How to Become an Effective Manger and a Good Communicator

Support and coaching by managers will help employees understand possible options for improving performance and take the necessary action. Under-performance may have a variety of causes and some of them may be outside the individual employee’s control. It is therefore important to discuss any problems carefully with employees so that practical solutions can be agreed. Often an Enhanced Development Plan is used to support employees. This is a clear plan over a

We need to be able to come out with solution with creativity. We need to be aggressive in what we have desire about. Do all we can do to research and try different methods. In the same time, be brief and be aggressive. Try to go straight to the top, to the decision maker, and you will be surprised about what you can get from the brief action.

* Set developmental goals with each employee. These goals focus on building the employee’s expertise, skills, and abilities. The idea is to make strengths even stronger, as well as to develop the areas in which the employee’s knowledge and skills are deficient. As you provide your team members with these developmental goals and support them to attain them you will be building the company’s future and displaying to your team that you are there to support and develop their career.

When the organization invests in training and development to improve the knowledge and skills of its employees, the investment is expected to yield productive and effective employees. The programs could be focused on individual performance or team performance depending on the development need identified by a training needs analysis which helps in the creation and implementation of training and management development programs. In the view of Grobler, Warnich, Carrel, Elbert and Hatfield (2004:345), training needs have to be determined first.

In conjunction with my first strength, my second strength has been identified as the capacity to help subordinates grow and develop within their career. I have demonstrated this by mentoring employees. This has included helping them grow within their current position as well as aiding them in moving up from their current level within the organization. This aid is often in the form of teaching, listening, and giving them my insight to what I have observed within the organization in concern to both reviews of work and job promotions. Development of employees has to be a quality that is purposefully demonstrated consistently and not just when an employee asks for help. This requires a regular effort on the part of the leader of a team. In order to help an employee in this aspect a leader has to know employees on a basic fundamental level. The leadership practice of aiding in an employees’ career growth cannot be effectively engaged without the insight gained by the understanding and communication

HBL’s HR wanted its line managers to become the learning coach for junior staff but that would mean additional workload without any reward. Therefore, managers avoided and resisted to this approach for some time. On the other hand, senior managers were convinced that line managers should not be given further incentives as they considered it to be the part of their job. To some extent it was correct that line managers were responsible for their staff development but to be a formal coach who would set objectives and train staff accordingly would be something beyond their current scope. Therefore, it is important to appreciate the coaching process and reward employee and the coach if the learning reflects in the staff performance.

After researching 80,000 interviews that were conducted by Gallup during the past 25 years, the authors gathered all of their observations. There are four keys that the authors and basketball coach Phil Jackson believe are a key to becoming a great manager. One is finding the right fit for employees, the second key is focusing on strengths of employees, the third key is defining the right results, and the last key is selecting employees for talent, not just knowledge and skills. This book suggest certain methods for helping employees do better on the job. Good managers tend to spend more time with their better performing employees than with their employees that do not perform as well. They hire employees for their talents rather

Managers are increasingly expected to be able to competently perform each of the four 'learning ' roles - trainer, coach, mentor, and counselor - for their team as the need arises. Coaching is driven by a questions addressed to the coachee. .coaching become a popular title that is being used by a lot of professionals often with no training .coaching is also solving problem, setting goals and learn new behaviours. The coaching programs was a satisfying experience for personal growth and professional development. Coaching is differ according to the culture ,this paper will illustrate the impact of coaching on employees and how to applying this methods in education level.

Gardener and Fernandez are both great scholars who have tried to analyze the human nature and how they can be guided or transformed to survive in the new contemporary world. The two researchers present different ideas and yet similar in a way. That 's irrespective as they view one scenario in a variety of ways. Gardener utilizes psychology with an in-depth view of the human mind while Fernandez brings out the concept of potential rather than competency (Gardener 2008). This thesis will compare and contrast both the views of the two authors on the skills that are a requirement for success in the twenty-first century.

CapraTek’s LMS module topic will be on coaching. Coaching is an important part of leadership within a company. Coaching is a useful way of developing an individuals’ skills and abilities while boosting performance (Mindtools). Offering a coaching module will provide the management team guidance and assistance in leading their team; furthermore, this will enable managers to engage their team and help them build their human capital. The coaching module will focus on leading multiple generations, employee retention, gaining trust/credibility, leading multiple generations, and giving performance evaluations. For CapraTek’s coaching module, material will be presented using Microsoft Word and PowerPoint. The objectives for the coaching module include: 1. Decrease employee turnover by twenty percent within the next year. 2. Offer supportive and directive feedback to employees continuously.

This special program is designed in a way that offers external benchmarking combined with industry research, as well as partnerships and internal expertise. What this means is that everything that is trained to employees is offered through not only internal settings but also external settings. The company will help find the best method, whether it is from in-house or, experts outside the company, target will do their best in providing the best training and mentoring program and experts for employees to improve and become as productive as they want to be. To further the job satisfaction of employees, there is a system for talent management is put into great consideration and implemented to Target’s employees. Target calls it the “Leadership Foundations and Expectations Competency Model” which informs and teaches every team member exactly which skills and abilities are needed for them to succeed; no team member will be left behind. Target applies this method and administer this process by following talent-planning routines such as the Best Team Survey, which allots team members to voice their opinions. This method not only help employees speak out their voice but also help improve Target. Communication is important to target and believes that every voice and opinion should be heard.

Most organizations do not follow-up on the benefits of training as regards staff performance. As a result of this they don’t take training and development as an important factor in organizational growth and survival. Most manages do not know how to assess the return on investment in training, nor are they equipped with the necessary management tools to monitor the decision making process of such investment. It has been discovered that training and development budget is the first cut when the organization is faced with difficulties because most of them are of the opinion that investment in the area of training and development is not linked to the bottom line of the business. Globalization and rapid technological development has changed the conditions for companies and increased competition in the world markets. The quality of a company’s human resources is the key driver for sustained top-level performance. It has become crucial to continually invest in human resource development in order to guarantee success in the global market. As earlier said, managers engage in minimal training thereby not giving quality training to their employees, this in turn affects the overall outcome of the training and the performance of the staff. Most organizations that have a competitive image see more reasons to train their workers than those who are on the lower rung of the ladder of recognition, but training and development is still needed to create a niche. In the light of the above,

Jusko informs those interested in developing high-potential employees of the basic steps to create efficient leaders. To have a successful employee development program, it is very beneficial for the upper-level management of organizations to have an extensive involvement in leadership development. The organization should also have dependable, clear-cut, high moral level culture which should look toward what skills will be needed in future occupational endeavors when reviewing current talent’s work performance. High-potential employees should be given opportunities to learn and develop skills that will be rewarding for themselves as well as the organization in the future. Motivation increases the retention of high-potential employees. Furthermore, managers of these employees should be held responsible for the development of their skills.

Training and development has become increasingly essential to the success of modern organisations, yet some still look at training as a problem or as something that is not taken seriously. Training and development is one key approach used by organisations to improve and maintain the capabilities of its workforce. However, many experts distinguish between training and development, being that training tends to be more closely focused and adapted towards short-term performance concerns, while development tends to be adapted more towards expanding an individual’s skills for future responsibilities (Snell and Bohlander 2007). The main reason that organisations train their employees is to bring their knowledge, skills and abilities up to the

Workplace coaching is a term that refers to the process of equipping people in the working environment with necessary tools, opportunities, and knowledge for total development in order to enhance their effectiveness from an individual, organizational, and work perspective. Workplace coaching has emerged as a major concept in modern organizations since leaders, researchers, and organizations have identified it as a crucial competency in leadership and management (Cacioppe, n.d.). The increase in this practice has also been attributed to the fact that employees continue to request for coaching. As an important competency in leadership and management, workplace coaching has assumed different perspectives and approaches because of the existence of various coaching models such as Systemic Psychodynamic Coaching model.