...Responsibilities of Management Managers and leaders have differing roles. Management involves coordinating and overseeing the work activities of others so their activities are completed efficiently and effectively. (Robbins & Coulter, 2014, p. 7) A leader is someone who can influence others and who has managerial authority. (Robbins & Coulter, 2014, p. 554) But the roles go far deeper than that. As a manager, your role includes four functions, planning, organizing, leading, and controlling. It was Henry Mintzberg who studied managers at work and came up with the concept that managers exhibited certain specific actions or behaviors. They held these roles, interpersonal roles, informational roles, and decisional roles. The roles of a leader differ slightly. A leader may not necessarily be in a management position and can be seen as a coach, liaison with external constituencies, a conflict manager, and a troubleshooter. (Robbins & Coulter, 2014, p. 548) This person is also a communicator, thinker, decision-maker, team-builder, and image-builder. (Greaves Esq., 2012) It is possible to be a manager and a leader, but the difference is not every manager can lead. To be a leader takes confidence and the ability to be able to take control of any situation. You need to be an excellent communicator and understand your organization’s mission, values and ethics, and understand your employees. You need to know how to be able to work with them, not only on a one on one basis, but also...
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...facilities. The company is steadily increasing in size and has decided to re-organize their project management system. They have defined the roles of all involved and outlined each individual's job duties. There are multiple roles involved in a project and making sure each person understands their job function is important. Shared responsibilities among employees can effect the company in many ways and sometimes it should be examined whether additional roles are needed. “Identify the common roles in a human resource project. Then, analyze these roles to typical human resource functions.” There are many roles involved in a human resource project. A variety of key positions are needed in order to successfully complete a project. One of the top roles in a project consists of the steering team. This team is sometimes referred to as the executive team and is made up of the corporation head and the people that report directly to them. This team is responsible for selecting projects and the general guidance of the organizational goals and priorities. The steering team often have project reviews at set dates or at project milestones. In addition, the steering team often works with the CEO to select the project sponsor. Once selected, the steering team may also assist the sponsor in selecting a project manager. The project sponsor is an important role in the process as well. This is the individual who provides the resources for a project. The sponsor is responsible for keeping the...
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...Sample Leadership Roles and Responsibilities for Quality Improvement: VTE Prevention This is a multifunctional document that leaders can use to negotiate and coordinate their individual responsibilities and make sure that all of the essential activities are covered. It can be used by the BOD, CEO, CMO, chief quality officer (CQO), C-Suite champion (CSC), and physician champion (PC) as a starting point for discussion. It is provided in a native file format (MS Word) so that it can also serve as a template for the final, approved version of leadership accountabilities. Board of Directors (BOD, or Board)—can include whole Board or just its Quality Committee • Approves a blood-clot prevention initiative as a high priority • Sets performance standards and benchmarks for blood-clot prevention • Approves the format, frequency, and level of detail expected for the quality reports the Board receives • Appropriates specific funds for clinic\al quality improvement activities • Formally reviews and discusses venous thromboembolism (VTE, or blood clots) performance data and seeks explanations for rates that fail to meet standards and benchmarks • Establishes and revises priorities for improving patient safety and clinical quality of care • Assures structure is clearly delineated for: a) obtaining stakeholder input; and b) approving materials for improving clinical quality and patient safety (e.g., policies, protocols, standing/pre-printed order sets, patient education/staff...
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...1 Discuss the concept of leaders as effective managers Leadership and management go hand in hand but is not the same thing, but are linked and compliment each other. There has been debate about the difference between leadership and management. With some believing there is no distinction, while others that they should be separated in two defined roles. A common definition is: Management is about the day to day running of a function and getting the right people and resources in the right place with a focus upon implementation. Leadership is about creating a vision for that function and gaining peoples commitment by strategic direction. (NHSBT 5013 Workshop booklet) Effective management deals with resources, finances, time management and the coordination and control over these elements. Managers set goals and focus on reaching their targets. Have good organizational skills and will place people in roles to get the job the task complete. Have detailed planning taking into account adverse events that could prevent them completing task or achieving target. If the outcome gives worse results than expected an effective manager will look to provide a solution. Effective leadership deals with the people their opinions, behaviour and attitude. They will inspire and engage people to follow them and vision. Focus is on building relationships with people around them, can be an effective part of team and lead it at the same. Effective leaders teach others, learn themselves...
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...Case Study 2: Project Leadership Roles at TriHealth Yuvonne Edwards Professor Brett Gordon Human Resource Project Management – HRM517 November 4, 2012 Identify the common roles in a human resource project. Then, analyze these roles to typical human resource functions. There are projects of different sizes that have different ways and requirements on how the people are organized. In small project, little organization structure is needed. There might be a primary sponsor, project manager and a project team. But, for large projects, there are more people involved, and it is important that people understand what they are expected to do, and what role people are expected to fill. Common project roles that may be required for any project would be, Analyst, stakeholder, project managers, facilitator and the customer. The Analyst is responsible for ensuring that the requirements of the business clients are captured and documented correctly before a solution is developed and implemented. In some companies, the person might be called Business System Analyst. (Mochal, T.) The stakeholders are the direct beneficiaries of a project or service, and these people play positive roles in a project. One of the first steps in project management planning is the identification of stakeholders. A stakeholder is a person or group of people who can affect or be affected by a given project. Stakeholders can be individuals...
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...Identify the common roles in a human resource project. Then, analyze these roles to typical human resource functions. Projects come in many different sizes depending on the requirements of the particulars needed to complete a project. There are small projects that require very little organization. Within a small project there may be a primary sponsor, project manager and a project team. Then there are larger projects, there is more involvement. There is more position involved, like project managers, facilitators to help assist the projects. There are more people involved, stakeholders and your customers. It is important that they understand what is accepted of them and what role they are expected to fill. The Project Manager plays and very important role in the beginning of the project. The project manager is the only one that has authority to manage a project. Which includes leading the plan and the development of all project deliverables? They also are responsible for managing the budget and scheduling all project management procedures. There is also the Project team, “they are full-time and part-time resources assigned to work on the deliverables of the project” (Kloppenborg, Nkomo, Fottler & Mcaffe, 2012 p. 15). This includes the analysts, designers, programmers, etc. organization is utilizing matrix management. The stakeholders are the just as important as the project manger. “The stakeholders play a positive role in the project outcome; they are direct...
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...Developing Teams HR PLAN 11–4 2–5 Figure 2–3 2–6 Figure 2–5 It is always best to acquire a team that is experienced and fully trained for their roles. Team members, however, must continue to learn, grow and build their present skill levels and knowledge. Human Resource Planning Acquire Project Team Develop Project Team Manage Project Team OrganizationalOrganizationalBased vs. Based vs. Outsourcing Outsourcing Recruiting Recruiting Source Choices: Source Choices: Internal vs. Internal vs. External External Strategic Strategic Recruiting Recruiting Regular vs. Regular vs. Flexible Staffing Flexible Staffing Recruiting and Recruiting and EEO/Diversity EEO/Diversity Considerations Considerations The main goal of team development is to help people work together more effectively to improve project performance. It takes teamwork to successfully complete most projects. 303KM Project Management 16 Synergy 1 + 1 + 1 =10 (positive synergy) 1 + 1 + 1 =2 (negative synergy) 1. 2. 3. 4. 5. 6. 7. 8. Characteristics of High-performing Teams Share a sense of common purpose Make effective use of individual talents and expertise Have balanced and shared roles Maintain a problem solving focus Accept differences of opinion and expression Encourage risk taking and creativity Sets high personal performance standards Identify with the team 11–17 FIGURE 11.1 11–18 2-16 Forming: •Orientation...
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...now on the information and questions provided in this document. At minimum, identify four things you will do within the next 10 days to reinforce or apply what you’ve learned. Consider your development needs in relation to your organization, cause, or movement’s needs, or another situation you are currently in. Relating them to real-world learning will ensure that the skills get practiced now. As you progress through the next terms of classes you should use this as a guide for developing strategies so that you will continue your journey in becoming an effective leader. Personal Leadership Plan | Name: Lauren Hajek Date: 12/4/15 Development Area | Specific Action(s) | Target Dates | Resources for Support | What skills do you want to develop, i.e. leading team, communicating effectively, developing your vision? | What will you do to develop this skill, i.e. schedule regular meetings with your team, ask for feedback on your communication style, draft your vision statement? | By when will you start this action? | What help or support do you need to take this action, i.e. read...
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...influential managers or leaders. One may think of people like George Washington, Winston Churchill, Abraham Lincoln, Mother Theresa, and Robert E. Lee or maybe the names of superiors, family members, ministers, or teachers come to mind. Usually, when people think of managers or leaders, they tend to think of today’s current heroes and past historical figures who demonstrated excellence, and we do not include ourselves. Leaders may not control large armies or nations, but they do lead organizations, projects, and crews. The real question is how can one differentiate between management and leadership? What can help both managers and leaders to maintain a healthy organizational culture? Managers are faced with many tasks each day, one of which is leading people. The terms manager and leader are often used in the same context, but they are not synonymous. Understanding the difference between the two terms is important. The goal of a successful manager is to achieve the maximum output of the organization by way of administrative implementation. Management is the creative and systematic pursuit of practical results, (including the results of more knowledge), by identifying and using available human and knowledge resources in a concerted and reinforcing way. Successful leaders rarely focus on failure; they always keep their sights on making the vision a success. This often makes them seem distant and perhaps not a team player. For this reason, it is important for leaders to maintain a fine...
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...how to lead employees and how to achieve success in business. The skills required to be a successful leader carry over across a multitude of arenas. Included in these arenas is the workplace. In order to be a successful leader at work, individuals must first be well versed in the skills, also known as principles, which make up exceptional leadership. In addition, they must be familiar with the cohesive nature of these principles. Leaders must understand that although each principle is useful in its own right, these principles, when used in conjunction with each other can grow in strength. Research has shown that the individual principles required to be a successful leader are as countless as the stars in the galaxy. However, just like the constellations in a clear night’s sky, patterns emerge when similar principles are grouped together. When these groups of individual principles are identified and applied to the workplace, what emerges is strong leadership that has the potential for success in business. This paper will discuss several of these groups of principles, breaking down the leadership groups into individual principles, and showing how they are interconnected. Also discussed will be how these groups of principles can be applied to the workplace to ensure success in business. Being a successful leader in the workplace is not a task that is easily fulfilled....
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...High Performance Teams Waseem AL Rousan J3 M2 Assessment1 30675904 Waseem Al Rousan High Performance Teams Content J3 M2 Assessment1 30675904 Waseem Al Rousan Contents Introduction: ................................................................................................................................................. 2 What is a group ............................................................................................................................................. 2 Team Development Stages: Group Formation Theory (Tuckman’s 4/5 Stage Model) ................................. 3 Group performance theories ........................................................................................................................ 3 The T7 Model of Team Effectiveness ........................................................................................................ 3 Rubin, Plovnick, and Fry Model—The GRPI Model of Team Effectiveness .............................................. 4 Katzenbach and Smith Model—Focusing on Team Basics........................................................................ 6 High performing team case study/Umniah’s IT Infrastructure team ........................................................... 6 Team Performance Measurement and Management .............................................................................. 8 Team Behaviors and Values ...........................................................................
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...Project Management Role - Superhero? or Visionary Leader? The project management role is arguably the most challenging of roles within the project team. As the project progresses through its various life cycle stages, project manager's must be able to adapt themselves to the changing demands of the project and the team. Much can be found on management theory and practice, when applied to projects; consequently everyone will has their own opinion, and will be right in their own contexts. That doesn't help you find you formulate a practical view based on experience. We have distilled our experiences, beliefs, thoughts and opinions to what we believe the project management role is and the part the project manager plays in this. First and foremost, project management is a TEAM SPORT, and in today's modern society it relies on the principal players of the team taking responsibility and accountability for those aspects of the project they have been charged with. Indeed, this ethos should be passed down to all team members irrespective of their level of involvement in the project. All Teams need a LEADER, our view is that this is THE principal role of the one commonly referred to as the 'Project Manager'. We shall however, continue to refer to the principal project management role as the Project Manager. Many organisations and project sponsors set their projects up to fail because they do not fully recognise how important the project management role is, to successfully...
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...an effective Leader Understanding own ability to fulfil key responsibilities of the leadership role 1.1 Evaluate own ability to use a range of leadership styles in different situations with different people There are many similarities between Leadership and Management but the fundamental difference is that Leadership always involves people, whereas Management can just involve items such as stock or IT. Therefore Leadership is the responsibility for and the leading of people. It also includes the management of the team which can ideally be delegated to team members to help them develop and boost their motivation and morale. There are numerous categories of leadership style proposed by different theorists – Bureaucratic, Charismatic, Servant, Transactional, Transformational, Situational, Behavioural, Functional and more In the 1930s, the psychologist Kurt Lewin proposed that there are three types of leaders: Autocratic leaders make decisions without consulting their teams. This may be appropriate when decisions need to be made quickly, when there's no need for team input or if team agreement isn't necessary for a successful outcome. This style can be demoralizing and lead to high staff absenteeism/turnover. Democratic leaders allow the team to provide input before a final decision is made. This style can be difficult to manage when there are lots of different perspectives and ideas and is not effective if a quick decision is required. It does encourage team engagement leading...
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...individuals. Training aim is to create safe environments. By introducing knowledge and understand of law. (Health and Safety). Deliver Company objective to minimise the complications of legal court cases. The compliance to the codes of conduct in my opinion results in the commitment of quality assurance standards of each organisation. Delivering good practice by approved training to all staff members relevant to working practice. Research indicates why ethical codes are important. Values and principles evaluate through collaborative working to set bench marks for human rights and minimum risks. David B Resnik (May 1st 2011). * unit 510 [Document Subtitle] Yvonne Lake Lead and Manage a Team within a Health and Social Care or Children and Young People’s Setting 1.1 Explain the features of effective team performance Social Care requires carefully appointed staff. A professional group of people that work together are called a team. Main aim to offer care focused service for the individual and families. The manager/team leader implements the role by developing ways to share the responsibility. Leadership roles share the accountability with all the team. Communication is the key to effective teamwork. Forward Planning meetings result in the successful pro-active approach. Implement and develop the roles. Discussion team members delegate action proposals for each team member to deliver. Meetings are important for deciding, and...
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...Becoming an Effective Leader Understanding my own ability to fulfil key responsibilities of the leadership role. 1.1 Evaluating my own ability: Before deciding which indicative leadership styles are best suited in different situations with different people, one must understand the key responsibilities of the leadership role in terms of influencing real change and a paradigm shift within the environment in which they operate. Whereas managers are in the main operationally driven and transactional, both essential attributes in providing business consistency, effective leaders are transformational in so far as they focus on people by providing inspiration, motivation and influencing as they go. Managers will focus on doing things right by following the rules through planning, organising, exercising control and directing operations. Leaders on the other hand will focus on doing the right thing by applying less rigidity, influencing people to be more participative and provide meaningful input, thus helping the individual build and grow in confidence. This can only work when the leader is willing to delegate and allow the team to be part of the decision making process. In my own role I’ve had to learn through time that showing empathy and listening to gain trust and build rapport with employees in my teams are the cornerstones. My modus operandi was always based on nurturing these two vital ingredients in order to bring those capable of delivering the objectives and achieving...
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