Delegation A manager can gain an employee’s trust by delegating tasks to him or her. Delegation can impact the employee positively. When asking an employee to provide support for a specific task or project, the manager shows he or she has trust in the employee to participate and complete the task at hand. The employee gains a boost of confidence when selected. The employee makes a conscious decision of the involvement he or she will contribute to the project. An employee can impact a future project based on the outcome of his or her contribution. New tasks brings new challenges to the employee and an opportunity to develop news skills. Working with other individuals on a project also presents the opportunity to incorporate team building …show more content…
Forming introduces the anxiety an employee has when beginning a new job or position and the expectations involved. Once the honeymoon stage is past the employee enters a comfort zone. Discussion takes place on the opinions and suggestions offered by the employee. Not all projects run smoothly and at times the project starts over again with the forming stage for the employee to feel accepted again. Norming validates the employee as a team player, working for the cause of the organization. The employee’s efforts directed toward the organization’s mission and team building skills are apparent. Performing reflects a team working toward the goal of the organization and putting a stamp of approval on the tasks completed. Adjourning indicates the project is …show more content…
An individual should treat others just as how he or she expects treatment. All individuals deserves the same level of respect. There are two different areas of managing employees. The first area consists of an employee having the need to have constant contact with the manager. The manager is micromanaging the employee. The employee is looking for validation from the manager for the processes he or she performs and that they are being performed correctly. The employee is simply unsure of what he or she is doing and needs confirmation from the manager that the functions are being performed correctly. Those employees who look for approval from the manager are Theory X individuals. The other area of managing employees is Theory Y individuals. These employees are self-starters and motivated to work independently of the manager. The employee is not afraid to brainstorm and try new concepts to complete his or her work and complete the task with minimal input from a manager. At the end of the day, the employee is motivated to return to work the next day as he or she has a sense being appreciated by the organization and accomplishing something on his or her
Not only should you treat people the way they should be treated, you must make sure that you treat you subordinates with the utmost respect. Leaders must show respect by seeking to understand other people’s background, see things from their perspectives and appreciate what is important to them. Everyone should be treated with respect and dignity, no matter what their race, gender, creed, religion and or beliefs are. A leader’s willingness to tolerate discrimination or harassment on any basis, or failure to cultivate a climate of respect will lower trust and erode the team’s unit cohesion. Next will be integrity.
Most leaders believed that employees in their organization disliked work and would avoid it if they could. Daniel McGregor in his 1960 groundbreaking book The Human Side of Enterprise argued that “Those running companies were operating from a faulty assumption about human behavior” (Pink, 2009, p. 74). Managers believe employees must be coerced, controlled, directed, and threaten with punishment to acquire them to put forth an effort to achieve set objectives. McGregor’s X-Y theory suggest that there are two ways to manage people.
By organizing self managed teams (George & Jones, 2005) along with a team leader, employees are encouraged to manage many different aspects of their own organizational behavior. Employee selection is a rigorous process designed to attract people with not only technical skills, which is minor determining factor based on the philosophy that technical skills were easily trained, but a range of : personal skills, group skills, communication skills, problem solving skills, results orientation, and leadership skills (Clawson, 2005). These employees would have to be able to thrive in the environment were they are not needed to be told what to do, but to just do it.
Forming-The forming stage is where every member of the team are depending on a leaders guidance. The responsibilities of every member in the team are unclear.
However, in the real world, (real work environment) there are no two contrasting categories of employees who extremely fit theory X or theory Y and McGregor theory X and Theory Y has no empirical data that validated the theory. Moreover, since each human being is unique, which make us have our individual differences; there are numerous factors that can motivate employees. Using one or two factors as instruments of motivation may turn off some segment of employees. For example, Theory Y style managers’ may likely focus on measures of productivity rather than measures of employee well-being; or in other words, engage in an inducing form of management rather than employees' concerns, thereby patronizing only idea of inducing increased productivity from employees; and also, theory X managers may end-up being autocratic
After determining a qualified candidate, there are five (5) behaviors typically used by effective delegators. These behaviors include, clarifying the assignment, specifying the employees’ range of discretion, allowing employee participation, informing others that delegation has occurred, and establishing feedback channels. Managers that entrust special projects to their employees should not negate clarifying the parameters of the project. Managers should be willing to serve as resources when needed. However, managers should also be willing to empower their employees with limited authority, follow up on the status periodically and communicate effectively.
There is no right or wrong way for a person to do their job. We must not allow stereotypes or expectations of what we feel someone “should be” to be a measurement of their worth. As a Manager I must seek out ways to utilize the skills that each individual brings to the organization, and adjust my communication techniques to respect their personal preferences.
First of all, every people imagine the same thing differently. For example, if we ask children, farmers, etc. question what pig is everyone answers differently. Children firstly think about the fairytale with three pigs, farmer say that pig is source of living and they look at pig quality that later on can sell the pig and that earn some money, and for the wolf pig is food. This says us that everybody have their frame of understanding about the things in their particular way. The same would be and with the understanding what it is organization and management, how to design and manage organizations, how to find a good way to communicate with your employees that they hear you. ...
Under, Douglas McGregor’s theory Y it states that “people enjoy the mental and physical purpose that work provides”. Without having a structure which provides managers, no one person can give formal recognition to good employees, therefore not allowing for more contributions from employees. Without a clear authority figure, such as a manager, employees might not feel that there concern is acknowledged, and may even threaten to strike, or even completely stop working if they don 't receive acknowledgement for their
1) Autonomy: The desire to be self-directed (Pink, 2013). This skill inspires more engagement in an employee’s work instead of focusing purely on conformity of the staff member. An example of how this is when people are able to work from wherever they desire and whenever they want as long as they get the work done. This opens them up to more opportunities, which makes them more loyal to the job that gave them this opportunity so they will therefore work harder for the company.
Delegation is the method of giving decision-making authority to lower-level employees. For the process to be successful, a worker must be able to obtain the resources and cooperation needed for successful completion of the delegated task. Empowerment of the workforce and task delegation is closely interrelated. Empowerment occurs when upper-level employees share power with lower-level employees. This involves providing the training, tools and management support that employees need to accomplish a task. Thus, the employee has both the authority and the means to accomplish the work. Even though authority can be delegated, responsibility cannot; the person who delegates a task is held responsible for its success in the end. Thus the assigned worker is liable for meeting the goals and objectives of the assignment (Camp 2006).
This intervention provides employees and management with the opportunity to communicate their mutual expectations and ensure that they are in agreement on the scope and volume of work to be done. In addition, role clarification can help management determine if their department as whole is working effectively as a team or if there are underlying duplications and inefficiencies which should be addressed. This intervention may also result in the organization needing to review staffing levels and employee skill sets if work volume is unable to be met by the current
My management philosophy includes appreciating every employee in the organization and leaving each achieves individual potential. Every business cannot succeed without having employees, and they need to feel that they are part of the total organization. Every employee needs to feel that they matter in the organization and doing this is part of my management philosophy.
On projects I have taken the lead on, I have always valued input from other employees. This assumes the fact that the employee is competent in their area, and have a willingness to share ideas with management. I encourage active participation, and I am often surprised at some of the answers that have come out of collaborative meetings. When employees feel at ease to share their ideas, genuinely good things
The equity theory is the theory that I connected with and it made the most sense to me. I feel that it is very important for any manager to treat everyone fairly. If an employee perceives that they are being treated fairly, they will be motivated, will feel good about their work and be productive. Of course, if the employee does not feel that they are being treated fairly the reverse will occur; the poor productivity will eventually be noticed within the organization.