...workforce, it is the management team that helps drives a company to success. Managers are responsible for a long list of task including; ensuring their employees are doing the job correctly and on time; ensuring that the expectations and goals are clear and concise; the expectations and goals are being met; ensuring that the employees’ needs are being met; ensuring that the employees are following company policy; and the list goes on and on. One major role of a manager is to be a good role model to their employees. According to Yahoo Education, a role model is “A person who serves as a model in a particular behavioral or social role for another person to emulate.” (Role Model, 2009) This means that a manager as a “role model” needs to lead by example. In this paper we will discuss some moral and ethical dilemmas managers face as a role model and the relationship between ethical responsibility and social issues. According to Trevino, L., & Nelson, K. (2007), “They [managers] are probably the most important ingredient in an organization’s success and they [managers] are frequently the most overlooked.” They go on to say that “managers are the lens through which employees view the company, as well as the filter through which senior executives view employees.” (Trevino & Nelson, 2007) This can put a lot of pressure on a manager. Managers need to understand that what they say is not as important as what they do. Managers can talk all they want about different ethics and morals, but if they...
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...Ethical Issues and Management: Manager as a Role Model Your Name Axia College University of Phoenix Ethical Issues and Management: Manager as a Role Model In today’s workforce, it is the management team that helps drives a company to success. Managers are responsible for a long list of task including; ensuring their employees are doing the job correctly and on time; ensuring that the expectations and goals are clear and concise; the expectations and goals are being met; ensuring that the employees’ needs are being met; ensuring that the employees are following company policy; and the list goes on and on. One major role of a manager is to be a good role model to their employees. According to Yahoo Education, a role model is “A person who serves as a model in a particular behavioral or social role for another person to emulate.” [ (Role Model, 2009) ] This means that a manager as a “role model” needs to lead by example. In this paper we will discuss some moral and ethical dilemmas managers face as a role model and the relationship between ethical responsibility and social issues. According to Trevino, L., & Nelson, K. (2007), “They [managers] are probably the most important ingredient in an organization’s success and they [managers] are frequently the most overlooked.” They go on to say that “managers are the lens through which employees view the company, as well as the filter through which senior executives view employees.” (Trevino & Nelson, 2007) This can put...
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...company succeed. Managers are responsible for many tasks such as: making sure their employees are doing the job properly and on time; making certain that expectations and goals are clear and being met; making sure that the employee’s needs are being met; making sure that the employees are following company policies and procedures. One main role of a manager is being a good role model to his or her employees. “A role model is a person who serves as a model in a particular behavioral or social role for another person to emulate” (Role Model, 2009). This statement means that a manager as a role model needs to lead by example. In this paper, we will discuss moral and ethical dilemmas managers face as a role model and the relationship between ethical responsibility and social issues. “Managers are probably the most important ingredient in an organization’s success and they are often overlooked” (Trevino, & Nelson, 2007). Trevino and Nelson also stated that “managers are the lens through which employees view the company, as well as the filter through which senior executives view employees.”(Trevino & Nelson, 2007). This can put a lot of stress and pressure on a manager. Managers must realize that what they say is not as important as what they do. They can talk all they want about different ethics and morals, but if they do not follow what they say, their employees will not listen. As an example, teachers are role models to students, parents are role models to children, and...
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... MGT/216 June 6, 2010 Toya S. Williams | How managers are role models and how ethics and moral issues affect the management in a company. | In accordance with Trevino, L., & Nelson, K. (2007), “They [managers] are probably the most important ingredient in an organization’s success and they [managers] are frequently the most overlooked.” They continue to state that “managers are the lens through which employees view the company, as well as the filter through which senior executives view employees.” (Trevino & Nelson, 2007) This can put a large amount of pressure on a manager. Managers require knowing that what they state is not as significant as what they perform. Role models are such due to the status that they hold, not for the reason that they desire to be. As an instance, managers are role models to assistants, priests are role models to followers, teachers are role models to learners, and parents are role models to children In today’s environment, managers can have a great deal of effect on an employee’s capability to move up in a company. As a worker of a company, management teams also have managers to get reports. In this feature, it is significant for managers to not only have impartiality for their employees, but to achieve somewhat in business, they require to be capable to manage...
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...lead an organization to success. Managers are accountable for a number of jobs included in a lengthy list; making sure their workers are performing the job properly and on schedule; making certain that the hopes and objectives are brief and obvious; the objectives and hopes are being met; making sure that the workers’ requirements are being met; making certain that the workers are pursuing organization strategy; and the list goes endlessly. One main function of a manager is to be a superior role model to their workers. In accordance with Yahoo Education, a role model is “An individual who serves as a model in a specific behavioral or societal role for another individual to follow.” (Role Model, 2009) This signifies that a manager as a “role model” requires guiding by illustration. In this article we will thrash out a few ethical as well as moral problems managers confront as a role model and the connection between social problems and moral duty. In accordance with Trevino, L., & Nelson, K. (2007), “They [managers] are possibly the most significant feature in a company’s success and they [managers] are often the most ignored.” They continue to state that “managers are the lenses through which workers see the organization, and the sieve through which higher-ranking directors see workers.” (Trevino & Nelson, 2007) This may put tremendous pressure on a manager. Managers require knowing that what they say is not as significant as what they do. Managers may speak all they desire about...
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...to discuss what it is like to be a manager as a role model. I will describe moral and ethical issues faced by managers dealing with this type of situation including how these issues affect other people. I will explain how the relationship between social issues and ethically responsible management practices apply to managers as role models. I will provide a workplace example of an ethical dilemma involving a manger as a role model as well as what laws govern the managers actions. There are many moral and ethical issues faced by managers dealing with managers as role models. Many of these issues also affect other people. Some of the moral and ethical issues of being a manger as a role model are that you have to be very careful what you do and say and especially how you act. When you are a role model for your employees it is very important to keep a professional persona. I have seen many managers that abuse their position also. When a manager abuses their position It makes it difficult for the other employees to respect you and they no longer will look up to you as a role model. Being a role model is a very important role as well as being a manager. You want your employees to respect you and look up to you. It is tough being a boss and not everyone is cut out for it. All of these issues can and will affect other individuals and not just ones that work for you. Lacking good ethical judgment and not having a good set of morals when you are in manager position also shows your customers...
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...describes the role of a Supply Chain Account Manager. Supply Chain Account Managers keep the flow of goods streamlined from the beginning to the end just like how ants form a perfect formation to carry food from a source back to their nesting. The Supply Chain Account Manager position has two main functions: Sales and management. Supply Chain Account Managers proactively reaches out to businesses to help identify any gaps that may exist between the process of transporting goods from manufactures to consumers. After identifying the gaps, Account Managers then present solutions that streamlines the steps involving the movement of goods to create efficiency and improve company’s bottomline. Once the proposed solutions are implemented, the Account Manager then follows up with key stakeholders within the company to further build relationships to keep maintaining the efficiency of the company’s overall supply chain. As a veteran Supply Chain Account Manager, I am proposing a training workshop to better prepare new Account Managers to experience early success in their roles. The workshop will shorten the amount of time it takes for Supply Chain Account Managers to get up to speed in their respective roles. After the workshop, Account Managers will be able to identify potential supply chain gaps within an organization. They will be able to understand different business models in order to present customized supply chain solutions to align with business goals. Account Managers will...
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...The role and functions of managers has become more encompassing over time, with the two types of views, the classical approach on management functions held by Henri Fayol and the contemporary theory differed to Henry Mintzberg. Rationally there were five elements of management: planning, organising, coordinating, commanding and controlling which is thought to reinforce the management functions. Mintzberg views the management roles in three groups, interpersonal informational and decisional, which embraces his ten management roles. His model is more focused on the characteristics of the managerial work rather than simply the functions of management. Despite the differences between the classical and contemporary model, the many parallels that intrinsically exist between the works inevitably reaffirm and solidify the other concept. Overall, while Mintzberg’s model is useful in illuminating the modern day nature of managerial work, it appears to be less constructive than the classical approach in achieving understanding of how organisations functions and what managers do. The classical approach of the five elements of Fayol and his principles, remains “valid and in use today,” suggests Fells in his article “Fayol stands the test of time,” those are planning, organising, leading, controlling and coordinating. Planning involves defining goals, establishing strategies for achieving those goals and developing plans. Organising is determining what tasks are to be done and who reports...
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...(Robbins & Coulter, 2012). The role of organizations in a corporation has a different level of the importance, but all organizations must need to achieve the corporation’s goal effectively and efficiently. Most corporations must need people who manage the organization, and then managers have a different role to support a corporations’ competitiveness. According to Gilbert (1996) “Making broad strategy for a company is one of the major tasks of general managers. This involves setting long-term directions and goals, and allocating resources, so that the directions can be pursued, and the goals can be reached” (p.13) To improve corporation’s competitiveness, the manager in the functional areas takes some roles. There are two structures of the role of manager. One is the management function from Henri Fayol, and the other one is the managerial roles from Mintzberg. Henri Fayol’s the four functions of management are planning, organizing, leading and controlling and Mnitzberg’s the roles of a manager divide by interpersonal relationship, the transfer of information, and making decision. (Robbins & Coulter, 2012). All managers in the organizations like Marketing, R&D, Manufacturing, Human Resources, and Finance must have both structures. They make plans of goal and strategies to succeed, and organizing. Then they lead and control their members to accomplish goals. Furthermore, they have different roles divided their working part or level of positions. Managers are the leader and the figurehead...
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...financially and by positive reviews by users leading to it being voted the “best ski resort” by a renowned outdoor publication read by its core and potential users. In order to maintain this elevated position the Human Resource Department aims to help by streamlining functions of the department and move to a centralised Business Partner model. It is hoped this will bring added benefits to the Snow Mountain Hotel in a number of ways by standardising operations and creating a base for excellence. This report aims to analyse the proposed Business Partner model in the context of the Snow Mountain Hotel and explore the disadvantages and advantages of the aforementioned model and evaluate the potential setbacks. It also aims to set out clearly the implementations of the model in practical terms going forward. The Business Partner model first put forward by Ulrich (Ulrich 1997), is sometimes referred to as the “three-legged stool” model. This maintains that all three components of the HR Business Partner model must work cohesively and in tandem for the model to be effective and workable. Within the model there is an HR Business partner who takes on five roles (Ulrich & Brockbank 2005). These are specified as being a “strategic partner,” a “change agent,” an “administrative expert,” an “employee champion” and an “HRM leader.” Leading from the HR Business partner are “Shared Service Centres” and “Centres of Excellence,” hence the reference to a “three-legged stool.” The HR Business partner...
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...analysis on the interaction of HR and line managers, including the concept of HR business partnering, the integration of businesses and HR strategies, and integration of theories with practice using examples from organisations. Name:Ikenze tony Kalu STUDENT NO: 12234835 Word count: HR AND LINE MANAGERS HR managers are managers responsible for delivery of basic HRM services such as recruiting, hiring, training, organizational development, coaching, employee relation, communication, leadership, advice, salary and benefits, team building of staffs within an organization and also the well-being of people and relationship between management and employees (Susan, H, 2012). while the line manager are managers crucially responsible for administrative management of individuals, direct management of staffs within an organization and the supervision and discipline of their employees and performance appraisal (John ,F ,2012) in addition the line managers have the power to influence the employees behaviour (cascio,2008;cited in faisal et al ,2011). Interaction between the HR mangers and line managers However the interaction between the HR manager and the line manager is very essential within an organization, a previous research carried out by Stockton Borough Council (2011) showed that there is an existing culture of both managers working together to address people management responsibilities, this research also showed that line managers were ready to take up more responsibities...
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...room. He has changed their terrible reputation into one of the most successful units in the department. Langley’s combination of leadership skills and interpersonal skills has identified him as the reason for the recent change. His strong abilities to manage people demonstrate the same abilities shown in Quinn’s Competing Values Model. Throughout this case analysis I plan to examine Langley’s managerial skills based on Quinn’s model. Quinn’s Competing Values Framework To be able to demonstrate and categorize where Langley fits on Quinn’s competing value framework model we must first understand his model. Quinn’s competing value framework is divided in four models; Human relations model, Open systems model, Rational Goal Model, and Internal Process Model. With each of the models comes along with it two managerial roles. As shown in the case, Langley utilized several of these roles to help lead his subordinates in the assembly room. To better understand, below are specific examples of how Langley managed his workers within Quinn’s different models. Open Systems Model: Innovator & Broker The organizational effectiveness of the open model system is comprised of adaptability and external...
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...Resource Organizational Structures in Czech and Slovak organizations, reflecting new trends which are related to HR Business Partner model. HR organizational structure is the framework within a human resources department that divides the decision making functions within HR into specific groups with distinct job functions. HR Business Partner model reflects modern expectations arising from new roles of human resources managers in organizations which include its strategic consequences, change support and also its abilities of HR systems development and improvement of employee engagement. The paper in its first part describes basic principles of new roles of human resource departments in organizations based on HRBP concept and also new competencies required. In the second part the paper presents situation in these aspects in organizations from different sectors of the Czech and Slovak economy (especially secondary and tertiary sector), benefits of the HR department transformation and some conclusions drawn from the analysis of data obtained from qualitative and quantitative survey. It also compares specific situations and documents specific applications of these new trends with more or less developed HR organizational structures. The contribution of the paper can be seen in practical view of theoretical concepts which constitute HR Business Partner model by Dave Ulrich and specific applications determined by human resources department transformation in Czech and Slovak...
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... 1 What do managers do? “Managers get things done through other people,” (Robbins & Judge, pg. 5). This might seem like an extremely simple definition of a manager’s responsibilities, but it is the truth. There are many methods and ways in which a manager can develop their administrative and people skills. By using systematic study, utilizing the POLC and organizational behavior (OB) models, defining management roles, understanding OB challenges and opportunities, and assessing management skills and managerial activities, a manager can empower and motivate their employees, stimulate innovation, and improve customer service, while creating a healthy work environment. What is organizational behavior? Organizational Behavior is a “field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.” In other words, it is “the study of what people do in an organization and how their behavior affects the organization’s performance,” (Robbins & Judge, pg. 10). There are different tools that managers can use to better achieve their goals. One of these tools is called the POLC model. The POLC model consists of the four management functions: planning, organizing, leading, and controlling, (Robbins & Judge, pg. 6). This model can be applied to almost any managerial experience in the workplace. I am a General Manager at a restaurant...
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...1.1 Explain Guest's model of hard-soft, loose-tight dimensions of HRM. The most widely acceptable models of HRM are the soft and hard versions. The soft model is associated with human relation and the hard model on the other hand sees employees as human resource (Gratton et. al. 1999). The soft model assumes that employees respond better when an organisation recognise their individual needs and addresses them as well as focusing on the overall business objectives. The hard model primarily focus to promote human resource planning strategy, align with business strategy, outsourcing, flexibility, performance management and downsizing or work intensification. Some HRM models have been developed by UK academics including Guest and Storey. Guest has identified key features of personal management and HRM that allow for comparative measurement and acknowledging the close links between human resource strategy and general business strategy (Bratton and Gold 2003). The Guest model of HRM is given below: 1.2 Review the differences between Storey's definition of HRM and personnel and IR practices. There are some differences between HRM and Personnel Management (PM) and Industrial Relation (IR) practices as there are a lot of different views and contradictions. HRM is a new managerial discipline that has different perspectives of PM and IR, but create a new and broader disciple as a results of different views and contradictions of these two (Beardwell and Holden 1997). The main aim of...
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