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senior manager at a growing business and you're ready to add employees. Your HR manager has recommended a temp-to-perm policy. You know the advantages of this approach, but what might be some of the disadvantages?
One of the disadvantages of hiring temporary workers as permanent hires (as illustrated in the case study) is that the personal qualities that might make a candidate good for a single, discrete job, do not necessarily make him or her a good candidate for a permanent position. Temporary workers value the independence their working life gives them and they may be less inclined to accept or excel in a job that requires them to be beholden to a larger entity and to work well as part of a team. Also, temporary workers are often hired because they have specific skills (such as a translator) which are well-suited to a specific job. They may not have…
A meeting of senior managers at the Pringly Division has been called to discuss the pricing strategy for a new product. Part of the discussion will focus on estimating sales for the new product. Over the past years, a number of new products have failed to meet their sales targets. It appears that the company's profit for the year will be lower than budget and the main reason for this is the disappointing sales of new products. A new technique for estimating the probability of achieving target sales and profits will be discussed. This requires managers to estimate demand for the new product and assign probabilities. A range, rather than only one goal will be established.
Proposed Scenario - One
Selling price of $170
Annual fixed costs at $20,000,000
Variable costs are $30 per unit
Target Profit is $4,000,000
A number of managers are in favor of this strategy,…
Introduction: The Role of Senior Manager in Eldercare
Eldercare organizations can exhibit various organizational structures depending on their role in the community, their size, mission and vision, and strategic objectives. Most eldercare institutions will, like other healthcare organizations, have hierarchical organizational structures with senior or executive leadership at their zenith. The purpose of this case assignment is to show that senior managers in healthcare organizations will encompass a wide range of specific skills and competencies, including those related to coordination, strategic planning, capital budgeting and cost accounting, marketing, advocacy, and interfacing with policymakers, community allies, and stakeholders.
The role of the senior manager is multifaceted and varied, and may shift on an almost daily or even hourly basis. At times, the senior manager will function as a visionary leader who devises strategies for planned organizational change. Other times, the senior manager embodies a transformational style of leadership to empower colleagues…
Modern Senior Manager
It is without any doubt that the senior managers of an entity represent its backbone. They are the ones envisioning the company's future and uniting the people so as to achieve the organizational goals. The modern day literature presents the reader with descriptions of various managerial styles. Belker and Topchik (2005) for instance forward the managerial types of the autocrat and the diplomat leaders. Mullins (2007) on the other hand offers a more complex approach and argues the existence of five managerial styles, which lead to the creation of five types of leaders -- the impoverished manager, the authority-compliance manager, the country club manager, the middle-of-the-road manager and the team manager.
Despite the large diversity in perceiving the different leadership figures and their different leadership styles, fact remains that there are some sources which will forward a necessity to create and implement a universal model…
Belker, L.B., Topchik, G.S., 2005, The First-Time Manager, 5th Edition, AMACOM Div American Mng Assn, ISBN 0814408214
Bpyd, C., 2003, Human Resource Management and Occupational Health and Safety, Routledge, ISBN 0415265908
LaRocca, M., Career and Competency Pathing: The Competency Modeling Approach, The San Diego State University, http://edweb.sdsu.edu/people/arossett/pie/Interventions/career_1.htm last accessed on November 26, 2009
Morrison, M., January 2007, The Very Model of Modern Senior Manager, Harvard Business Review
Senior Helpers began franchising in 2005. Senior Helpers is an in-home care service that is designed to give clients as much or as little help as they require so that they may enjoy living independently at home. Senior Helpers offers flexible and non-contractual services.
The Company provides the following services: assisting clients with everything from companionship to bathing to Alzheimer's and dementia care. Senior Helpers services include an in-home assessment to assist in the determination of the type and level of care needed. Our services are available anytime, including days, nights, weekends, and holidays for either long or short-term duration. Our future plans include developing a new Senior Helpers Facility at 7632 Hull Street Road, Chesterfield, Virginia 23832 by the end of 2012.
The greatest risks associated with our business today are competition and employee turnover. e feel we can overcome these risks because of our franchise support. Our biggest…
Managers on Camera
In order to be able to decide whether or not the company is guilty of an "illegal wiretap," we must first analyze and see what the law says on this subject. As we have learnt from the last sentences of the case, the federal and state wiretap laws "block the secret interception of the transfer of a human voice." We have to read very carefully between the lines of this statement: they block the transfer of HUMAN VOICE, the laws say nothing about the transfer of image, of a human face, of human actions, that is, of nothing relating to video, but only to audio (the VOICE).
Hence, if we have another look at the case study, we will discover that the manager's office was endowed with a video camera with no audio pickup. Clearly, this is in no way against the federal or state laws, because…
Leaders and managers, while seeming the same, are not synonymous. In general, managers conduct and organize affairs, projects, or people -- the tactical side. Leaders have followers, not subordinates -- they inspire, motivate and set the direction to achieve goals. The 21st century manager must be an effective leader due to the rapid and widespread changes in the business and organizational environment. For instance, most organizations are no longer simply local or regional in their operational paradigms. Instead, they are national, and almost always in some way (suppliers, customers, etc.), global. Globalization has brought the world closer in communication, economics, politics, and especially business -- and stakeholders are robust. The Internet and technological improvements have allowed instantaneous communication almost anywhere, and even poor women in India are using Smartphones to manage their banking portfolios. The idea of globalism continues to break down cultural barriers. As this continues it will…
REFERENCES and WORKS CONSULTED
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FL: CRC Press.
usiness Marketing brand manager was quoted as saying, "You may think you define your relevant market." Comment.
rand management, as a recognized organizational objective, is attributed to Neil McElroy in 1931, who was then a junior marketing manager assigned to advertising Camay soap, and who later become Procter & Gamble's CEO. The intended purpose of brand management was to solve sales problems through the use of research to understand weakening sales in distinct markets, followed by the design and implementation of strategies to turn around these markets. Strategies used many marketing tools including advertising, pricing, promotion, packaging and displays (Aaker & Joachimsthaler, 2000). This desired objective of brand management has remained the primary role of brand managers since McElroy explicitly stated his intent in 1931. However organizations in general, and brand managers in particular, need to be aware that forces other than the strategies of brand managers will affect brands,…
Aaker, David and Erich Joachimsthaler. Brand Leadership. Brandweek. Feb. 21, 2000; 41, 8; pages 30-38.
Customer Vs. Brand Management. Brandweek. Nov. 2, 1998; 39, 41; pages 32-33.
Beckman, M. Dale, David Kurtz and Louis Boone. Foundations of Marketing. Toronto; Harcourt Brace & Company Canada, Ltd.; 1997.
In this second phase of interviews with senior management, both direct and indirect studies of the congruence of their behavior and actions with the cultural norms and values they verbally endorse will be compared with their actual behaviors and actions. Seeing if the senior management of Acme Software "walks the talk" of empowering employees and honoring their contributions will be evaluated. While these two attributes are not specifically called out in the case details, there is the very good chance that these values are regularly endorsed by senior management. The congruence of their many statements and their actions needs to be qualified through a series of observations and interviews, because disconnects at this level would reverberate quickly throughout the remainder of the company. If the senior managers below the C-level executives sense a less that complete commitment to making the most of peoples' talents and abilities, and allowing them to…
Barbian, J. (2002, June). Short shelf life. Training, 50-53.
Buckingham, M. & Coffman, C. (1999). First, Break all the rules: what the world's greatest managers do differently. NY, NY: Simon Schuster.
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England - China
For managers conducting cross-border activity between England and China, there are a number of factors that should be considered. The differences between English and Chinese business culture are striking, and it is important to understand the nature of those differences and how they can affect business relations between the two countries. There are also significant differences in the economies of each country and again it is valuable for managers to understand these differences and how they may affect the business dealings between English companies and Chinese ones.
This report will analyze the differences between England and China from a number of perspectives. The first component of the report will focus on the macro-level environmental differences between the two, using the PESTLE framework as the basis of the analysis. The second component of the report will focus on the business culture of the two nations, including Geert Hofstede's…
BusinessMate.org. (2009). What are Fons Trompenaars' cultural dimensions? Business Mate. Retrieved April 15, 2011 from http://www.businessmate.org/Article.php?ArtikelId=5
Bradsher, K. (2010). China leading global race to make clean energy. New York Times. Retrieved April 15, 2010 from http://www.nytimes.com/2010/01/31/business/energy-environment/31renew.html
CIA World Factbook. (2011). China. Central Intelligence Agency. Retrieved April 15, 2011 from https://www.cia.gov/library/publications/the-world-factbook/geos/ch.html
CIA World Factbook. (2011). United Kingdom. Central Intelligence Agency. Retrieved April 15, 2011 from https://www.cia.gov/library/publications/the-world-factbook/geos/uk.html
First, ethical responsibility at the level of executive and boards of directors must establish formal ethical policies and guidelines. However, it is equally important that middle management sincerely promote the values and formal policies designed at the highest levels of the organization. Ultimately, failure at either level is likely fatal to the maintenance of ethical operations within any organization.
Barsa, Michael and Dana, David A. "Learning from Disaster: Lessons for the Future from the Gulf of Mexico." Boston College Environmental Affairs Law eview, Vol. 38,
No. 2 (2011): 219 -- 246.
Caldwell, Cam; Hayes, Linda A.; Bernal, Patricia; and Karri, anjan. "Ethical
Stewardship: Implications for Leadership and Trust." Journal of Business Ethics,
Vol. 78, Nos. 1 & 2, (2008): 153-164.
Halbert, Terry and Ingulli, Elaine. (2008). Law & Ethics in the Business Environment.
Cincinnati: West Legal Studies.
Mele, Domenec. "Integrating Ethics into Management." Journal of Business Ethics, Vol.
Barsa, Michael and Dana, David A. "Learning from Disaster: Lessons for the Future from the Gulf of Mexico." Boston College Environmental Affairs Law Review, Vol. 38,
No. 2 (2011): 219 -- 246.
Caldwell, Cam; Hayes, Linda A.; Bernal, Patricia; and Karri, Ranjan. "Ethical
Stewardship: Implications for Leadership and Trust." Journal of Business Ethics,
manager." The introduction describe " -development important a manager mix a bit coaching theories ( I a coaching I techniques Kolb' learning cycle techniques fuore managers improve ), I a part body essay real life examples managers coaching techniques -development successful ( describe techniques ).
The importance of self-development in becoming a manager
Self-development is defined first and foremost as an overall holistic desire to find one's freedom and the desire to connect with one's self and own sense of worth, integrity and happiness so as to enjoy abundant happiness both at home and at work. Self-development in simpler terms is that amazing quest / journey that a person embarks on; a point of realization when all the pieces of a person's life fall together and they finally remove their own self limitations and inhibitions that hinder or stop any person more so a manager from achieving greatness. This definition…
BRUCE, H.A. 1938. Self-development: how to build self-confidence, a handbook for the ambitious, New York, Three Sirens Press.
BRUCE, H.A. 2010. Self-Development: A Handbook for the Ambitious, Whitefish, Kessinger Publishing, LLC.
BYNUM, W.F.A.P., R. (ed.) 2005. Oxford Dictionary of Scientific Quotations, London: Oxford University Press.
CLELAND, D. & IRELAND, L. 2006. Project Management: Strategic Design and Implementation, New York, McGraw-Hill.
MANAGE'S BEHAVIO MEMO
Management Behavior Imagine a midlevel sales manager InterClean, Inc. -level managersunder responsibility. In response a merger place EnviroTech, instructed
InterClean Sales Managers
Overview of Manager's Behavior
With the upcoming merger after InterClean, Inc. acquired EnviroTech, the managers' role will be to ensure a smooth merger and their role during this merger is very important for its success. To ensure that the company meets its post-acquisition goals, the managers' abilities to manage the upcoming changes skillfully is required. Most managers are not aware of how their behavior affects the employees. The success of this merger and employee productivity is critical, and managers should know its success lies in the relationship between employee performance and leadership behavior Norgard & Skodvin, 2002.
Modeling the way is one of the methods to ensure employee productivity according to a study in employee effectiveness and leadership behavior. Therefore, to have productive employees,…
Larsson, R., & Finkelstein, S. (1999). Integrating Strategic, Organizational, and Human Resource Perspectives on Mergers and Acquisitions: A Case Survey of Synergy Realization. Organization Science, 10(1), 1-26.
Norgard, J.D., & Skodvin, O.-J. (2002). The Importance of Geography and Culture in Mergers: A Norwegian Institutional Case Study. Higher Education, 44(1), 73-90.
The most successful training programs are concentrating on the cognitive side of emotions, specifically evaluating how leaders can provide individualized attention and support to help subordinates prioritize tasks, focus their efforts, organize their time and resources and attain a higher level of performance. The transition of managers into leaders is also determined by the level of trust the latter is able to create and sustain through greater authenticity and genuineness of interaction with subordinates. No longer directing activities in the short-term, a leader with a sufficiently high level of EI interprets acts on and promotes the vision the organization is attempting to accomplish by taking a much focused path to their fulfillment. This can only happen when a leader has a strong focus on the needs of the team while also underscoring the urgency to focus on and achieve goals. Transactionally-oriented leaders struggle with this trade-off of task orientation to…
Antonakis, J., & House, R.J. (2002). The full-Range Leadership Theory: The Way Forward. In B.J. Avolio & F.J. Yammarino (Eds.) Transformational and Charismatic Leadership, Volume 2, p. 3 -- 33. Boston: JAI Press.
Avolio, B.J., & Yammarino, F.J. (2002). Introduction to, and Overview of, Transformational and Charismatic Leadership. In B.J. Avolio & F.J. Yammarino (Eds.) Transformational and Charismatic Leadership, Volume 2, p. xvii -- xxiii. Boston: JAI Press.
Bar-on, R. (1997). The Emotional Intelligence Inventory (EQ-I): Technical manual. Toronto: Multi-Health Systems.
Bass, B.M. (1985). Leadership and Performance Beyond Expectations. New York: The Free Press.
How Todays Managers enefit
How can managers of today's organizations benefit from an understanding of the different philosophies and observations that have been made regarding management over the years?
Over the last several years, management decisions have been increasingly brought to the forefront. Part of the reason for this, is because there have been a number of different high profile scandals involving the kinds of choices that were made. A good example of this can be seen by looking at Enron. Where, managers knowingly engaged in a variety risky projects that cost them tens of billions of dollars in losses. To hide them, they would create special purpose entities that were off the books. In the course of time, this led to the eventual accounting scandal and downfall of the company. This is significant, because it is illustrating how these types of actions of created an environment that…
Allsion, J. (2011). Why Businessmen Need a Philosophy. New York, NY: New American Library.
Bruce, A. (2006). How to Motivate Employees. New York, NY: McGraw Hill.
Kalb, I. (1993). Structuring Your Business for Success. Structuring Your Business for Success. Los Angeles, CA: K. And A Press.
Salmon, E. (2010). The Rise and Fall of Corporate America. New York, NY: Trafford Publishing.
managers can do little to reduce the negative effects of bias in perception and errors in attribution in organizations.A However, others argue managers can take active steps to reduce these negative effects."A Present both points-of-view.A State and substantiate your opinion
There is much controversy with regard to the negative effects of bias in perception and errors in attribution in organizations and the degree to which managers can play an active role in reducing these respective effects. hile many managers are experienced in inter-personal relations and have the ability to gain a complex understanding of a subordinate's capabilities, the reality is that mistakes do happen and the best that a person can do would be to learn more with regard to attitudes that he or she can take on with the purpose to avoid being biased when dealing with his or her employees.
Numerous managers have the tendency to judge employees…
Bruch, H. & Ghoshal, S. (2004). A Bias for Action: How Effective Managers Harness Their Willpower, Achieve Results, and Stop Wasting Time. Harvard Business Press
Chapter 4 Perception, Attribution, and the Management of Diversity
Manager by Ken Blanchard and Spencer Johnson. Specifically, it will discuss what have I learned from the book that I can utilize professionally as a school administrator. This book should be a must read for every manager in every organization. It makes management more effective, more positive, and simpler, in a time where too much of management just seems to be getting more complex and more convoluted.
The book notes that "it takes very little time for me to get big results from people" (Blanchard and Johnson), and it seems every manager in the world would find that compelling. Everyone wants to get better results in a smaller time frame. As a school administrator, I struggle with time on a daily basis, so immediately; this book captured my attention and interest. I was initially skeptical that one minute could actually make a difference, but after reading the book, I feel…
Blanchard, Ken and Johnson, Spencer. The One Minute Manager. New York: Berkeley Books, 1983.
If the technology affects the way the consumers communicate with the organization (such as shifting entirely to a web page for orders vs. phone orders) also, a market analysis of how the target consumers will react, on a personal level to this change. Additional helpful factors may be a widespread industry and technology analysis, to see if there will be a substantial cost if the organization adopts a new form of technology that might not find wide acceptance. Also, the organizational culture must be assessed, as certain workers from industries that are graphic might be more comfortable with Macs, for example, versus other industries where Windows…
Case managers are expected to have the necessary education requirements, but also have the personality to effectively communicate between healthcare professionals, insurance agencies, and patients (Case Manager, 2011). Case mangers must be both compassionate and professional to balance the needs of the patient while interacting with healthcare and payer institutions.
Compensation for case managers also varies based on the healthcare institution and level of education and experience requirements. In the United States, the salary range for case managers extends from $25,000/year to $65,000/year (PayScale, 2011). Salary for case managers also differs based on their number of years in the field, and if they have received any additional education or nursing experience (Case Manager, 2011). Case managers who are also nurses can expect to earn $58,000 during their first year in the field, whereas other case managers can earn $27,000 in their first year (PayScale, 2011). Internal recruitment for case manager…
Case Manager: Job Information. (2011). Case Manager: Job Information for Students
Considering a Career in Case Management. Retrieved from http://education-
Daniels, S, & Ramey, M. (2005). The leader's guide to hospital case management. Mississauga,
Even in a low-end restaurant, at minimum it must be prompt and friendly. Managers may create a 'script' that the servers must follow, and also structure policies on cleaning tables and when to serve foods. Problems such as having appetizers served with entrees, slow order time, or a lack of attention can mean that customers do not return. Other aspects of policy may influence how much money a customer spends, such as if a server does not prompt the customer with a question about what he or she wants to drink, or if he or she would like to see the dessert menu. Hiring, firing, and training policy is also influential. A high-end restaurant may demand previous restaurant and dining experience of prospective employees, and many have training sessions every time there is a major change of menu.
If a restaurant is 'hot,' customers are sensitive about being discriminated against…
Social influences are also bound to have a certain impact, again, at a subjective level. One might be turned down because his social status may not go hand in hand with the non-profit component.
4. What dimensions or characteristics of an organization culture might promote ethical and fair practices within the organization?
According to the article we are referring to, investment banks are always a place of rumors and inner struggles, even if Morgan Stanley has seemed to pull it off more than others at this point. The first cause of scandal was related to constant inner fights between some of the top executives. Further more, some of the retired influential persons have entered the stage demanding Purcell's renouncing his CEO position. The problem with Purcell here is that the company is obviously underperforming. In my opinion, the first recommendation that he should receive would be to pull the act…
5) Open up and develop new market segments.
6) Increase the number of drugstores.
On the Internet at http://www.google.ro/search?hl=ro&lr=&oi=defmore&q=define:organization
The Democratic requirement is based upon the fact that it is necessary for healthy individuals who might not feel pressured to buy health insurance (like young people who feel immortal) to balance out the overall 'risk pool' for insurance companies, which will act to defray costs. While the Republicans denounce the Democratic proposal as 'job killing,' the Democratic proposal brings up the fact that many people who make too much money to participate in Medicaid have no insurance, because their employers do not provide them with it and they are too poor to pay for expensive monthly premiums. What kind of an America, one might ask, is it, where people can work hard, yet feel threatened by the risk of medical bankruptcy if they go to the Emergency Room when they are extremely ill?
Another difference between the two proposals is that the Republican plan allows people to buy health…
Leadership and management are often assumed to mean the same thing or are at least very similar (riggs, 2015). oth involve controlling people towards the accomplishment of agreed goals. Some sources, however, emphasize their differences. They say that a leader inspires what a manager plans for execution or implementation. A leader praises and a manager criticizes, they also say. A manager directs while a leader asks questions. ut in most cases, the attributes of one are also found or expected in the other. And either can be effective or ineffective (riggs).
ut a leader is central to an organization (Robbins, 2015). That is why he leads. He is taken by the company to inspire or motivate all organizational ranks to blend and achieve common goals as one force. Like a manager, his inspiration sets the direction and transmits this direction to everyone within the organization. It is his work to…
Briggs, M. (2015). Leadership and management. Team Technology: Myers Briggs Team
Building. Retrieved on September 4, 2015 from http://www.teamtechnology.co.uk/leadershp/management/overview
Robbins, S. (2015). The difference between managing and leading. Entrepreneur: Entrepreneur
Media, Inc. Retrieved on September 4, 2015 from http://www.entrepreneur.com/article/57304
Managers as the Key to etention
Are Managers Pivotal in Terms of Employee etention - and What Can
Managers and Employees Both Do to Minimize Workplace Turnover?
In this continuing sluggish economy, it seems that employers - that is, managers and bosses - should go the extra mile to keep their employees, particularly their top talent. But, as this paper points out, there are signs that employee retention is not a priority for many companies, as a substantial number of workers (according to data presented) are thinking more about their next jobs than their present ones.
The purpose of this paper is to point out - through the literature and data available to the public - that corporate America needs to get a better handle on employee satisfaction, and not just customer service. The sources used for this paper include scholarly journals, periodicals, and texts written by respected authors.
Bing, Stanley. (1992). Crazy Bosses: Spotting Them, Serving Them, Surviving Them.
New York: William Morrow and Company.
Boccialetti, Gene (1995. It Takes Two: Managing Yourself When Working with Bosses
And Other Authority Figures. San Francisco: Jossey-Bass Publishers.
The second difference Nayar indicates that managers have circles of power while leaders have circles of influence (2013). Leaders work through inspiration and that is wonderful, but it is also true that not all people will respond to all leaders. A manager must be able to exert control over people that goes outside of the leadership arena. Without the possibility of consequences, some people would not function. Even if a manager's only control is the ability to determine whether or not a person is an appropriate fit for a team, that level of control can be outcome-determinative. A leader could divert more resources to leading a recalcitrant team member than would be a prudent use of team resources.
The final difference that Nayar indicates is that leaders lead people while managers manage work (2013). One of the things that is imperative to keep in mind is that, in most workplace…
Murray, a. (2014). What is the difference between management and leadership? Retrieved
April 16, 2014 from Wall Street Journal website: http://guides.wsj.com/management/developing-a-leadership-style/what-is-the-difference-between-management-and-leadership/
Nayar, V. (2013, August 2). Three differences between managers and leaders. Retrieved April
16, 2014 from Harvard Business Review website: http://blogs.hbr.org/2013/08/tests-of-a-leadership-transiti/
Managers and Performance Evaluation
The fact that so many managers dislike performance evaluation is as old and common as human nature itself. Performance evaluation is so disliked by so many because it requires that one take a long and hard look at oneself and engage in the process of problem-solving and making changes. Finding solutions and making changes are two of the most difficult challenges to face human beings because it forces them to dig deep and engage in a process that doesn’t always have the clearest of steps and which may or may not be successful. However, performance evaluations are necessary because they force leaders in the workplace to make necessary changes and to find solutions for problems that are undermine the growth, development and success of the company. Regardless of a manager’s discomfort, performance evaluations at regular intervals are crucial to the success of the company. This paper…
Managers hold the key to successfully implementing changes in their corporate environments or their installations. How people react to change always depend on how managers present the change. Despite the manager's best efforts in anticipating reactions to change, there is always resistance from 70% of the staff. Leading and implementing change successfully, whether as a team or an organization is a core to achievement in managerial or professional practice (Daft, 2012). It is a difficult, fearful task which does not occur by chance; change should be thought through and well coordinated by the manager.
ole of managers in implementation
Manager's work is to sell the information, motivating resistors while hoping that some logic will encourage those in action to internalize the change and, therefore, change their behaviors (Thames, 2012). They think of innovative ways of how to handle products and services and how to improve technology. Mangers come up…
Daft, R.M. (2012). Understanding Management. London: Cengage Learning.
Karen, K.A. (2011). Generalist Practice With Organizations and Communities. London: Cengage Learning.
Richard, D.M. (2010). Organization Theory and Design. London: Cengage Learning.
Thames, B.D. (2012). Chasing Change. New York: Willey and Sons.
Managers dislike unmotivated employees and for a good reason. Having such employees can bring down the success of a business in an instant. As a result, it is very imperative for a manager to utilize financial motivation or non-financial motivation to its employees to keep his or her business alive. This paper will provide three ways in which a manager can motivate its workers. The first method is alternative work arrangement. The second method deals with positive reinforcement. The third and final method involves satisfier and hygiene factors.
Alternative Work Arrangements
One motivational technique that employees and employers seem to benefit from is alternative work arrangements, which include compressed workweeks, flexible work hours (flextime), job-sharing, and telecommuting (Lombardi and Schermerhorn, 2007). Compressed workweeks reduce how many days a week an employee works by allowing him or her to work more hours per day. Both parties benefit from this…
Herzberg, F. (1987). How do you motivate employees? Retrieved from http://www.facilitif.eu/user_files/file/herzburg_article.pdf
Linder, J. (1998). Understanding employee motivation. Retrieved from www.joe.org/joe/1998june/rb3.php
Lombardi, D.M., & Schermerhorn, J.R. (2007). Health care management: Tools and techniques for managing in a health care environment. Hoboken, NJ: John Wiley & Sons.
Mossbarger, M. & Eddington, J. (2003). Methods for motivating employees. Retrieved from http://faculty.weber.edu/djgreen/TBE_3250/Assignment/Example%20Formal%20Report%20Methods%20For%20Motivating%20Employees.pdf
Managers may perceive themselves above everyone and support techniques that formulate wide-ranging exploit of the controlling role, be it by making decisions themselves, scheduling officially to manipulate other people's decisions by the distribution of resources or merely demeaning delivery. This seemingly decreases the swiftness of managing and its assortment as well as verbal personality in support of further proper arrangement as well as control. For this reason, this paper discusses how managers might use their power differently within the five contexts that features in Mintzberg's 'The Untold Varieties of Managing," highlighting on how the use of power might show up in the different contexts?
Sighting managers as institutional actors makes an individual to mull over preceding research which has reflected on institutional actors, as well as sought to explore their actions in that precise perspective. For example, Henry Mintzberg has highlighted a perceptive study of…
Financial managers and CEO's play important roles in ensuring that organizations meet their specific goals. The skill levels for both positions are high and require a great deal of patience and experience. The purpose of this discussion is to determine whether being a financial manager is the best preparation for later becoming a CEO.
ole of the Financial Manager
According to the Bureau of Labor, financial managers must have a bachelor's degree in a field such as business administration, accounting, economics or finance. Although, as the business world becomes more competitive, organizations are requiring financial managers to have Master's degrees and a great deal of experience before they can become financial managers. The Bureau also explains that financial managers are vital to the success of any organization and their jobs involve supervising the preparation of financial reports, direct investment activities, and implement cash management strategies. As computers are increasingly used…
Campbell, M.W., Kowalski, R.B. Healthcare Financial Management Association Apr 2000
Financial Managers. 2004. Bureau of Labor and Statistics. http://www.bls.gov/oco/ocos010.htm
IT Manager must do to Create and Maintain a Successful Project Team
Some project teams manage to achieve their goals in a timely fashion with little or no controversy or miscommunication, while others seem to struggle to even get off the ground. Although every project management situation is different, it is clear that successful project teams do not just happen, but are rather the result of effective project leadership. To determine what an IT manager must do to create and maintain a successful project team, this paper provides a review of the relevant peer-reviewed and scholarly literature concerning these issues, followed by a summary of the research and important findings in the conclusion.
eview and Discussion
When people from different backgrounds come together to form a project team, they may bring with them longstanding grudges and unrelated issues that may adversely affect the functioning of the team. While every team…
Frame, J.D. (1999). Project management competence: Building key skills for individuals, teams, and organizations. San Francisco: Jossey-Bass.
Hammond, R. (2006, January-February). XML: Even if it is snake oil, you'll still feel pretty good. Online, 30(1), 37-39.
Scammell, A. (2001). Handbook of information management. London: ASLIB-IMI.
Zoltners, A.A., Prabhakant, S. & Lorimer, S.E. (2009). Building a winning sales force:
ole of a Manager Within the Functional Areas of Business
The role of a manager in the functional areas of a business are multifaceted and often include elements of planning, organizing, leading, controlling in addition to emotional intelligence (EI). The best managers are capable of moving fluidly through these four traditional roles of management and addressing needs along with aligning people and teams to goals and objectives (Shireman, Kiuchi, 2002). Managers of cross-functional teams are also often called upon to create a high degree of collaboration with their peers, and superiors across potentially competing departments. The foundational elements of Cross-Functional Team (CFT) success are predicated on a manager maturing past the four vital functions of management to becoming a transformational leader as well (Daspit, Tillman, Boyd, Mckee, 2013). In this analysis, the role of the manager within the functional areas of a business are assessed with an orientation towards how…
Josh Daspit, C. Justice Tillman, Nancy G. Boyd, Victoria Mckee, (2013) "Cross
functional team effectiveness: An examination of internal team environment, shared leadership, and cohesion influences," Team Performance Management, Vol. 19 Iss: 1/2, pp.34 -- 56
Shireman, B., & Kiuchi, T. (2002). Master the four seasons of management. Industrial Management, 44(2), 8-14.
capable managers make bad decisions? What individual managers improve decision-Making skills? Part 2: Using knowledge Management, write a page, formal written answer question .
There is a wide array of reasons that competent managers sometimes make the wrong decisions. First of all, it is useful to try and define these terms. A competent manager refers to a manager who has knowledge, both theoretical and practical. Usually, he has also shown his competency in practice in the past, in other situations. A wrong/bad decision is a decision that affects the company or the company's objectives, ranging from maximizing its profits to its share price.
One of the reasons why a competent manager makes a bad decision is the situation itself. The situation may prove so difficult and so complex that all the knowledge and competency that the manager has is not useful in solving it. Faced with this situation, the manager…
IT Project Manager
Information Technology is a very wide area that needs technical expertise and up-to-date knowledge on the latest innovations and developments. Technology is very dynamic and the technology developers are unveiling more user friendly systems on a daily basis making Information Technology Industry very competitive. Through the use of Technology, information sharing has become an easy task as news on the latest technological advancements is shared with the rest of the world in real time.
Consumers of technology products have become wary and more sophisticated in their consumption which dictates the pace at which the advancements and new inventions take place. The sophisticated lifestyles of human beings have created the need and the demand for state of the art technologies which have evolved from the traditional use of the desktop devices and other massive devices to pocket hand held devices which process equally more and faster information on…
Different firms have different needs which therefore require an informed and competent IT project manager to guide in designing project specific solutions which are tailored to satisfy the needs of those particular projects both in short and in the long-term. Technology developers have been able to develop IT solutions to match user specifications in terms of speed, efficiency, maintenance and room for improvement. As a result the role of an IT project manager cannot be overlooked and is charged with various responsibilities. It is the Project Manager who has the overall authority to successfully initiate the plan, design, monitor and control the project to ensure it ends successfully.
Some of the major skills associated with the role include Planning and Defining Scope, Activity Planning and Sequencing, Resource Planning, Developing schedules, Time Estimating, Cost Estimating, Developing a Budget, Documentation, Risk Analysis, Managing Risks and Issues, Monitoring and Reporting Progress, Team leadership, Strategic influencing, Business partnering, Controlling Quality and Benefits Realization (Duncan Haughey, 2012).
In order to successfully manage a project by an IT project Manager, it is of great importance to fully understand the key areas using the knowledge framework for the information system. Two most important areas include; the Foundation concepts and the Management challenges. The foundation concept helps the manager to understand many areas and concepts of the information system; it involves the technology aspect which defines the components including hardware and software technologies in data processing. Also included in the foundation concept is the application, which equips the manager with the knowledge on issues of electronic commerce and how businesses are interconnected through the use of information systems. It also includes the development concept which enables the manager to embrace and make use of the information technology to design various commands and basic concepts of information systems. The last concept in the foundation concept is management, this aspect enables the manager to fully take charge of the system and address quality issues
ole of a Manager
The Four Components of Emotional Intelligence:
Implications for Managing in the 21st Century
The most effective leaders are able to transform their organizations by defining a compelling vision that is challenging yet attainable. Implicit in the skill sets of exceptional leaders is Emotional Intelligence (EI) including the ability to understand complex situations, emotions of subordinates and peers, and coordinate them to ensure successful outcomes and accomplishments. The four components of EI are self-awareness, self-management, social awareness and relationship management (Chopra, Kanji, 2010). As more organizations face perennial time shortages, EI is a critical skill set for keeping groups, departments and divisions all working together towards a common goal. The intent of this analysis is to define each of these four components of EI and build a convincing argument as to which is the best one overall given the resource and time demands many organizations face in…
Chopra, P.K., & Kanji, G.K. (2010). Emotional intelligence: A catalyst for inspirational leadership and management excellence. Total Quality Management & Business Excellence, 21(10), 971.
Groves, K.S., McEnrue, M.P., & Shen, W. (2008). Developing and measuring the emotional intelligence of leaders. The Journal of Management Development, 27(2), 225-250.
The contemporary policing is very different from the policing system in the last two decades, this is due to the changes that have taken place across the globe on the types of crimes that are witnessed. Consequently the type of criminals who are confined in our penitentiaries are radically different from those of the yester years, hence the need to have a totally different system of correction administration as well. This then comes with the challenges that the correctional administration are bound to face every now and then.
Since there are quite a number of terrorists and the terror propagators that are of late held within the U.S.A. correctional facilities, it is true then that this comes as a new challenge to the correctional managers.
In this regard, the managers are looked upon to ensure that the correction facilities are be equipped with specialists in the field of…
Howard Sapers, (2009). Annual Report of the Office of the Correctional Investigator 2008-
2009 Retrieved April 6, 2012 from http://www.oci-bec.gc.ca/rpt/annrpt/annrpt20082009-eng.aspx#_ftn14
Human Rights Watch, (2009). Mental Illness, Human Rights, and U.S. Prisons. Retrieved April 6, 2012 from http://www.hrw.org/news/2009/09/22/mental-illness-human-rights-and-us-prisons
Kenneth L. Appelbaum et.al, (2011). A National Survey of Self-Injurious Behavior in American Prisons. Psychiatric Services Vol. 62, No. 3. Retrieved April 6, 2012 from http://ps.psychiatryonline.org/article.aspx?Volume=62&page=285&journalID=18
Discovering the answer to "What do Managers Do?" was deceptively difficult. In the process of interviewing the four subjects for this assignment, I found more questions being raised about the nature of managerial duties. Part of the reason for this complexity is the wide range of managerial positions available in the corporate world today. From public relations to sales managers to personnel managers, each performs his or her own functions and acts out certain roles in the company. However, even though these different types of managers perform different roles and serve different functions, there are several overarching qualities that characterize what managers actually do during the course of their careers. Most managers act as leaders; the organize groups of people and delegate authority. Some managers work more with tasks than with people, but regardless of the specific managerial position, all managers rely on a good set of people…
Manager: A Leader
Leaders and business managers are valued commodity in the workplace. A leader is someone who can offer a compelling invitation for others to take action, while managers manage and accomplish work through others. Leaders lead and motivate people to higher levels, often giving people purpose to what they do, while managers tend to be more mechanical and provide authority based on the administrative level.
Today's leader needs a multitude of characteristics including an ability to develop a vision, and an ability to articulate that vision. Some of the traits of leaders are honesty, energy, a thirst for learning and commitment.
Vision in regards to the leader refers to visualizing a future state. The leader has a clear picture of what the future looks like. Moreover, a leader has a clear picture of achieving that vision (Godin, 11). In addition, an effective leader must also be able to…
Colvard, James E., "Managers vs. Leaders," Government Executive. Washington: Jul 2003. Vol. 35, Iss. 9: 82
Godin, Patty., "Achieving vision: Managers vs. leaders," Manage. Aug 1998. Vol. 50, Iss. 1: 10-12.
Robinson, Graham., "Leadership vs. management," The British Journal of Administrative Management. Jan/Feb 1999; 20-21.
Weathersby, George B., "Leadership vs. management," Management Review. Mar 1999. Vol. 88, Iss. 3: 5.
hen ork is Frantic, Managers Need ays to Expand Horizons is an article that essentially refers to the fact that successful decision-making in business is largely a function of developing a strategy and business model that is unique and effective in fulfilling customer need gaps ahead of the competition, while simultaneously managing to establish cost efficient ways of doing so in order to maximize profitability. Today's increasingly competitive and fast paced world, however, does not allow managers the luxury of either the resource or the time to follow systematic and streamlined methods of studying and analyzing the environment sufficiently enough to come up with sustainable, competitive ideas. The situation described by the article therefore relates to Herbert Simon's theory of 'bounded rationality,' which suggests that the costs of acquiring present information as well as uncertainty about the future limit the extent to which managers can make fully rational decisions,…
Availability Heuristic. Changing Minds. Retrieved Nov. 21, 2003 from the Changing Minds
Web site: http://changingminds.org/explanations/theories/availability_heuristic.htm
Herbert A. Simon, 1916-2001. The History of Economic Thought. Retrieved Nov. 21, 2003 from the Economics New School Web site: http://cepa.newschool.edu/het/profiles/simon.htm
Janis, Irving L. (1972). Victims of Groupthink. Boston: Houghton Mifflin.
An organization works best under good management. When interviewing a candidate for the managerial level certain things need to be considered. Some of these can be judged by the application or resume that the candidate provides. Others need to be judged by an interview. It should be made certain that the candidate is aware and makes practical use of the different functions of management. Also that he "can work cooperatively with others; shares responsibility; yields competitive urges for personal credit." [Holdeman et al. 1996]
A confident manager is the key to success for an organization. Thus the following questions will be asked during an interview to assess the above mentioned details:
Q1) Given that the output of the employees is less than expected, how would you handle the situation in order to increase their efficiency?
Q2) How important do you feel that motivation is for the employees and what…
(1) John B. Holdeman, Jeffrey M. Aldridge, David Jackson - How to Hire Ms./Mr. Right. Journal of Accountancy; Volume: 182. Issue: 2. 1996. 55+
(2) James Morrison and Ian Wilson - The Strategic Management Response to the Challenge of Global Change [ http://horizon.unc.edu/courses/papers/Scenario_wksp.asp ] Accessed on 25/08/2005.
(3) David Ahlstrom, Michael N. Young, Frankie M.C. Ng, Christine M. Chan. High Technology and Globalization Challenges Facing Overseas Chinese Entrepreneurs: SAM Advanced Management Journal. Volume: 69. Issue: 2. 2004. 28+
(4) Ron Lashier - Article Title: Global Challenges of Background Checks: Background Checks Are Not Only More Important Because of Globalization, They Are Also More Difficult. Security Management. Volume: 47. Issue: 3. March 2003. 105+
Hybrid Manager: A Multi-Disciplinary Approach to Management
The term hybrid manager is anomalous and somewhat abstract within the world of corporate America today. However more and more as technology impacts the workplace managers are starting to be defined as "hybrid." What exactly is a hybrid manager and how do they serve the world of corporate America? A hybrid manager may be simply defined as a manager that is well versed in technical as well as operational matters within an organization. Perhaps a better term for the hybrid manager is "multidisciplinary" manager, a manager that understands how to manage people and operations but also how to work within the realm of technology.
As technology continues to impact the workforce a trend is emerging where corporations are starting to recognize the need for managers to be technologically savvy as well as operationally savvy. The future looks bright for managers willing to serve…
NHS. (2003). "The Hybrid Manager." King Square House, Bristol, NHS. Available:
Cetron, M.J. & Davies, O. (March-April, 2003). "Trends shaping the future:
Technological, workplace, management and institutional trends." The Futurist, 37(2):30.
Non-traditional managers such as project managers experience several challenges that are unique and apart from traditional managers. Unlike the traditional managers whose major responsibility is to manage people and ensure their proper condition in the workplace, project managers handle more responsibilities than this. In today's increasing development of diverse technologies, it is almost a standard procedure that project managers utilize technology in an objective to facilitate his and his team's tasks. And, with this, the responsibility of being at pace with the changing technology for better project results is a responsibility that traditional managers usually never do. According to Kerry Campbell Hamilton (2002),
"The use of technology-based solutions and applications is the key differentiator between traditional projects and e-projects."
In simple terms, non-traditional managers always have to be flexible in which their knowledge and skills should have continuous growth. It is not only the skills of managing his…
Ford, P.W. 2004. Top 10 Project Management Challenges
Retrieved on August 22, 2005, from Online.
Hamilton, K.C. 2002. E-Projects Present Unique Challenges to Project Mangers
Competencies for All Health Managers
Health care management is one of the most rapidly expanding Professions with great opportunities in both direct and non-direct care. Due to great complexity in the health care environment, the health care providers should have specific managerial and leadership skills. According to (Buchbinder and Thompson, 2012) Direct care are those groups that provide a direct care to the client. Where as Non-Direct care is which provides an indirect care to the client by providing services and products to the direct care setups. The health care managers are required in an out patient care setup, clinic and in physician practices. A large hospital setup also requires a large number of health care managers. While the opportunity for managerial jobs position is expected to increase in a non-direct setup as well as in equipment providing industry and pharmaceutical companies due to the increase in the number of…
Buchbinder, J.M., Thompson, S.B. And Shanks N.H. (2010). An Overview of Healthcare Management, Mass: Jones and Barlett Learning. pg. 33-34.
Calhoun, J.G., Follett, L, Sinioris, M.E., Wainio, J.A. And Butler, P.W. (2008). Development of an interprofessional competency model for healthcare leadership. Journal of Health Care Management/American College of Health Care Executives. 53:6,390-1
Oliver, S. (2006).Pg38-47.Leadership in Health Care.Susanoliver.com. Retrieved on 12th January 2013.From http://www.susanoliver.com/pdf/my%20leadership.full%20text.pdf%2006.pdf
Stefl, M.E. & Bontempo, C.A. (2008). Common Competencies for all health care mangers.Journal of Health Care Management 53:6, 360-374
Power critical understanding difficulties managers confront seeking manage change'. Discuss. This undergraduate Essay (Level III) If resources reading list I
Power is critical to understanding the difficulties managers confront when seeking to manage change
Long gone are the times when firms would operate solely to generate profits and this represented their stated mission. Today, economic agents across the globe peg their success not only to financial results, but also to their ability to serve the various needs of the multiple stakeholder categories. In other words, while the final objective is that of registering profits, the aim is attained through a combination of strategic efforts targeted at serving the stakeholders.
For instance, the employees are the most valuable organizational assets and they are treated as such. The customers are not the forces purchasing whatever the company produces, but they represent the force telling the company what to produce. The technologic community…
Clegg, S., 1989, Frameworks of power, SAGE
Foucault, M., 1982, Afterword: the subject and power, University of Chicago Press
Heathfield, S.M., Resistance to change definition, About, http://humanresources.about.com/od/glossaryr/g/Resistance-To-Change-Definition.htm last accessed on February 14, 2012
Jermier, J.M., Knights, D., Nord, W.R., 1994, Resistance and power in organizations, 1994, Routledge
Nurse Case Manager:
Case management in the nursing field is basically described as the functions and activities carried out by the nurse case manager within a specific care setting. In some cases, these functions and activities are usually performed by a self-governing practitioner, especially in private case management practices and community nursing facilities (Cohen & Cesta, 2005, p.278). Generally case management responsibilities are provided by the nurse case manager in acute care, primary care, home care, and managed care organizations. Nonetheless, these activities may be offered to particular patient populations and communities like the elderly. Some of the most case management activities include patient identification and intake, problem identification and assessment, patient outreach, development and implementation of plan of care, and coordination of care.
oles and Functions of Nurse Case Manager:
In acute care organizations, the roles and functions of the nurse case manager includes coordinating the care provided to…
Blancett, S.S. & Flarey, D.L. (2006). Case studies in nursing case management: health care delivery in a world of managed care. Gaithersburg, MD: Aspen Publishers, Inc.
Cohen, E.L. & Cesta, T.G. (2005). Nursing case management: from essentials to advanced practice applications (4th ed.). St. Louis, MO: Elsevier Health Sciences.
Meadows, P. (2009, January). Community Health Nursing. American Journal of Nursing,
109(19). Retrieved from http://journals.lww.com/ajnonline/fulltext/2009/01001/community_health_nursing.5.aspx
Role of Operations Manager in Business
The Operation Management's Role in Business Today
The role of an operations manager is an important one in any business no matter how big or small the business is. According to the Houston Chronicle, the operations manager needs a "wide range" of interpersonal and professional skills in order to do the job (Farnen, 2010). The operations manager handles the management of raw materials and personnel, and -- in many cases -- the operations manager conducts the interviewing and hiring of employees and oversees the actual assigning of employees to specific tasks (Farnen, p. 1).
Operations managers also play an important part in the budgeting process, and it other aspects of a company's finances, Farnen continues. Also, operations managers are part of the goal-setting process in a business, and operations managers cooperate with other department managers to coordinate sales promotions and they typically help resolve…
Bouraad, F. (2008). IT Project Portfolio Governance: The Emerging Operation Manager. Project Management Journal, 41(5), 74-86.
Farnen, K. (2010). The Role of an Operations Manager. Houston Chronicle. Retrieved August
13, 2013, from http://smallbusiness.chron.com/role-operations-manager-14234.html .
Riordan Manufacturing. (2008). Manufacturing Inventory Management. Retrieved August 14,
How managers in an organization delegate as part of their management responsibilities
Delegation results in more competent managers. It is not feasible to organize all the responsibilities of the department directly by the manager. With a view to achieving the objectives of the organization it is quite necessary to concentrate on its goals and to see that all the works are performed skillfully, that entails the delegation of the powers by the managers. The powers of the managers here signify to the legal influence of the managers within the vicinity of their positions to steer the junior staffs in desired directions. With the increase in scale, such authority of the managers or a fraction thereof is delegated and utilized in the name of the manager. Delegation in general refers to downward flow of powers from higher authority to lower ones. The delegation vests the employees with necessary authorities to…
Allen, Gemmy. (1998) "Delegating" Retrieved at http://ollie.dcccd.edu/mgmt1374/book_contents/3organizing/deleg/delegate.htm. Accessed on 19 October, 2004
Blair, Gerard M. "The Art of Delegation" Retrieved at http://www.see.ed.ac.uk/~gerard/Management/art5.html. Accessed on 19 October, 2004
Business leadership skills: delegating tasks effectively to your employees http://www.webguru.com/delegation-skills.htm . Accessed on 19 October, 2004
Delegate: It's Easier than you think" (2003) Retrieved at http://www.ittoolkit.com/articles/projects/ease_delegation.htm . Accessed on 19 October, 2004
In this regard, Garner adds that, "A safety-smart leader realizes that while a $10 flashlight purchased in bulk at the local discount store may put out enough light to read a driver's license, a 20,000 candlepower light that sets the department back $90, may make all the difference in the world when the officer holding it faces an armed offender one dark night. Little things like that are not lost on the troops" (p. 92). In fact, as to budget priorities, Garner (1998) suggests that officer training and safety considerations should be at the very top of the police manager's list: "A competent police manager encourages and demands an organizational environment where safety is valued, taught and practiced. He mandates that supervisors and managers role model, inspect, reward and correct for safety. He assures that the very best safety training and equipment is made available to his personnel" (p. 92).…
Borrello, a. (2009, March). In defense of the police manager. Law & Order, 57(3), 64-65.
Carrick, G. (2003, April). Traffic safety in the new millennium. Law & Order, 51(4), 44-45.
Coulton, G.F. & Feild, H.S. (1995). Using assessment centers in selecting entry-level police officers: Extravagance or justified expense? Public Personnel Management, 24(2), 223-
Garner, G.W. (1998, December). A leader's role in officer safety. Law & Order, 46(12), 91-92.
Selecting a new sales manager: Overview
The five essential functions of management are defined as planning, organizing, staffing, directing, and controlling. "Management is creative problem solving….The intended result is the use of an organization's resources in a way that accomplishes its mission and objectives" (Five functions of management, 2011, Ohio State). Truly transformational leaders bring qualities to the organization beyond their technical skills. Transformative managers are able to perform the essential functions of management in a manner that maximizes all of the human and technical capacities at their disposal and mobilizes and motivates these elements with a sense of vision and purpose.
This new manager must set the tone for the new department. The manager must communicate with employees in an empowering and motivational fashion, to ensure that all workers enthusiastically embark upon the occasionally difficult but always rewarding task of building a new segment of…
Five functions of management. (2011). Ohio State. Retrieved June 3, 2011 at http://www.ag.ohio-state.edu/~mgtexcel/Function.html
Straker, David. (2005). Transformational Leadership. Changing Minds.
Retrieved June 3, 2011 at http://changingminds.org/disciplines/leadership/styles/transformational_leadership.htm
Role of Managers in Healthcare
Change is the norm within healthcare organizations, the ability to change as well as being adapted is very vital for success. Change plus innovation might not be successful if the organization is not capable of implementing them successfully. Coming out with gain out of a change in a process is not just providing new technologies, reallocating resources or reorganizing units but generally effective organizational change needs that work groups as well as employees shift the manner in which they carry out their responsibilities. It is true that in any case work group and employees do not change their behavior then it always not easy to implement new changes.
Managers may influence the effectiveness as well as the speed of the implementation of the new processes. Even though senior leaders perform an important function in identifying and implementing new strategies, middle level managers in an organization…
Anderson, N., & West, M. (1998). Measuring climate for work group innovation: Development and validation of the Team Climate Inventory. Journal of Organizational Behavior, 19, 235 -- 258.
Armenakis, A., & Harris, S. (1993). Creating readiness for change. Human Relations, 46, 681 -- 703.
Bazzoli, G., Dynan, L., Burns, L., & Yap, C. (2004). Two decades of organization change in health care: What have we learned? Medical Care Research and Review, 61, 247 -- 331.
Birenbaum, A., & Sagarin, E. (1976). Norms and human behavior. New York: Praeger.
Database Administrator, Manager of IT, and the value of a college education
As a result of swift distribution of computers and information technology, a necessity for well trained workers to design and promote new hardware and software systems and to integrate new technologies. These workers comprises of computer systems analysts, database administrators, and computer scientists. Based on the choices and procedures of employers and on development of new areas of specialization or alterations in technology, the job responsibilities and professional titles relating these workers change quickly. An ever-increasing level of talent and education from the employees is demanded by the speedily shifting technology. Organization's expectation on professionals is broadening from wholesome technical knowledge to communication and other interpersonal skills. Hence, workers who can manage various tasks are in great need.
Though employers favor workers with technical degrees, persons with degrees in a range of majors also get employment in these…
Allen, Gemmy. (1998) "Managerial Roles" retrieved from http://ollie.dcccd.edu/mgmt1374/book_contents/1overview/managerial_roles/mgrl_roles.htm Accessed on 7 May 2005
"Career guide for Database Administrator" retrieved from http://jobs.state.va.us/careerguides/DataBaseAdmin.htm Accessed on 7 May 2005
"Computer Database Analysts & Administrators" (5 May, 2005) Retrieved from http://www3.ccps.virginia.edu/career_prospects/briefs/A-D/DatabaseAdmin.shtml Accessed on 7 May 2005
"Computer Systems Analysts, Database Administrators, and Computer Scientists" (May 18, 2004) U.S. Department of Labor: Bureau of Labor Statistics. Retrieved from http://www.bls.gov/oco/ocos042.htm Accessed on 7 May 2005
How challenges affect the informational, interpersonal and decision-making roles
According to Lewis (2004) one of the ways that these challenges affect managers is in the way that they operate in terms of information, interpersonally and in decision making. The article explains that managers often rely on creativity to respond to these challenges. The article asserts
All managers and administrators have to deal with problems - either internal or external. It does not matter whether the problem has to do with product quality, internal efficiency, the supply chain or customer relationships - whatever the particulars, the challenge is to find innovative and workable solutions. And this is where creative thinking comes into its own. The old cliche suggests that at the heart of every problem lies an opportunity- but in order to realize that opportunity people have to be ready to change their perspective (Lewis 2004).
In addition managers have to…
D'Annunzio L.S., Sy T.,(2003) "Challenges and Strategies of Matrix Organizations: Top-Level and Mid-Level Managers' Perspectives"
Lewis (2004). Being Creative in the Workplace. ICT in Project management.
Messmer M. (2003). Managing Employee Performance Issues. Strategic Finance.
Watson C.E. (2001) Managerial Mind Sets and the Structural Side of Managing. Business Horizons
Analysis of Expatriate Management Successes and Failures
There are many factors that need to be considered when assigning a manager into an expatriate role. Of the many factors that most often lead to success, Emotional Intelligence (EI), transformational leadership, cultural awareness and the ability to adjust to a foreign culture and attain productivity and performance quickly (Baliga, Baker, 1985). Ultimately the four major determinants of expatriate performance include technical skills and mastery, contextual and pro-social performance, contextual and managerial performance and expatriate-specific performance in a given nation or region (Claus, Lungu, Bhattacharjee, 2011). These four factors combined to anchor the performance analysis provided in this paper.
Analysis of Success and Failure of U.S. Expatriate Managers
The single greatest reason cited for failure of U.S. expatriate managers is the motivation and vision of why assimilating into a new culture is relevant to their roles, and the emotional intelligence to…
Baliga, G.M., & Baker, J.C. (1985). Multinational corporate policies for expatriate managers: Selection, training, evaluation. S.A.M.Advanced Management Journal, 50(4), 31-31.
Claus, L., Lungu, A.P., & Bhattacharjee, S. (2011). The effects of individual, organizational and societal variables on the job performance of expatriate managers. International Journal of Management, 28(1), 249-271,394.
Hung-Wen, L., & Liu, C. (2006). Determinants of the adjustment of expatriate managers to foreign countries: An empirical study. International Journal of Management, 23(2), 302-311.
Jordan, J., & Cartwright, S. (1998). Selecting expatriate managers: Key traits and competencies. Leadership & Organization Development Journal, 19(2), 89-96.
Managers and Their oles: An Essay
Management is an art of coordinating the main activities of any organization, enterprise, company (Merriam-Webster). It is considered as one of the most demanding vocations of the existing era. In the olden times, there was not much competition since the population was very less and there were abundant resources. Hence, people used to work honestly and hard. The main reason behind their honesty and efforts was that in that time period, there were not many options and if one got fired from their place of employment, chances of getting another job real were next to nothing and a responsible individual wouldn't do anything like that to risk his or her livelihood and the survival of one's family. So the supervisors or managers didn't work hard to plan and streamline the workforce. Times have changed and the competition has grown increasingly stronger; today,…
Capital Budgeting Definition | Investopedia. (n.d.). Investopedia -- " Educating the world about finance. Retrieved July 30, 2012, from http://www.investopedia.com/terms/c/capitalbudgeting.asp
Chief Financial Officer (CFO) Definition | Investopedia. (n.d.). Investopedia -- " Educating the world about finance. Retrieved July 30, 2012, from http://www.investopedia.com/terms/c/cfo.asp
Employee turnover | Define Employee turnover at Dictionary.com. (n.d.). Dictionary.com | Find the Meanings and Definitions of Words at Dictionary.com. Retrieved July 30, 2012, from http://dictionary.reference.com/browse/employee+turnover
Manager - Definition and More from the Free Merriam-Webster Dictionary. (n.d.). Dictionary and Thesaurus - Merriam-Webster Online. Retrieved July 30, 2012, from http://www.merriam-webster.com/dictionary/manager
Business managers work in varied fields from security companies to tech startups, to managing the careers of celebrities and sports starts. In essence, it is a person who has the ability and desire to drive and motivate the work of others to effectively and efficiently run a major business that will lead to the company generating a large profit and promoting a successful company brand and image. Searching for a proper candidate for interview was difficult. I need someone who was experienced in their field and also managed a company. I searched profiles in Linkedin because I felt I would easily be able to communicate with the person via email or message.
When searching for the appropriate person for this interview, I searched for someone who is a specialist in her area. She herself, is a specialist in electrical & mechanical BAU & MAC services. Furthermore, the company she works…
My Next Move (2013). O*NET OnLine. Retrieved from http://online.onetcenter.org
roles of an organizations manager as an organizer and director, the determination of goals, and the allocation of responsibilities for the employees and the employers in that organization?
The role of an organizations manager is both similar to that of a traditional 'middle manager' in many business organizations, but the manager's additional responsibilities in today's dynamic marketplace invariably reflects the fact that corporate structure has undergone some profound shifts in recent years. Corporate structure is far more complex and diffuse than it used to be in the past. Thus organizational managers do not simply organize and coordinate operations between various organizations as they used to -- rather they must make sure that every arm of an organization is performing the specific roles allocated to it through organizational protocol. Organizational managers must also make sure that different arms of the organization are not subsuming other roles of members of the organization.…
Porter, Michael. (2004) "Competitive Strategy Framework (porter)." Value-Based Management.net. Last updated: August 5, 2004. http://www.valuebasedmanagement.net/methods_competitive_strategy.html
Sonnenfeld, Jeffrey. (2004) "Organizational Culture. http://www.mapnp.org/library/org_thry/culture/culture.htm
You a middle manager a healthcare organization merged a previous competitor. Up, employee's competition enemy provided a poor quality care. The corporation, place inpatient outpatient services organization.
Surviving a merger at a large healthcare entity: Managerial concerns
Surviving a merger at a large healthcare entity: Managerial concerns
Mergers are extremely difficult and delicate periods within any organization's history. More mergers fail than succeed. Uniting an organization with two very disparate cultures makes the endeavor even more challenging, and much is at stake, given that a failure of a healthcare merger can result in serious harm to patients as well as to both organizations' reputations. "Merger failures usually revolve around people issues -- loss of key staff, culture clash, FUD: fear-uncertainty-doubt, and last but not least, poor communication and interaction between employees of the merging organizations. Many of these issues are also faced by companies participating in joint ventures and…
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I am hoping you will attend the meeting and briefly describe the achievements in your area.
I will start the meeting by describing the overall project, the progress so far, and the expected outcomes. I will then describe your role in the project, introduce you, and ask for a brief overview and status report. The status report should only be a few minutes long and should focus on the general progress made, major achievements, and any important achievements still to come. The management and client representatives will generally not have technical expertise, so please describe general achievements in layman's terms as much as possible.
I will also be providing management and the client representatives with a written summary of the project status. I would appreciate it if you could provide me with a brief list of the achievements and progress you will note in the presentation.
The meeting will take…
Employees will notice such falseness. Rather a good manager must behave "all the time, wherever you are," as the poem says, in a positive fashion, and give everyone equal consideration "every hour," to all employees. Act positively, treat others equally, and you will feel more upbeat and ready to face the world with a fully functioning team, as well, the poem counsels.
Also, if a manager expects the best of employees they will perform to that high standard. If a manager expects the worst of his or her staff, individuals will also lower their expectations. Expect to solve problems and that your employees are capable. Do not throw up your hands at the first setback, work hard, but don't try to micromanage individuals over aspects of the job "over which you have no control." Thus the poem's stress on "emphasizing the good," is designed to create a strong, tough, and…
Considering that no one can sell a product to a client without the client first being able to try it out, those who want to convince a manager to buy a certain product or service for his company, could focus on this particular element. Therefore, the manager and his company could be able to try out the product for free for a month's period, in which time they could observe the functioning mechanisms behind the new strategy, product or service, the amount of work necessary and the results. If the manager is to declare satisfied, negotiations begin regarding the acquisition of the product or service or implementation of the strategy.
Whichever the selected method of approach, one must pay close attention to the words chosen in the discussion with the manager, the manager's reactions, anticipate his potential objections and compensate them with the strengths of the products and emphasize on…