Choosing Likeminded Consultant Companies Might Be Too Expensive

Good management and leadership are essential for organizations to operate and additionally for the businesses to prosper. When businesses are well administered, they can function successfully and they can function effectively. Managers have exceptionally effective and strong plans, mangers have systematized structures, organizations, and they also assess effects. When businesses are appropriately directed, they acclimate to modifications in the situation and cultivate cultures that encourage obligation and improvement. Mutually good management and good leadership are essential to maintain organizational performance.

According to Adair J, (2009) the successful organisation depends on a strong leadership to drive the organisation with confident and use any tools available to reach the organisational aims, carrying the heavy weight of responsibilities, good leaders can exploit the sources and tools available to implement their management skills and styles to be able to manage

Leadership is a facet of management. It is just one of the many assets a successful manager must possess. The main aim of a manager is to maximize the output of the organization through administrative implementation. To achieve this managers must undertake the four functions of management: planning, organization, leading and controlling. In some cases leadership is just one important component of the leading function. Predpall (1994) said, "Leaders must let vision, strategies, goals, and values be the guide-post for action and behavior rather than attempting to control others". In some circumstances, leadership is not required. For example, self-motivated groups may not require a single leader and may find leaders dominating. The fact that a leader is not always required proves that leadership is just an asset and is not essential.

Positive leadership is important for effective team performance. Everyone needs to work together and be focused by supporting each other to achieve shared goals. It is very important that each member of the team is clear on their roles and responsibilities. Staff should have respect and understanding for their manager. The manager needs to be aware of the skills and the weaknesses within the team and be able to provide support when necessary. Training and support improves staff performance and develops confidence and team spirit.

While working for the department, it became very apparent that the practices and management style of the Department Director significantly affected the culture and daily activities of the individual sections under his leadership. First, he would set objectives and standards for the individual sections. These objectives usually looked good on paper but were often unrealistic when applied to daily operations. These lofty ideals, set as goals to middle management, seemed overwhelming and out of touch with the reality of hands on field operations. As a result, middle management would frequently choose to either change or completely disregard the given directives. This disconnect in the chain of command would often cause confusion and inconsistencies at the operations level. Additionally, lack of follow-up meant the Department Director assumed his set objectives were being carried out while lower level employees remained uninformed.

1.4 Explain common barriers to integrated working and multi agency working and how these can be overcome

Prosperous businesses should ensure dedicated frontrunners and supervisors that cultivate, reinforce, and reassure member of staff endurance within a business. At hand is a substantial differentiation concerning guidance and supervision. Generally leadership can be perceived as a perception of communication and business’s visualization, whereas, management can be viewed as achievement of the business’s visualization. It is to my belief that when speaking of leadership and management, the two stands strongly connected, yet equally signify and sustain different assignment and obligations.

First and foremost, I would like to thank you, Mr. Carl Sullivan, for acknowledging and giving me the opportunity to help you choose the right consulting company for your future project. As requested, I have evaluated your current concerns and broken them down into three parts. Based on my research, here are the conclusions that I have:

According to Finzel (2007), everyone wants to feel needed, which can be an issue with delegation. At times, leaders may not have enough projects to delegate to everyone on staff. This may be viewed as loss of value. However, the value of the leader is to coach and lead – not micromanage. In addition, to dispel any thoughts of supervisors devaluing staff (Finzel, 2007).

Over the last year, several individuals have left the company or have had role changes, which may contribute to the blurred lines when it comes to who is responsible for whom and who should perform certain job tasks. For example, the present site director was promoted from the education coordinator. The parent involvement associate and home base supervisor was demoted from her position as site director. While the education coordinator is now the site director, the former site director appears to still have all the power and control. Most people at the office believe that the former site director is a puppet master and that all of the decisions that the current site director makes are at the request of the former site director. This creates confusion about who is responsible for whom and who should preform what job tasks.

Director – Manager – Front-Line Supervisors – Resource & Case Workers – Front-Line workers – Maintenance Workers

This report identifies and assess factors that affect an organisations approach to both attracting talent and recruitment and selection. It also identifies and explains benefits of attracting and retaining a diverse workforce, describes methods of recruitment and methods of selection.

* Leadership teams would typically gather in the Business Sphere at regular intervals, generally weekly or monthly, to review product and market performance for the previous periods and make decisions about how to proceed going forward.

Leadership is just one important component of the directing function. A manager cannot just be a leader, he also needs formal authority to be effective. ?For any quality initiative to take hold, senior management must be involved and act as a role model. This involvement cannot be delegated.?

As Alan Murray write in his essay “Guide to Management” “The manager’s job is to plan, organize and coordinate. The leader’s job is to inspire and motivate”.