MGMT101_Research Paper_Supervisory Skills_Week 5

Given are the sub-themes from the thematic analysis about the ratings of an HR to the service crews of a coffee shop. Task: Provide a theme from each group of words (sub-themes). Group 1: Careless Hardworking Disorganized Disciplined Perseverant Responsible Lazy Organized Lax Give up easily THEME:_____________ Group 2: Distant Talkative Outgoing Shy Sociable Quiet Withdrawn THEME:_____________ Group 3: Anxious Tense Relaxed Worrying Laidback THEME:_____________ Group 4: Opposing Harsh Contradictory Critical THEME:_____________ Group 5: Agreeable Kind Approving Cooperative THEME:_____________

Fan Jafferson began her job as the supervisor of the Training Department of Metro Bank and Trust Company almost four years ago. She was generally pleased with the four trainers and one secretary in her unit. Indeed, Fran took pride in her ability to create a high morale and high performance unit. This was particularly pleasing to Fran because they were constantly busy and barely able to keep up with the volume of training expected from them. Then, early on Wednesday morning, Fran’s secretary Judy Martin, knocked on Fran’s door and asked to see her. Fran liked Judy and considered the secretary to be one of her “stars”. Indeed, in an effort to develop Judy’s talents and abilities, Fran had gone out of her way to give Judy special assignments, including her in all the major planning activities of the department and entrusting her with the administration of certain departmental programs, such as tuition assistance and evaluation follow-through. By now, Judy function more as an…

Mangement  Staffing considerations in planning case studies extend beyond the mere numerical aspect of filling positions; they encompass the nuanced dynamics of team composition, collaboration, and employee engagement. These studies delve into the intricacies of assembling teams with complementary skill sets and diverse perspectives, recognizing that a well-rounded workforce enhances problem-solving and innovation. Moreover, they explore the impact of leadership within the staffing context, emphasizing the importance of effective communication, mentorship, and professional development in fostering a high-performing team. Planning case studies thus underline the idea that successful execution of plans is not solely contingent on the presence of skilled individuals but also on the cohesion and synergy of the collective workforce. How can organizations tailor their staffing strategies to not only meet skill requirements but also foster a collaborative and empowered team environment…

LIE #8: LIFE-WORK BALANCE MATTERS MOST Why is it so difficult to find a work/life balance? How do you think your current "student" working lives make balance harder to find? Even if you were to find balance, what problems would this lead to for you? What is the difference between 'boundaries' and 'balance'? Can you describe at least three 'red threads' in your work life, and three in your home life?  How do you think love and loathe in work fit into the life of Jesus Christ while He was on the earth?  TRUTH #8: LOVE-IN-WORK MATTERS MOST (because that's what work is really for) What's your biggest breakthrough from this chapter and explain your reasoning. Based on what you have learned this week, what will you do differently on Monday?  (As a team member,  as a leader, as a parent, partner, or friend?)

Read the following carefully and answers the questions given in the end. Please be precise with your answers. Fran Jefferson began her job as the supervisor of the Training Department of Metro Bank and Trust Company almost four years ago. She was generally pleased with the four trainers and one secretary in her unit. Indeed, Fran took pride in her abili1y to create a high morale and high-performance unit. This was particularly pleasing to Fran because they were constantly busy and barely able to keep up with the volume of training expected from them. Then. early on Wednesday morning. Fran's secretary. Jody Martin. knocked on Fran’s door and asked to see her. Fran liked Judy and considered the secretary to be one or her "stars." Indeed. in an effort to develop Judy's talent and abilities, Fran had gone out of her way to give, Jody special assignments. including her in all the major planning activities of the department and entrusting her with the administration of certain departmental…

Soft Skills Scenario #2This is Sonya’s first day on the job as a legal assistant at McCue and Associates, a large law firm near Atlanta. She arrives well in advance of the scheduled time and parks in the designated area. Although she considers herself somewhat shy, she knows how important it is to get to know her coworkers. As she walks from the parking lot, she greets others with a smile and a "Good morning." She introduces herself to the other new employees as they make their way to the morning orientation meeting. As each new hire is introduced, Sonya writes down the person’s name and department. When Sonya is introduced, she says "I’m pleased to join the staff of McCue and Associates, and I look forward to working with all of you." At break time, she engages one or two of the new employees in conversation, taking care to call each by name. In the afternoon when her supervisor introduces her to the others in her work group, she makes a conscious effort to remember their names and…

Recently，Kathy Smith, a project manager for a large industrial construction organization, was assigned to oversee a multi-million–dollar chemical plant construction project in Southeast Asia. Kathy had earned this assignment after completing a number of smaller construction assignment in North America over the past three years. This was her first overseas assignment and she was eager to make a good impression, particularly given the size and scope of the project .Successfully completing this project would increase her visibility within the organization dramatically and earmark her as a candidate for upper management. Kathy had good project management skills; in particular, she was organized and highly sel –motivated. Team members at her last two project assignment used to joke that just trying to keep up with her was a full-time job! Kathy wasted no time settling in to oversee the development of the chemical plant. Operating under her normal work approach, Kathy routinely required her…

Recently, Smitha, a project manager for a large industrial construction organization, was assigned to oversee a multimillion-dollar chemical plant construction project in Bangkok. Smitha had earned this assignment after completing a number of smaller construction assignments in India over the past three years. This was her first overseas assignment, and she was eager to make a good impression, particularly given the size and scope of the project. Successfully completing this project would increase her visibility within the organization dramatically and earmark her as a candidate for upper  management. Smitha had good project management skills; in particular, she was organized and highly self-motivated. Team members at her last two project assignments used to joke that just trying to keep up with her was a full-time job. Smitha wasted no time settling in to oversee the development of the chemical plant. Operating under her normal work approach, Smitha routinely required her staff and…

How Come They Make More Than Me?Fran Jefferson began her job as the supervisor of the Training Department of The Metropolitan Bank andTrust Company almost four (4) years ago. She was generally pleased with the four (4) trainers and one (1)secretary in her unit. Indeed, Fran took pride in her ability to create high morale and a high-performanceunit. This was particularly pleasing to Fran because they were constantly busy and barely able to keep upwith the volume of training expected from them.Then early on Wednesday morning, Fran’s secretary, Judy Martin, knocked on Fran’s door and asked tosee her. Fran liked Judy and considered the secretary to be one of her “stars.” Indeed, in an effort todevelop Judy’s talent and abilities, Fran had gone out of her way to give Judy special assignments,including her in all the major planning activities of the department and entrusting her with theadministration of certain departmental programs, such as tuition assistance and evaluation followthrough.…

Read the passage and answer the questions that follow  After 3 months in her new role as Director of Human Resources (HR) at Customers First, Deborah Ketson feels confident she has identified the significant HR issues at the company. She has prioritized the issues and is meeting with company president Joan Bates to make her recommendations. Deborah is prepared to discuss her top priority, which is to conduct an organization-wide job analysis and job evaluation project in order to start building a more internally consistent pay structure. Customers First is a company that provides customer service for other companies. Small-to-medium-sized companies outsource their customer service function to Customers First, which manages all customer service for their clients through a call center and also via an online customer service center. The company works with a diverse group of clients ranging from small retail stores to larger online retailers. Customers First has grown quickly in the 5…

This lesson provides you with a platform for understanding the role of management in the workplace and the importance of organizational success. You will understand some of the key theories and practices of motivation, be able to interpolate the organizing function of management and be introduced to different leadership styles. You will be introduced to how the Savior led and start incorporating some of his leadership styles into your personal and professional life. You will learn from Atomics Habits about the four laws and the habits of successful organizations. You will also be introduced to the importance of teamwork in the business community. Instructions 1.Review the following materials: Introduction to Business Chapter 6: Management and Leadership in Today's OrganizationsLinks to an external site. The 21 Irrefutable Laws of Leadership - John Maxwell - Book SummaryLinks to an external site. (10:38) Alternative: Book Summary – The 21 Irrefutable  Laws of Leadership by John…

Imagine you’re the chef of a Mexican restaurant chain in your state and you work with the lunch and dinner crew. Imagine you’re the chef of a Mexican restaurant chain in your state and you work with the lunch and dinner crew. Write a brief report on how you’ll lead your team of kitchen staff and the training you’ll provide to the staff

List policies and procedures as relevant to providing leadership to diverse work teams. Briefly describe the purpose of each one. The list of policies and procedures should also refer to the Code of Conduct and summarise key performance expectations (essentially the organisation’s cultural values) as per this Code.

A consistent feature of managerial decision making is the selection of team members. Several models exist with team roles described but one model in particular has remained popular. Belbin developed his theory through observing teams in action and came to the perceptive decision that: Select one: A. The coordinator is the key determinant of successful completion B. Group size was a central feature and should not exceed the nine allocated roles C. An individual can only take on one role otherwise confusion emerges D. Teams made up of the brightest people did not necessarily produce the optimum outcomes E. The presence of experts to advise makes groupthink less likely

prepare a short (2 to 4 page) mini-case describing a work-related leadership Dilemma that he or she has faced. Example: Fire or do not fire a subordinate who in the past helped you get your job, but whose performance recently has deteriorated. Example: Accept or do not accept unpaid membership in the company’s total quality task force, when you are already having difficulty keeping up with your own

Joan decided to engage an HR software designer to automate and manage staff issues. The software should be implemented within 7 months to ensure that Staff remains motivated during the planned acquisition period. We have to design an Action Plan to include an advisory mechanism of the specific 4 areas that the new HR software should be able to execute.

Fran Jefferson began her job as the supervisor of the Training Department of Metro Bank and Trust Company almost four years ago. She was generally pleased with the four trainers and one secretary in her unit. Indeed Fran took pride in her ability to create a high morale and high performance unit. This was particularly pleasing to Fran because they were constantly busy and barely able to keep up with the volume of training expected from them. Then early on Wednesday morning, Fran’s secretary Judy Martin, knocked on Fran’s door and asked to see her. Fran liked Judy and considered the secretary to be one of her “stars”. Indeed, in an effort to develop Judy's talents and abilities, Fran had gone out of her way to give Judy special assignments, including her in all the major planning activities of the department and entrusting her with the administration of certain departmental programs, such as tuition assistance and evaluation follow-through. By now, Judy functioned more as an…

Fran Jefferson began her job as the supervisor of the Training Department of Metro Bank and Trust Company almost four years ago. She was generally pleased with the four trainers and one secretary in her unit. Indeed Fran took pride in her ability to create a high morale and high performance unit. This was particularly pleasing to Fran because they were constantly busy and barely able to keep up with the volume of training expected from them. Then early on Wednesday morning, Fran’s secretary Judy Martin, knocked on Fran’s door and asked to see her. Fran liked Judy and considered the secretary to be one of her “stars”. Indeed, in an effort to develop Judy's talents and abilities, Fran had gone out of her way to give Judy special assignments, including her in all the major planning activities of the department and entrusting her with the administration of certain departmental programs, such as tuition assistance and evaluation follow-through. By now, Judy functioned more as an…

Fran Jefferson began her job as the supervisor of the Training Department of Metro Bank and Trust Company almost four years ago. She was generally pleased with the four trainers and one secretary in her unit. Indeed Fran took pride in her ability to create a high morale and high performance unit. This was particularly pleasing to Fran because they were constantly busy and barely able to keep up with the volume of training expected from them. Then early on Wednesday morning, Fran’s secretary Judy Martin, knocked on Fran’s door and asked to see her. Fran liked Judy and considered the secretary to be one of her “stars”. Indeed, in an effort to develop Judy's talents and abilities, Fran had gone out of her way to give Judy special assignments, including her in all the major planning activities of the department and entrusting her with the administration of certain departmental programs, such as tuition assistance and evaluation follow-through. By now, Judy functioned more as an…

Fran Jefferson began her job as the supervisor of the Training Department of Metro Bank and Trust Company almost four years ago. She was generally pleased with the four trainers and one secretary in her unit. Indeed Fran took pride in her ability to create a high morale and high performance unit. This was particularly pleasing to Fran because they were constantly busy and barely able to keep up with the volume of training expected from them. Then early on Wednesday morning, Fran’s secretary Judy Martin, knocked on Fran’s door and asked to see her. Fran liked Judy and considered the secretary to be one of her “stars”. Indeed, in an effort to develop Judy's talents and abilities, Fran had gone out of her way to give Judy special assignments, including her in all the major planning activities of the department and entrusting her with the administration of certain departmental programs, such as tuition assistance and evaluation follow-through. By now, Judy functioned more as an…

Work-life balance has become increasingly important in today's fast-paced society, where the demands of work often spill over into personal time. Achieving a healthy balance between professional responsibilities and personal well-being is essential for overall happiness and fulfillment. Individuals who prioritize work-life balance are better equipped to manage stress, maintain relationships, pursue hobbies and interests, and prioritize self-care. Employers also benefit from promoting work-life balance among their employees, as it can lead to increased productivity, reduced absenteeism, higher job satisfaction, and lower turnover rates. Implementing policies such as flexible work hours, telecommuting options, and paid time off can help employees achieve a better balance between their work and personal lives. Moreover, fostering a culture that values and respects work-life balance can create a more positive and supportive workplace environment where employees feel valued and motivated to…

How Come They Make More Than Me? Fran Jefferson began her job as the supervisor of the Training Department of The Metropolitan Bank and Trust Company almost four (4) years ago. She was generally pleased with the four (4) trainers and one (1) secretary in her unit. Indeed, Fran took pride in her ability to create high morale and a high-performance unit. This was particularly pleasing to Fran because they were constantly busy and barely able to keep up with the volume of training expected from them. Then early on Wednesday morning, Fran’s secretary, Judy Martin, knocked on Fran’s door and asked to see her. Fran liked Judy and considered the secretary to be one of her “stars.” Indeed, in an effort to develop Judy’s talent and abilities, Fran had gone out of her way to give Judy special assignments, including her in all the major planning activities of the department and entrusting her with the administration of certain departmental programs, such as tuition assistance and evaluation…

How Come They Make More Than Me? Fran Jefferson began her job as the supervisor of the Training Department of The Metropolitan Bank and Trust Company almost four (4) years ago. She was generally pleased with the four (4) trainers and one (1) secretary in her unit. Indeed, Fran took pride in her ability to create high morale and a high-performance unit. This was particularly pleasing to Fran because they were constantly busy and barely able to keep up with the volume of training expected from them. Then early on Wednesday morning, Fran’s secretary, Judy Martin, knocked on Fran’s door and asked to see her. Fran liked Judy and considered the secretary to be one of her “stars.” Indeed, in an effort to develop Judy’s talent and abilities, Fran had gone out of her way to give Judy special assignments, including her in all the major planning activities of the department and entrusting her with the administration of certain departmental programs, such as tuition assistance and evaluation…

Fan Boat Club  A pain is spreading down my arm. Twenty of us, seated in ten rows, two to a bench, are paddling furiously aboard a 40 ft dragon boat. It is a disconcerting, not to mention exhausting, experience. As we plough down the Rio Grande in Portland’s Albert Dock, we take orders from a helmsman and keep time to a drum. It’s almost as if we’re slaves in a galley, except we’re supposed to be doing this for fun. I’m racing with the Fan Boat Club, and I’m quickly learning that perfectly synchronized paddling is the key to survival. Without it there’s no way to generate speed through the water. ‘Watch the strokes at the front of the boat and keep in time with them,’ shouts team coach Liam Keane, seated beside me in the boat. ‘Ideally, we want everyone’s paddles entering and exiting the water at exactly the same time. You could have twenty enormous beefcakes powering a dragon boat, but if they’re not paddling in time with each other, they won’t be effective.’ ‘When people first start…

Fan Boat Club  A pain is spreading down my arm. Twenty of us, seated in ten rows, two to a bench, are paddling furiously aboard a 40 ft dragon boat. It is a disconcerting, not to mention exhausting, experience. As we plough down the Rio Grande in Portland’s Albert Dock, we take orders from a helmsman and keep time to a drum. It’s almost as if we’re slaves in a galley, except we’re supposed to be doing this for fun. I’m racing with the Fan Boat Club, and I’m quickly learning that perfectly synchronized paddling is the key to survival. Without it there’s no way to generate speed through the water. ‘Watch the strokes at the front of the boat and keep in time with them,’ shouts team coach Liam Keane, seated beside me in the boat. ‘Ideally, we want everyone’s paddles entering and exiting the water at exactly the same time. You could have twenty enormous beefcakes powering a dragon boat, but if they’re not paddling in time with each other, they won’t be effective.’ ‘When people first start…

Fan Boat Club  A pain is spreading down my arm. Twenty of us, seated in ten rows, two to a bench, are paddling furiously aboard a 40 ft dragon boat. It is a disconcerting, not to mention exhausting, experience. As we plough down the Rio Grande in Portland’s Albert Dock, we take orders from a helmsman and keep time to a drum. It’s almost as if we’re slaves in a galley, except we’re supposed to be doing this for fun. I’m racing with the Fan Boat Club, and I’m quickly learning that perfectly synchronized paddling is the key to survival. Without it there’s no way to generate speed through the water. ‘Watch the strokes at the front of the boat and keep in time with them,’ shouts team coach Liam Keane, seated beside me in the boat. ‘Ideally, we want everyone’s paddles entering and exiting the water at exactly the same time. You could have twenty enormous beefcakes powering a dragon boat, but if they’re not paddling in time with each other, they won’t be effective.’ ‘When people first start…

Fan Boat Club  A pain is spreading down my arm. Twenty of us, seated in ten rows, two to a bench, are paddling furiously aboard a 40 ft dragon boat. It is a disconcerting, not to mention exhausting, experience. As we plough down the Rio Grande in Portland’s Albert Dock, we take orders from a helmsman and keep time to a drum. It’s almost as if we’re slaves in a galley, except we’re supposed to be doing this for fun. I’m racing with the Fan Boat Club, and I’m quickly learning that perfectly synchronized paddling is the key to survival. Without it there’s no way to generate speed through the water. ‘Watch the strokes at the front of the boat and keep in time with them,’ shouts team coach Liam Keane, seated beside me in the boat. ‘Ideally, we want everyone’s paddles entering and exiting the water at exactly the same time. You could have twenty enormous beefcakes powering a dragon boat, but if they’re not paddling in time with each other, they won’t be effective.’ ‘When people first start…

What does it mean when we say that the pay structure of a company should:a) support organization strategyb) support work flowc) motivate behavior maximum of 2 sentences each letter