...Employee Portfolio: Management Plan Barbara Mozley February 17, 2014 MGT/311 Organizational Development Steve Broe Employee Portfolio: Management Plan In this summary I will discuss how the series of self-assessments results employees had taken to aid myself in how to manage the employee’s better. With the assessments I have received back from the employee’s, I need to create an Employee Portfolio for each of the employees to help guide in developing ways to best manage them. How might these three employees characteristics affect the performance of the organization and are there any recommendations for additional assessments[?] All in all I believe these three employees’ characteristics have a positive effect on the performance of the organization and are self-motivated, self-actualized employee, and the employee who needs close supervision is when management can provide an environment in which the employee’s enjoy what they do and feel like they have a purpose and have pride in their work. One thing I did notice though is that management does need to help the workers to develop skills for better work performance as well as to be able to advance in the company. Also management needs to give employee's a clear sense of direction of what their job scope is and have a clear picture of what work needs to been done. Management needs to take...
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...culture of VC Brakes. If VC Brakes had no division between the engineers and the rest of the operations I believe the approach would have provided successful results. Andrew Ryan was effective in his original endeavors as the senior manager of the engineering services (ES) team. However I think this question is referring to his task of implementing TQM into VC Brakes, so in that regard no he was not effective. Although TQM had great values Ryan was unable to break the divider between management and lower level employees to make progress with TQM. Lower level employees were said to have some creative and (in my opinion) easy to fix ideas on current operations. For example the box cutters that were standard were said to not be up to par. Although upper management didn’t change the box cutters out for new ones originally Ryan could have told upper management to change the box cutters simply as a way to get employees on board with the idea of implementing TQM. If Ryan had exhausted his efforts to make the change happen internally, he could have went out and bought new box cutters himself and said that upper management heard to voice of the people and responded. Box cutters aren’t very expensive and this action would have shown leadership to upper management, and would have most likely shown lower level employees to give TQM circles more effort. If Ryan was unwilling to purchase the box cutters himself,...
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...at the small business I am currently consulting for, an immediate analysis was needed on the organization’s operational and financial structures. Our small advisory team aimed to complete a corporate examination that would recognize deficiencies and recommend new practices that would ultimately lay the framework for future success and stability. In the end, discoveries were presented and discussed with the President of the firm and goals were established. The change principles were then relayed to the other members of the management group, who were invited to share their vision and views, however, these principles were met with conflict and friction. Previously, company wide decisions were made by these few individuals in senior management. Regrettably, these corporate leaders did not have the wherewithal to forecast the effects of their decisions, as they did not have an actual pulse on the company’s revenue streams or any firm idea of business management. They implemented frameworks, made hiring decisions and purchases that did not add to the bottom line nor prove to create any return on investment. To the growing detriment of the firm, these individuals were given free reign by the President to operate under lax structures. The subsequent recommendations of our analysis moved to create greater transparency, fostering increased accountability in decision making as well as a reworked pay scale allowing for a larger operational balance at the end of each month. This redeveloped...
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...frustration among management and lack of effective communication skills while engaging with employees. Effective communication skills can increase productivity among employees and create a healthy work environment. Ms. Harris is a successful manager of a relatively new division bringing in $40 million business deals. Ms. Harris has been an excellent asset to the company; she is hard working and is looking to move up. Although Ms. Harris has made great achievements in her life, she has poor communication skills with her employees. Her employees have stated that she is curt, sometimes defensive and overwhelming with facts. This makes Ms. Harris unapproachable and hard to work for. Employees feel that they are being talked down to. Ms. Harris is frustrated with senior management’s lack of attention to her successful division. Ms. Harris has many assumptions about management and their reasoning for overlooking her division. Ms. Harris feels she is being discriminated against racially and by gender. Furthermore, Ms. Harris does not know that her employees find her difficult to work with. Most importantly, upper manager is focused on numbers rather than creating a productive and open work environment. Ms. Harris and upper management decided for her to continue to stay in the division because she can identify with changing demographics and bring a different perspective to the business. Sadly, no plan has been designed or implemented by upper management to lessen Ms. Harris’s...
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...Women in Management in America, women are highly under-represented in upper-level management in many U.S. companies and are also making less than men performing the same types of jobs. The article explains that the glass ceiling is one of the main barriers preventing women from reaching upper management positions. The barrier has been around for many years, but women are starting to break the glass ceiling. There are some companies that are beginning to recognize that women bring a wealth of talent and expertise to the table and they are exploring this talent and giving them opportunities at upper level management positions. Using the White House as evidence, we currently have Secretary of State Hillary Clinton in one of the most powerful positions in the world. The article also brought up some specific barriers to women's advancement in the workplace. Training, career development, promotion, compensation, "old boy network" and discrimination. Discrimination was on the top of the list, however it has existed for many years in the United States. Congress has over the years passed various statues to address the situation. One of the most important federal statutes that deal with discrimination is the Civil Right Act of 1964 (Fogliasso, 2011). In the training area where women wanted to gain knowlwedge for the next level they were just not given the training, so without the training and experience women would often be passed over for upper management positions...
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...Management Behavior Donna Rice March 14, 2011 University of Phoenix Management Behavior MEMORANDUM To: InterClean, Inc. First- Level Managers. From: Donna Rice, Midlevel Sales Manager. Date: March 14, 2011 Subject: Management Behavior I want to take this opportunity to commend you on the way you have handled the transition and changes concerning the merger. As leaders it is important to behave and act in a professional way in all situations. As we move forward with the merger with EnviroTech, our behavior and action can show our employees how to act to achieve and perform their jobs to the best of their ability. As mangers it is important for us to establish and demonstrate to the employees what can be achieved at in any level as we move toward this new adventure with the merging of the two companies. As leader show respect to all employees, staying calm and consistent to lead our departments the way you have been trained. In the meeting with the executive team I was told Janet Durham with her staff in the HR department will focus on management training. With merging with EnviroTech training is one of the most important aspects. Management training will give you a better understanding of factors that affect the productivity of employees. These factors are people skills, systems and procedures, knowledge of the employees, management skills, and the one very important factor is the attitude of the superior. When you have appropriate leadership the workplace becomes...
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...information between employees and management, to exchange hearsay and rumors, or anything in between. The challenge for businesses is to channel these myriad communications so they serve to improve customer relations, bolster employee satisfaction, build knowledge-sharing throughout the organization, and most importantly, enhance the firm's competitiveness. EFFECTIVE VS. INEFFECTIVE COMMUNICATIONS Perhaps the importance of good communication is best understood by considering what things would be like in its absence. For instance, if a company has no mechanism for recording and transmitting special order requests from its customers, and the employees in the sales and fulfillment areas only interact minimally, there's a good chance that when it receives a special request the company will have difficulty delivering what the customer wants. It may even lose the sale as employees grapple with an unusual request the management hasn't prepared them for. Now consider a company going through a merger. Top executives at the merged entity proclaim that there will be thousands of layoffs to boost efficiency, but management is slow to say who will be affected, what the criteria are for deciding who is laid off, and what the separation terms will be. To make matters worse, an unauthorized list of persons facing the ax is rumored to be circulating, and specific names are bandied about as being on or off the list. This situation continues for weeks before management comes forward with the full...
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...MARISOL Y. SMITH 3612 Elk Horn TRL SW (770) 658-7884 Atlanta, Ga. 30349 A challenging growth-orient it position, utilizing a strong background in clerical, strong computer skills and administrative duties in the management arena. ·*Program Specialist 2007 to 2011 Arapahoe County Department Human Services, Aurora, Co Maintained ongoing cases files for Food Stamp and/or Family Medical Programs Verified continuance on eligibility with documentation provide by the client. Prepared the monthly report. Data entry. Provided support to other areas within the agency included but not limited to other Program Specialist with their cases load in a monthly basis. Processed new applications after verifying if client has been in the system. Performed interview to current clients and new clients. Processed newborn medical assistance with information provided by the hospital. Sent cases suspected of fraud to the Investigation Unit to determine if fraud has been committed. A percentage of 99% of cases submitted for investigation was proven of committing fraud. *Clerk 2007 to 2007 Job Store/Arapahoe County Department Human Services, Littleton, Co Verified the status of each application for Family Medicaid with the used of CBMS. Transferred open cases to the appropriate Specialist. Cases data entry; programs and their status on Family Med Log In also assisted...
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...evaluation of Women in management- the glass ceiling at the St. Lucia Fire Service Executive Summary The topic of the glass ceiling has been of great interest in recent years especially in the field of management. The problem is that women demonstrate successful qualities over years and despite the qualities that they possess, the glass ceiling still continue to exist in organizations that are male dominating and find it difficult to break into management. The purpose of this research is to identify the barriers that exists impeding women’s career progression in the fire service and to make recommendations that the St. Lucia Fire Service may implement to increase capacity in senior management level. It is important for women to be part of senior management since women currently make a proportionally larger percentage at the workplace and also because the government has established that in any form of recruitment into the fire service, women should make up twenty percent of the capacity. This research examined how the concept of the glass ceiling is unavoidable in the fire service. Two stages of data collection and analysis were carried out. By using descriptive research the status of women in the fire service will be presented. A questionnaire was developed and delivered to two hundred fire personnel. An analysis of answers from the questionnaire was analyzed to assess the opinions about the impact of females on promotions to senior management. To continue) Introduction ...
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...Assignment 2014 Cost & Management Accounting Assignment # 1 Prepared by: ASAD AMIN Roll no: 11108124 Section: B Submitted to: Sir Hassan Jabbar Explain the relative merits of the top-down and bottom-up approaches to budget setting? Budgeting Budgeting is a formal process in which a company's expenses and revenues are planned for the future. Top down and bottom up are two most common budgeting techniques. In the top-down approach, upper management prepares budgets with no input from employees or lower-level managers. In the bottom-up budgeting approach, managers and employees at the department level prepare budgets for their individual departments. A final, organizational budget is prepared by consolidating all individual, department budgets. The relative merits of Top-Down Budgeting Financial Control * When upper management evaluates a company's overall financial needs and compares the needs to projected revenues for a year, it gets a clear picture of how much money it can reasonably allocate to different areas. Decisions are made about where finances will have the most positive impact and staffers are given directives on what they have to work with. This approach allows upper managers to maintain complete financial...
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...2. What can Nekeisha do now to diminish the negative impact of her evaluation of Bill ? The question tell us that, after Nekeisha help Bill during the performance appraisal by giving him such high rating, there will be negative impact arise in the company. This statement come based on two facts which is; First, Bill had been experiencing a large number of personal problems. Definitely people who work together with him will easily know how was his work performance during that period of time. Second, after Bill was being told by Nekeisha about what she has done, he was excitedly looking forward to telling his work buddies about what a wonderful boss he had. This might caused a big question in his buddies mind about what Nekeisha has done till make Bill, the low average performance employee, become so this exited. These two facts will give other workers such a view regarding what Bill supposed to receive during the annual performance appraisal based on the fact that they have seen. However, at the end, what they thought is not happening at all. Basically, as a human being, Nakeisha has good intention to help Bill to ease his burden. This good attitude might get a good appraisal from most of people. However, by doing this, Nekeisha has also done a very big mistake in her career as a supervisor. Her biased evaluation toward bill will of course make other workers to be jealous, and this might lead to a serious negative impact such as employees will judge her as being unfair...
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...Emerging business opportunities at IBM Question 1 – why large companies find it difficult to create new businesses Large companies like IBM usually have organisational architecture, routines and culture that have evolved and matured with its successful businesses. But being tailored to mature businesses, they may be a barrier to creating new, different, businesses. Consequently, large corporations may be upstaged by smaller companies armed with new ideas that subsequently become dominant in the market place. Reasons why large companies find it difficult to create new businesses include: • A focus on currently successful businesses (culture) As Clayton M. Christensen argues, when a firm’s core businesses are profitable, starting new growth ventures seems unnecessary (Christensen, 1997). Senior managers don’t focus on launching new growth businesses when the core units are strong, so miss potentially lucrative future business opportunities. Eastman Kodak, for example, lost the industry leadership it had held in the photographic media and equipment markets since 1888 because it remained focussed on film and film cameras and failed to offer digital cameras early enough. • A reluctance to take risks (culture) Related to this focus on current businesses, large, successful companies are sometimes more reluctant to take risks on new growth directions. One example of a risk-taking firm is NTT DoCoMo. Rather than invest in expensive bandwidth to provide greater support to existing...
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...IBM Case Study 1. What factors led to IBM’s success during the 1960s and 1970s and its problems during the late 1980s and early 1990s? Watson Jr. hit a home run when he invested $5 billion to develop the System/360 computer family, which utilized an integrated semiconductor chip and modular components. Taking full advantage of this innovative momentum, IBM debuted other products during that time which enabled the company to rise to the top of the IT industry. These products included hard and floppy disks, a new computer language and the company’s first personal computer. In the mid 1980s, IBM started to run into trouble when its returns and market share began to slide. Customer needs were changing and emerging technologies led to the demise of IBM’s main product focus—the mainframe. Customers were looking for interconnected mainframes and mobile personal computers with distributed data sources and applications. Instead of devising a strategy to satisfy customer demands and set itself apart from competitors, IBM chose to transition from a lease oriented business to a sales oriented business. This lack of customer focus was coupled with an inefficiently designed workforce that would rather fight with each other than work together. Additionally, the company was so successful in the past that no attempt was made to cut costs/expenses and identify/correct inefficiencies. Adding more salt to the wound was the fact that top level executives were so far removed from daily operations...
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...worst year in its history. A lot of people chalk that up to the recession and the “dot-com bubble.” They seem to believe that when the economies of the world recover, life in the information technology industry will get back to normal. In my view, nothing could be further from the truth. Lou Gerstner, IBM Annual Report, 2001 In 1990, IBM was the second-most-profitable company in the world, with net income of $6 billion on revenues of $69 billion, and it was completing a transformation designed to position it for success in the next decade. For the world leader in an industry that expected to keep growing spectacularly, the future looked promising. But all was not well within IBM, and its senior executives realized it. “In 1990, we were feeling pretty good because things seemed to be getting better,” one executive remarked. “But we weren’t feeling great because we knew there were deep structural problems.” Those structural problems revealed themselves sooner than anyone expected and more terribly than anyone feared. Beginning in the first quarter of 1991, IBM began posting substantial losses. Between 1991 and 1993, IBM lost a staggering $16 billion. In April 1992, John Akers, IBM CEO from 1985 to 1993, vented his frustrations during a company training program. His comment, “People don’t realize how much trouble we’re in,” made its...
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...worst year in its history. A lot of people chalk that up to the recession and the “dot-com bubble.” They seem to believe that when the economies of the world recover, life in the information technology industry will get back to normal. In my view, nothing could be further from the truth. Lou Gerstner, IBM Annual Report, 2001 In 1990, IBM was the second-most-profitable company in the world, with net income of $6 billion on revenues of $69 billion, and it was completing a transformation designed to position it for success in the next decade. For the world leader in an industry that expected to keep growing spectacularly, the future looked promising. But all was not well within IBM, and its senior executives realized it. “In 1990, we were feeling pretty good because things seemed to be getting better,” one executive remarked. “But we weren’t feeling great because we knew there were deep structural problems.” Those structural problems revealed themselves sooner than anyone expected and more terribly than anyone feared. Beginning in the first quarter of 1991, IBM began posting substantial losses. Between 1991 and 1993, IBM lost a staggering $16 billion. In April 1992, John Akers, IBM CEO from 1985 to 1993, vented his frustrations during a company training program. His comment, “People don’t realize how much trouble we’re in,” made its...
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