Personal Problem Management At My Place Of Employment

Another issue that left an area for improvement is the managers lack of emotional intelligence. In this scenario the managers need to develop a stronger leadership role and thus better develop their emotional intelligence. In James Bourey and Athena Miller article, “Do You Know What Your Emotional IQ Is?”, they state “...emotionally intelligent leaders and organizations are receptive to new ideas and ways of doing things: resist falling into old, familiar patterns

The old crew began to hate the new supervisors. The supervisor’s attitude towards the employees were close monitoring, giving orders, and yelling. This caused stress and frustrations among employees, reducing their job performance. The supervisors made changes from the previous year that resulted in job satisfaction. The supervisors decided when to eat, how they wanted to do the job, and always drove the truck. They didn’t allow employees to talk to each other or to the customers on the job. This negatively affected customer service and customer relations.

After the sudden death of Dane Sugar, Westlake Lanes was left to new board members. Since they already had careers of their own, they were not interested in the future of the business. They did not dedicate the time that was needed in order to continue the success of the business. Instead they made Shirley Smith general manager despite the fact that she had no experience in that area; this was the beginning of the business’s decline. Smith did not know how to properly run a business and so she did not cut excessive costs, look for alternative services, or outline employee roles. However, this was not her fault since she herself didn’t know what her job entailed. The board made the mistake of assuming that Smith was a knowledge worker as opposed to a manual worker (Drucker p.2). Smith was accustomed to taking orders from Sugar, but never learned how to manage others.

Although she had been a good employee and knew what was required to perform the job of the people she was now supervising, she had very few of the skills necessary to properly lead and manage employees. The only training the organization gave her was one week working with the previous supervisor. She struggled with the new responsibilities of being a supervisor and eventually ended up leaving the organization. It is possible that with the right training and development she may have been an asset to the organization, or maybe she just did not possess the right competencies to be a successful supervisor. The point is that the organization never made an attempt either way, neither giving adequate training or assessing her for future

Conflict or disagreement over the range of issues has become inherent aspect of modern organisational life. People from different cultural and education background work in an organisation. People working in an organisation may possess different goal and interest. People working in organisation may tend to different over a range of issues including organisational politics, organisational procedure, personal preference or political preference. It is also argued that conflict is essential characteristics of organisational life. Role of manager is paramount with regard to negotiating the conflict that arises in organisational life (http://www.sagepub.com/). Often lack of

Within this context, there also existed a significant lack of innovative management. This may partially stem from the failure to communicate clear goals and objectives. With a lack of clearly defined work goals, it was difficult to produce

This no formalized training nor was there any systematic criterion for becoming a manager. This led to a low effort to performance expectancy as the managers doubted their capability to perform the duties as a manager effectively. Hence, the managers lacked the confidence and knowledge to take initiative in solving certain problem that occurred during business operations.

Having learned more about leadership and now looking back on the situation, I can see that my manager at the time had some shortcomings when it came to

The management suffered from lack of supervision. The supervisors were always busy with other pressing issues and were not available to supervise the work of the employees. For example, William never received any guidance for the drafts that he was preparing for

Some would say the main problem here was hiring a manager whose leadership style did not fit with the leadership style of the existing leaders of this branch of the organization. And an argument could certainly be made to that effect. Szilagyi & Schweiger (1984) suggest that it is important to match the manager’s skills, experience and style to the task at hand by, “evaluating the job, including needed requirements, activities, and behaviors for effective performance” (p. 627). However, if you are really looking for what when wrong here, I would suggest evaluating whether either management style, laissez-faire or autocratic, was really appropriate for this small office. Perhaps not only were the leadership styles in conflict with each other, but also with the requirements of the employees and the organization as a whole. In the free-rein or laissez-faire leadership Zenger, Folkman & Stinnett (2010) state, “many interpret this style as benign neglect” and that “over time, people who are given great latitude (or ignored) feel untethered and ungrounded”. Employees felt they were given a task or assignment and little direction or instruction on how to accomplish it. Nickles, McHugh & McHugh (2010) describe

It has been a trait of managers to want to treat symptoms rather than finding the root cause of a problem and then they wonder why the problem keeps coming back. Many times managers fail to realize that some of the problems that occur are just minor glitches, while the rest of the lot have a real effect on the bottom line. Successful managers are the ones who can pinpoint which problems will have the biggest impact on the bottom line and then focus their efforts in managing solutions to those problems.

Managers must lead change. for change to happen in a company a manger must be an effective leader to make the change run smoothly. They must establish a sense of urgency, set stretch goals, making the problems aware to the employees and not sugar coating the failure with in the organization. A manager could have data backing up the weaknesses of the company. For example, by directly contacting unhappy customers. After this first step is established we move on to creating the guiding coalition. For this step it requires a team of leaders in power to take the information the company has too grow. The third step is developing a vision and strategy, this step is about communication with the employees. The managers are communication how the

Have you ever had to work for a management team that was not effective? If you have, then you may understand some topics I will cover in this writing and learn how to overcome them. Some problems with non-effective management teams are that most managers are simply not as effective as they appear to be. “Organizations continue to experience the same problems again and again as they play "musical chairs" as their naïve solution to this deep-rooted, sustained performance problem costing them dearly in terms of what’s left on the table that could be achieved” (Michael O 'Connor). Organizations tend not to recognize these issues and “move” managers around to find a fit for them in a group where they can be successful. It seems that the most common reasons managers are not effective are 1. They simply cannot deliver results, 2. They don’t work well with others or 3. They lack adaptability to organizational changes. I will explore these issues and compare them to my real life experience, and then explain how to overcome them so you can be successful in your work place.

After accepting a job at it at building supply store, he quickly realized there was something off about his new employer. The first red flag was raised within 3 months, when the company’s loss prevention manager was publicly fired in the middle of the morning staff meeting in the front of the store. A number of other employees’ subsequently submitted their two-week notice. Soon, arguing, fighting, and firings were starting to become more frequent. It was proclaimed to us, because no one wanted to be that person who gets in front of everyone, but it happened on multiple occasions. Before long, not even the break room was safe, with managers singling out the employees and verbally assaulting them. The lesson learned the hard way from this was that while a good manager or boss can help nurture an employee’s career, a poor manager can stall or even stunt career growth. If this continued, even the business could be in peril. When it comes to working in an environment with bosses, some questions you have to take into consideration to determine whether it’s the boss is bad leadership skills or, do your employees ' skills need improvement. LONGENECKER, C. O. (2011). One of the key questions that you need to start asking yourself if you’re dealing with a supposed bad boss, is due to a plan to help you deal with the situation over both the short and long term. The burden supervisors and workers have to find new and better ways to compete can be hindered, by bad bosses, mainly because

Upon entering the workforce I reported to a manager who was consistently absent and unapproachable. When this person was present, they would frequently criticize the level of productivity by my coworkers and me although the manager had put in place a set of rules, they themselves had failed to follow them. Such a discrepancy between the standards set for the employees and the actions of the manager resulted in complete chaos. Given that the organization’s manager was consistently absent, I was catapulted into a managerial