Introduction People are critical to an organisation because without them there is no such thing as a functional business. A business needs employees to run it, organise it and to make sure everything is running smoothly. Employees are also critical in increasing an organisations intellectual capital, for instance, more quality employees’ results in more information being shared between one another. Skills Skills are essential in distinguishing attributes of people. Personal skills are something which makes a person stand-out and it’s what makes a person unique and without this everybody would be equal. An example of a skill could be multi- tasking; this is a handy skill which enables a person to complete a number of tasks simultaneously without sacrificing quality and efficiency. In Sainsbury’s it is important for middle managers and employees to multi-task without losing excellence and effectiveness of work. On-one-hand there are many advantages of multi-tasking, for example, less staff, it’s good for the business since you can have fewer employees doing more work. On-the-other-hand, there are also sufficient disadvantages which make a business question whether they should multi-task, for instance, multi-tasking could lead to confusion resulting in subordinate work, high stress levels as to complete requested work, overall less quality an d amounts of work completed. In my interview with a cashier Enfield branch, they felt that they had to many things at the same time e.g. check out items and handle customer queries, which often resulted in inaccuracies on the customer’s bill. Therefore, in my opinion, multi-tasking is only good for a business when an employee is skilfully able, experienced and motivated. Manager A manag... ... middle of paper ... ...ive and comprehensive advice. Working at the very heart of the store operation, they’ll benefit not only from flexi hours but also the freedom from many of the administrate tasks you many have to perform elsewhere plus there’s total support for your on-going professional training. Supervisor Skills Their first quality is to be able to discuss performance with employees and give them advice on where they could improve in their area of work. They should also be able to give feedback. When treating a member of staff under them in rank; the supervisor would have to be able to do this is a non-bios way and in a fair one too. They should be able to maintain a clean, safe, secure and productive environment all the time for employees. In my interview, with the supervisor in Barnet, he was thanking how his job security in his position has benefited him during the recession.
Holism is the epicenter of Ericson, Tomlin and Swain’s theory of Modeling and Role-Modeling. A newer theory development in nursing, published in 1983 has been integrated into many different university nursing programs as well as in clinical settings (Marriner-Tomey & Alligood, 2006). The theory while simple in concept has a complex combination of other well-known theories in psychology. The theory integrates Abraham Maslow’s higharchy of needs, Erik Erickson’s stages of psychosocial development, Jean Piaget’s cognitive development theory, and Selye and Engle stress response theory (Marriner-Tomey & Alligood, 2006). These theories cover the internal aspect of the person, which Ericson, Tomlin and Swain deemed necessary in treatment of the whole patient.
I wanted to dive deeper into the study of HSO’s as it relates to the leadership aspect. The organization I choose to do my research on is a nursing home facility, in which I currently work. As I was going through the Leadership Matrix assignment, I begin to realize the leadership in this particular facility is more task oriented, which seems to be a direct contradiction to the work that we do on a daily basis. Majority of our patients are elderly, and have some sort of mental or physical illness. The facility is staffed with nurses, certified nursing assistants, housekeepers, dietary aides, maintenance workers, social workers, admissions coordinators, and their managers. All parts working together to serve one mission, to achieve goals, and that’s to help get our short term patients out and back home as quick as possible, with the best therapy we can provide; and to maintain high quality of living for those who will make their home with us.
The process of role development goes beyond networking and taking on a new role as an APN. According to Brykczynski’s study of clinical nurse specialists, role development involves a complete makeover of one’s professional identity and the ability to integrate the seven core advanced practice competencies.1 New graduate APNs go through phases during their transitioning period, from a registered nurse to an APN; these phases include orientation, frustration, implementation, integration, frozen, reorganization and complant.2
Devane, D., Gates, S., Hatem, M., Sandall, J., Soltani, H., (2009), Midwife-led versus other models of care for childbearing women (Review), 3
For every job that you have, you will need to have a certain set of skills to be successful. For example, two people are looking to be hired, but only one person will actually get the job. The two people have near identical resumes but a few things make them different. While the first person was able to articulate his ideas when he was being interviewed, the second person could not. The first person was incredibly dedicated to getting the job while the second person was not. Last but not least, the first person was able to adapt to the fast moving paced job unlike the second person. In the end the first person got the job because of his dedication, flexibility, and communication skills. It would be extremely unbeneficial to go into a job without having, in my opinion, these most important set of skills. While there are several job skills that are essential to being successful, I strongly believe that being dedicated, adaptable, and have phenomenal communication skills are the most important.
Managers know the importance of having positive relationships with their employees. It boosts the company’s goals while the lack of any relationship with the workers may lead to losses in the business. Most managers rarely know that they are looked up to by many employees and, as such, should be careful with the actions they take. Lee b. Bolman & Terrence E. Deal, the authors of the book The Reframing Organizations, point out that the kind of measures taken in the business influences the employees acts and thoughts. In particular, this book gives insight to managers on how to relate to their subordinates. The discussion is carried out on the three parts of the book that highlight the missteps taken by managers as they try to improve their businesses.
In this book, Jim Collins also challenges the notion that "people are your most important asset" and postulates, instead, that "the right people are." Despite the author's emphasis on finding the right people, there's no evidence that a company has to have concern for its employees as a core value for it to be great. There are a number of inherently great companies that didn't have this. I don't think Walt Disney cared about his people. He cared about films, and Disneyland, and smiles of kids. On the other side, with Hewlett-Packard and IBM, you had the antithesis of Walt Disney. When you look at corporate history, what matters is not what core values you have but that you have core value, and that you believe them. As another example, take David Maxwell's bus ride. When he became CEO of Fannie Mae in 1981, the company was losing $1 million every business day, with $56 billion worth of mortgage loans under water. The board desperately wanted to know what Maxwell was going to do to rescue the company. Maxwell responded to the "what" question the same way that all good-to-great leaders do: He told them, "That's the wrong first question.
In an industry like ours, where there are no production lines, people are our most important asset and everything depends on how they work as part of a team. This means that, to get the best results, managers have to care about how they live and function, not just about how they work and produce.
If the organization succeeds then the employees also succeeds. Employees must see the bigger picture and must feel that they are part of the organization and not just a one man show.
They are important because they help employees to continue to be happy and also deliver their best performances at their organization.
How well a business manages its assets and resources predicates its overall success. Companies that spend financial resources foolishly are apt to find themselves in bankruptcy. Companies that work capital equipment resources beyond the machine’s capabilities or for other than intended purposes are apt to experience downtime and/or lose the equipment to failure. The same premise holds true for a company’s human assets. However, unlike other company assets, which depreciate over time, human assets appreciate over time when managed properly. The article, Importance of Human Resource Investment for Organizations and Economy: A critical Analysis, explains the importance of managing human assets as follows:
For every company employees group is the most important stakeholder group. If a company has happy employees their customers will be doubly pleased.
One of the qualities required for any employee today is multitasking. In today’s society, it is rare to find people who do not multitask. Employers often promote inflated standards to their workers even if their job is getting the morning coffee or washing dishes. It is a popular belief that multitasking is very effective and allows one to complete more work in a shorter period compared to a worker who does not. However, multitasking is unproductive and damaging for people who try to perform more than one task at once.
8. Use the People Factor: Many business opportunities will require a motivated and skilled work force. Make sure you're able to fulfill this equation or it will be the one critical success factor which can make or break you. Remember, good people are hard to find. Ponder how you will gain and retain them. "
The manager should be able to select and know these factors. As organization is created systems by people, the internal factors are mainly the result of management decisions. Not all of the internal factors are completely controlled by the management. Organization is influenced by many environmental factors. In the new millennium we have to learn how to live in a market economy. And the most important condition for this is a highly skilled managers. Ability to identify and analyze the internal elements of the organization and external factors is the key to the success of the business. The main factors in the organization that require management attention are objectives, structure, tasks, technology and people. An organization can be seen as a means to achieve the objectives that allows people to perform collectively what they could not carry out individually. Goals are desired outcome, which aims to achieve a group working together. The main objective of most organizations is profit. Income is a key indicator of the organization. People are the basis of any organization. Without people there is no organization. They shape the culture of the organization and its internal climate. They determine what the organization is. Manager generates frames, establishes a system of relations between people and include them in the process of