A Job At Building Supply Store

Coming into a new work environment where there are complex problems, a leader can feel somewhat like a janitor, cleaning up one mess only to discover there is another on the next floor. What leader needs in situations like this is; the trust of the employees, the cooperation of the current senior staff and an open line of communication with all of the employees. These are not things easily gained or achieved when coming into a chaotic environment. Chuck Mackinnon had this issue in his two of his recent employments, which forced him to question the limits of his position and what was the best course of action in each difficult situation.

A company can’t succeed without the people who get up and go to work every day and do their best to make that company a successful one. It takes more than one person to make a company succeed and that is why not only bosses but employees play a big role in maintaining a company. The way employees are treated is what keeps them enjoying their job, coming to work every day, putting their effort into their job, and providing good customer service. It is important to not only provide excellent customer service to whose entering a company, but to the employees as well. When customers are treated bad by those who are employed at a company then the customer tends to avoid that company and use other resources where they can get the help they need and are able to communicate with people who are helpful and respectful. This goes hand and hand with the way bosses treat their employees because like customers, employees who feel like they are being disrespected and not getter the proper help and training, they begin to not enjoy their job. When you do not enjoy your job and are being treated bad that shows up in the way you do your work. Employees may get that “I do not care attitude” or the bad attitudes from their bosses can rub off on the employees as well. Employees look up to their bosses because someday that could be the employee in the higher position.

authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised

The ability to identify and solve a workplace problem is an integral managing ability. Cliffe et al.’s article, “What a Star—What a Jerk,” (2001) focuses on a manager in a new position who is having problems with an aggressive, but talented, employee. Though the difficult worker in the article is a subordinate, I view the manager, Jane, as the cause of most issues. Jane demonstrates that she is not manager material by running to her old co-worker with every problem, gossiping about her subordinates, complaining about basic managerial duties, and handling insubordination poorly. Through her behavior as a manager, Jane reminds me of Susan , a manager whom I recently had to suffer through working under. Although my situation is not exactly like that in the article, I understand how it feels to work for someone who acts inappropriately, causes conflict in the workplace, and lacks crucial leadership skills.

We've all heard these words before: people leave managers, not companies. Also, employees don't need to be friends with their boss, but they need to have a comfortable relationship. The boss is too much of an important part of their daily lives at work for an uncomfortable relationship. When leaders

There are more than 11,000 employees employed at the Navy Federal Credit Union. There are 250 branches around the world. A good majority of the employees work in a traditional working environment. A survey on the Navy Federal Credit Union was conducted and showed that 94 percent of the employees think that they have a great boss. Within that category 74 percent of the employees said “managers often or almost always act with integrity and care, are competent in their positions and provide clear directions and vision for the organization. Another 15 percent say their managers sometimes display these characteristics” (http://reviews.greatplacetowork.com/navy-federal-credit-union). Overall the employees feel that their jobs are secure, the

Although I lack an extensive employment history, I’ve for two employers with very polarizing leadership styles. When I worked at Macy’s the atmosphere was very tense and this was in part because of the managers put in charge of the store. My boss, the manager of the men’s department, was very demanding and required us to meet ever increasing sales goals, credit card sales, and to sign up customers for various in-store promotional events. She would also be on top of us all the time to make sure we weren’t slacking off on company time.

Thank you for planning the interviews and inviting me to the SSC. I appreciate the insights in to The Home Depot and the position the team was able to provide.

As I started working I have observed the impact of a leader’s actions on a teammates performance. As time went on I noticed their performance would change based on their treatment’s actions. I have noticed workers become unproductive when treated negatively, but they’re productive in positive environments. Each team’s mood fluctuated depending on who was in charge, but generally, the group would stay in high spirits during tough times. During my career, I have been with both types of environments, but Mark Terns took charge and made an impact that required his removal.

Abusive supervisors intimidate and marginalize their subordinates, who in response, prioritize safety over productivity (Ashforth, 1994; Kellerman, 2004; Reed, 2004). In their attempts to maintain control, they create groups and scapegoats to take the blame for all problems (Ashforth, 1994; Kellerman, 2004; Lipman-Blumen, 2005). In addition, supervisors can be arrogant and autocratic, exhibiting varying degrees of emotional instability that undermine a positive organizational culture (Ashforth, 1994; Kellerman, 2004; Reed,

In addition to the staff being negatively influenced, this particular supervisor was constantly under incredible stress. Her workload was so large that she was merely capable of spending a small amount of time on each issue, therefore denying each one the best care. For selected individuals, having too large a workload can psychologically inhibit them from achieving anything (Black Enterprise, 2010). In this case, she managed to do the bare minimum on most everything, but never well and never in a timely manner. This negatively affected the company as well, since customers were receiving poor service from a leader within the company, and therefore from her entire team. Moreover, her stress level contributed largely to the attitude and stress level of the entire team, leading to

Objective: The objective of Dr. Robert Sutton’s “Good Boss, Bad Boss” is to establish the case for why bosses are vital to the health and success of an organization and a productive environment. His clear message is “Bosses Matter!” He establishes the hallmark of a great boss by answering the following three questions:

Throughout history there have been many successful companies as well as companies that have been a debacle. The success of the company has to do with the management and how it executes its strategy. If the management is ineffective, the company will most likely fail; however, if the company has good management it is more likely to prosper. There are many responsibilities that a manager must complete, chief among them are the four functions of management are planning, organizing, leading, and controlling (PowerPoint). In order for the company to be successful the management must fulfill all four functions. In some case not all four functions are met to expectation, with the results that the company to be not as successful as it could be if they

As the senior supply management specialist of a manufacturing company, I have been charged with coming up with the questions and answers for position at the company. The position is for a new junior buyer, and the questions and answers are tailored to assess a potential candidate’s vocabulary and knowledge of supply management. I must provide answers to the questions that the candidates of the position should know to be a new junior buyer. These answers will let the Vice President of Purchasing know if the candidate if fully qualified for the position or not.

Netting et al (2012) discussed many theories about management of organizations and how leadership, goals and how employees work may change. I think this topic is very important because often times how an organization runs directly effects the population served. To what was discussed in the article readings, Netting et al (2012) elaborates on a theory called Evidence-Based Management. In this theory, employers and employees make decisions based upon their experiences and what they already know. Netting et al (2012) goes on to say that often times managers and administrators make decisions based on what they know without considering knowledge from those working under them, which creates a divide and unhappy employees and clients. This theory was mentioned to say that many employees have the same issue with