, you should have set realistic career goals which lead to planned goal-related training and developmental activities that can be set forth in an Individual Development Plan and can reasonably be accomplished during the next year. Direction This involves career goals. Goal setting has two components: what you want to do (involving your knowledge, interests, and needs) and what the Coast Guard needs to do. Goal setting has to address both components through self-assessment and an assessment of the organization. Self-assessment refers to your role, relationships, personal attributes, personal limitations, and job identification. It asks, "Who am I?" Assessing the organization refers to looking at the boundaries set by the Coast Guard which influence your perceptions of available alternatives and the extent to which your aspirations are realistic and timely. (Boundaries include the Coast Guard's hierarchy, the functions of your work unit, the degree to which you identify with a particular group or specialty, your supervisor's technical or interpersonal skills, and the...
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...Development for Health Care April 16, 2013 Damarie Nix Unit 7 Project The classical school of management focuses on the best way to do a job. I identify with the classical school of management style because in the field in which I work I can use this style of management in problem solving, organizing, planning and directing. The classical school of management approach is a standard method of performing each job. Employees are selected with the appropriate abilities to do their job; this eliminates the issues of having an employee in a position that they are not trained to do. Although I can identify with the classical school of management because of its aim at achieving high productivity and fairness between managers and workers it does not recognize that there are some consequences that can occur on the job. With the classical school of management style there is an emphasis on rules. Rules often establish a minimum level of performance that is expected from employees; so a minimum level of performance is really all employees will aim to achieve. Home healthcare organizations have adopted the classical school of management style. The healthcare industry is always changing and managers are working hard to stay on top of their organizations needs. A new challenge in the home healthcare organization creates the need for new managerial approaches. There is no one way to approach management in the home healthcare field so leaders in management turn to different organizational theories...
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...concept of acting as a supervisor is one of the most interesting phenomena in the workplace. Every one of us, in the course of our work life, will probably look at one of our supervisors and ask ourselves, How in the world did he/she become a supervisor? Well, how does it happen that people who seem to be lacking in supervisory skills come to oversee and affect the future of subordinates? One common way is that when someone excels in a particular area its very common for that person to be promoted to the position of supervisoreven if he/she has no background or training in supervision. For example, a talented mechanic may be promoted to manager of the service department, an outstanding athlete may be hired as a coach, or a successful salesperson may be advanced to sales manager. Each one of these people excelled in their original positions, but may not be trained for nor possess the necessary skills to be a supervisor. This concept has been given a nameits called the Peter Principlepeople are promoted to a level beyond their capabilities. So how does one become a successful supervisor? Do you have to be born with the qualifications? Can you learn them? Can you improve your skills as your career progresses? This semester, our goal is to answer these and other related questions. FUNCTIONS OF MANAGERS/SUPERVISORS NOTE: In this class, we will oftentimes use the terms manager and supervisor interchangeably. So what is it that supervisors do? Traditionally,...
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