Traditional supervision involved greater hands-on execution of daily work assignments
The first incident as a manager involves miscommunication with the personnel. This happened after a circular on new policies in coming to work came out and this was misinterpreted by some personnel. This resulted to some personnel refusing to follow the policies. This was resolved to organizing a meeting with the personnel and explaining the need for changes in some of the policies. The second incident as a manager involves the poor management of individual differences. This happened when a policy on uniform was implemented; the new policy offended some people with unique perspectives. To solve the problem, the policy was altered to meet the differences of employees.
Traditional supervision involved greater hands-on execution of daily work assignments. This does not mean that supervisors never planned ahead, but the focus was on their execution of daily tasks at the direction of senior managers. For many organizations today, however, directing the work and planning for its successful accomplishment requires greater input and involvement by the frontline supervisor. There are three primary skills that make up the administrative skills component. First, business management skills require each supervisor to create a vision for his or her work area. This vision must support the vision of the organization and be understood by all employees working in the supervisor's department ( 2000). Creating a vision is a skill that successful leaders possess. Therefore the ability to create and communicate a clear vision to employees is yet another difference and advantage that the twenty-first-century supervisor will have over past supervisors. Bringing the vision to reality will involve the supervisor in establishing goals and action plans. The process of creating a vision, or direction, and then setting out goals and action steps is at the heart of business management. Good leaders realize that the business is accomplished only after the desired result is reached ( 2000). A second administrative skill that has been even more foreign to many supervisors is the ability to perform writing and documentation tasks. As organizations continue to lean size their management ranks, the twenty-first-century supervisor will take on greater responsibility for keeping employees, senior managers, customers, and suppliers informed. Performing this responsibility will frequently require writing skills ( 2005).
Finally, the third administrative skill engages the twenty-first-century supervisor as a professional resource manager. The resource management skills that support this component of leadership demand that a supervisor enlarge his or her understanding of available resources and influence in obtaining them ( 2005). In solving the different incidents mentioned above one must have a vision for the company and the subordinates. The vision needs to meet the overall goal but it should not cause discomfort in the organization. In solving the different incidents mentioned above one must have good writing and/or communication skills that will make sure that issues or instances of miscommunication can be dealt with as early as possible. The writing skill will prevent miscommunication since the members of the organization will have a chance to understand any messages from the management. In solving the different incidents mentioned above one must know how to deal with the personnel. The relationship with the personnel affects their performance and productivity.
Once upon a time there were no managerial sciences. Managers managed according to commonsense based on their day-to-day experience. A few of these managers chose to set down the lessons of their experience on paper in the form of codes, principles and laws of management. They intended these to serve as guidelines or even mandatory instructions for future managers to follow. Then one day social scientists started to investigate managerial behavior and organizations. As a result of their researches they concluded that the codes and principles were inadequate because they did not seem to hold up when subjected to rigorous logical and empirical scrutiny (2003). The processes of effective management and organization looked to be much more complex and much more difficult to capture in the form of scientific laws and generalizations than the early management writers had thought Formal concepts and tools were important for people but were not sufficient in themselves to yield effective management. Managerial expertise was best understood as a product of certain personal characteristics and experiences and was developed in specialized form in local contexts. General Managers relied less on formal processes of planning, organizing, motivating and controlling than upon the pursuit of broad-ranging and informally specified agendas of problems and issues which were pursued through extensive networks of organizational contacts rather than through the formal organization structure (2003). One of the best ways that managers can increase the level of motivation among subordinates is to be effective leaders. When overall organizational success is related to leadership qualities, it is clear that effective leadership can and does make a difference. Leadership qualities assume great importance in the professional work environment because professionals are highly sensitive to how they are managed. Managers must lead in an environment that is constantly changing. Employee commitment is needed to make change work; consequently the people orientation is always an important part of successful change. Although professionals may be prone to accept change because of their level of education and accomplishment, these same characteristics may actually increase their resistance tendencies (2003).
The large investment in their own training and skill development will cause high sensitivity to how changes affect individual skill application and career development. Changes that are perceived to impact negatively in these areas are likely to meet strong resistance. Leaders of professionals need particularly strong skills in communication so that needed change is integrated into a future vision of success and growth for both the organization and professional. Additionally, these leaders need to understand the change process and how professionals are likely to react to it. Many managers delve into the subject of organizational change without fully understanding the theory, principles, or the art of the process involved ( 2003). They merely attempt, in piecemeal fashion, to copy some general techniques that are reported in the literature, such as work teams, empowerment, visioning, or total quality management. Most often such attempts are disappointing. Frequently the unexpected and unwanted side effects produce results that are the opposite of those intended. Unfortunately, this is often the case when a quick fix is attempted on a complex organizational system ( 2002). For managers to be effective it is important for them to have leadership skills and a leadership style that meets the needs of the organization. The leadership skills and style can affect the relationship between the employee and the manager thus it is important that the manager choose well the styles he/she will use and the skill he/she will show in the firm. For managers to be effective they must be ready for all eventualities such as the need for change, emergence of problems, the onset of miscommunication, the effects of personal differences, stressful instances and changing external environment.
All human activities involve decision making. Everyone has problems at home, at work, and in social groups for which decisions must be made. Thus, decision making is a normal human requirement that begins in childhood and continues throughout life. In work settings, when asked to define their major responsibilities, many managers respond that solving problems and making decisions are the most important components of what they do on a daily basis and throughout their ongoing management tasks ( 2002). To make sure that the business will be managed well; three things should be put into consideration. One is a good relationship with personnel. The relationship with personnel can be both personnel and professional but it must stay within allowable limits. Managers need to have fair policies that have been consulted with the personnel. A barrier to a good relationship with the personnel is the differences of every member of the organization; this can be solved by making sure that everyone is treated fairly and equally. Another thing that should be put into consideration is the manager’s ability to accept ideas from the personnel. To make sure that the company will be managed well, managers need to gather all commendable ideas that can be used to make the best decisions. The barrier to the manager’s openness to ideas is too much pride from the manager, to solve such barrier one must learn how pride has caused the downfall of organizations. The last consideration to manage the business includes the need to manage stress. Stress management has been a vital factor for the success or failure of firm. Managers need to know how to manage their stress and the stress of other people in the organization. The barrier to stress management is lack of information, to solve such barrier managers need to determine the signs of stress and together with personnel determine solutions to stress. To introduce the different considerations for managing the organization well five weeks will be used to implement the changes. The first week would be the planning stage. The second to third week would be actual implementation of the changes. The last few weeks would consist of evaluation and maintenance of the changes.
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