The Long Term Benefits Of Simply Telling People What You Can And Can Not Do

Management differs today than it did in the past. In the past, managers were considered “bosses” and their job mostly consisted of giving employees orders, monitoring performance and reprimanding unproductive behavior and misconduct. Many managers still manage employees in such fashion; however, some managers now tend to be more proactive and have changed managerial functions for the betterment of company operations and performance to accomplish organizational goals. Effective management for company success now entails guiding, training, supporting, motivating and coaching employees verses just demanding what

Many pivotal managerial principles and practices are exemplified in the Case Study, Outrage at Eastern. In this particular story a manager, Charles Jackson, is faced with many difficult decisions regarding problems concerning one of his workers at Eastern Plating. One of Jackson’s workers named Marty Reid is accused of molestation of his stepdaughter. His allegations are made public in a recent writing in the “Evening Beacon”, the daily paper of the 10,000 town’s population. Reid also has his wife going against him as well, which automatically makes him guilty to the majority of the town. When Jackson reads the paper he immediately understands what he might be faced with in the next upcoming days of

This case analysis is based on the events that occurred on March 13, 2001 and the days that followed at Cerner Corporation. On that day the Chief Executive Officer of Cerner Corporation, Neal Patterson, sent a memo to the company’s managers via e-mail. In the message he advised the managers of his disgust with their disregard of punctuality and work ethic which he felt was as a result of the managers’ lack of leadership skills. The e-mail message was later obtainable for viewing on the Yahoo website to the public, including existing and potential investors and stock market analysts.

The contingency theory (Browning, 2007, p. 190) suggests that leader’s effectiveness depends on how well the leader’s style fits the context. This means effective leaders in this era have the ability to distill their complex messages into accessible ones. In other words, an effective leader is aware of his/ her client’s informational needs and values and thus, creates information to suit their needs. Therefore, leaders tend to regulate and control expressive activity in and around the workplace from legal, managerial, and ethical perspectives (Barry B, 2007). This trend tends to work for organizations that try to cover massive change by creating as little impact on their employees as possible without doing anything ethically wrong in their business.

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

This study, like the previous one, tested self-imposed deadlines, namely whether mandated evenly-spaced deadlines or self-imposed deadlines are better. The results of this experiment showed, again, that the mandated evenly-spaced deadlines are superior to self-imposed deadlines.

Such characteristics of an individual are particularly important in army. At any rate, I, in person, know that I cannot be late because I cannot be late for half an hour or even less late and just excuse myself and continue my work. In fact, I am conscious of the fact that even a minute of delay will lead to the failure of the entire operation that, in the military is absolutely unacceptable. It seems to be obvious that the consequences of the lack of punctuality may lead to disastrous effects in my work. But I can definitely say that I will lose my job and this will be not the worst outcome of my lack of punctuality, because in the army the schedule is everything. However, even in the civilian aviation world, being on time is not

"Management manages by making decisions and by seeing that those decisions are implemented." - Harold S. Geneen

C.E. Woolman, the first leader of Delta Air Lines, believed that the company should take care of its employees so that, in return they would take care of customers. At the root of this care included effectively communicating with his teams and empowering them to make the right decisions. As Debra Nelson and James Quick reference in Organizational Behavior: Science, the Real World, and You, (2013, p. 283) “…communication, especially between managers and employees, is a critical foundation for effective performance in organizations…this is especially critical when leaders are articulating vision and achieving buy-in from employees.” The buy-in that Woolman received from his employees stemmed from his intentional engagement with them and expectation to provide the best customer service in the airline industry. Throughout its history, Delta has deliberately engaged its employees and has modeled a human resource management (HRM) system, which is the “term increasingly used to refer to the philosophy, policies, procedures, and practices related to the management of an organization’s employees” (Sims, 2002, p. 2). The HRM system at Delta has impacted its organizational structure, corporate communications, and shared decision making.

Management differs today than it did in the past. In the past, managers were considered “bosses” and their job mostly consisted of giving employees orders, monitoring performance and reprimanding unproductive behavior and misconduct. Many managers still manage employees in such fashion; however, some managers now tend to be more proactive and have changed managerial functions for the betterment of company operations and performance to accomplish organizational goals. Effective management for company success now entails guiding, training, supporting, motivating and coaching employees verses

Turner does not communicate effectively with Cardullo while on the job. Since Cardullo splits time between offices, when he is present at MLI, Turner should show initiative and engage Cardullo in discussion about how they can approach tasks and still achieve company goals. Many times, decisions that Turner made regarding inventory and price issues were not consistent with Cardullo’s approach. Since there is an existing gap in communication at MLI, having a suitable communication model would help to pre-empt any potential problems that may occur. He should be more persuasive by showing how his ideas and plans would achieve the goals that Cardullo has set and still adhere to Cardullo’s strategies.

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

The issue of low sales at PAC was further enhanced as a result fraudulent sales data which inflated sales for the fiscal year due to non-finalized sales that were pre-booked. This not only goes against company policy but it also unethical and therefore the figures should be adjusted correctly. Reprimanding the employees and holding a meeting regarding unethical reporting ties consequences to the behavior and should discourage any and all cases of potential fraud (Beaudoin, Cianci, & Tsakumis, 2015). Lastly, employee communication methods can be improved at PAC by creating a greater boundary of transparency between employees and management. Transparency strengthens internal communication because it creates an open culture for employees to talk and engage their employees if they know their employee actually hears them

Present day managers have an obligation to their employees and organization to be effective and efficient leaders. Leaders are expected to create an atmosphere that values a supportive work environment and transparent communication. In the case of Two Tough Calls, Susan frequently criticizes Phil’s and Terry’s work performance due to poor work performance. However, Susan outlines several managerial imperfections throughout the entire case; weaknesses such as irreverence, unequivocal personality, and a lack of motivational skills.

Management principles are needed for the efficient and effective operation of organizations, regardless of the level of the manager or the industry in which they operate. This is true for today’s organizations now more than ever. The global environment of today ensures that organizations will face staunch competition. Failure and weakness on the part of management ultimately lead to loss of market share and organizational closure. Also, gone are the days when managers could ‘bluff’ their way through their dealings with employees who have become more demanding and aware of their legal rights.