Such a virtue can be crucial to establishing an internal
culture of collective goal-orientation. It is also central to ensuring
that a manager is making use of all the resources which he has at his
disposal. Something which separates a manager from a leader is that the
latter finds ways not just to utilize employees but to encourage them to
develop and make use of their unique skills as they relate to the mission
of the organization. Of course, in my very small organization, those who
play key internal roles are usually not everyday members of the
organization, but physicians, therapists, pharmacists, family members and
friends who play a role in my client's lifestyle. Therefore, many of the
challenges to internal leadership are compounded by the demand to interact
with those whose roles and presence are significantly diverse.
This type of organizing around roles is part and parcel of the
creation of an organization which is sound in both its infrastructure and
personnel. Such a status can be attributed to healthy organizational
culture. This is something which is formulated through an ongoing effort
to sustain and even renew the drive toward staying on mission course. In
my experience, it is incumbent upon the leadership of even the smallest
organization to employ strategies of goal-orientation that are closely
aligned with its needs and capabilities. Multi-directional communication
is a method which can yield such results if accommodated to function within
the structural framework of the organization.
In my personal experience as the manager of a household and the
primary healthcare assistant to the elderly and infirm man who owns this
house, a two-way path of communication has been the most reliable route to
maintaining operational flow. As the manager, I take it upon myself to
both defer to the counsel of either my client or his adult children who,
also serve as functional members of the organization, and to offer my
insight to responsibilities which they must attend to individually. By
integrating what I learn through open dialogue with other members of the
organization, I am always developing a more intimate understanding of the
various intricacies that set my organization apart from others. This helps
me to make decisions, issue directives and dispatch members of the
organization to responsibilities which are most suited to their particular
skills and knowledge.
As this relates to interaction outside the parameters of the
organization, my capacity to represent my client's needs in medical
contexts, with respect to living demands and in terms even of social
interaction is centered on the externality of my management interests.
Often, I find that in my external organizational demands, I must make use
of all the human resources at my disposal.
This characterizes another important element of maintaining a healthy
organizational culture through the functional delegation of charges. A
good leader will know when to apply his skills to a responsibility and when
to transfer the responsibility to others. Certainly, this is also
something that one learns by experience. Returning to the discussion of
Kolb, which is divided according to strategic individual responsibilities
within an organizational structure, we learn that some individuals are
inherently driven toward concrete action. As one such individual, I have
often been challenged to find ways to utilize the skills of those around
me. Delegation is a crucial route to bringing to the surface the
leadership skills of non-managerial personnel. By authorizing others
within an organization to chair certain responsibilities or initiatives, a
manager can more effectively divest his attention. And by orienting others
toward roles of leadership, one can facilitate the development of natural
group dynamics. Members of the organization will tend to gravitate toward
effective non-managerial leaders and may experience a greater intimacy with
the collective goals.
One thing which a good leader can do make sure that such a culture is
achieved is to continually implement processes of internal review. It is
important to audit an organization in order to keep it on the path toward
the various aspects of its vision. In our organization, the vision is
centered around the health and well-being of my client. Our mission is
therefore composed to most optimally address all the tasks and charges
which must be daily executed to assure success. As the leader of the
organization, I am always attempting to find ways to keep the mission fresh
and the attendance to its clauses consistent. I have found it very helpful
to initiate a review of my scheduled demands at the end of each calendar
week. By taking stock of the ways in which various necessities have been
met over the course of each week, I can adequately evaluate our overall
competence in striving for our goals....
Individuals work half a day, or weekly based on the sharing arrangements. Split and sharing of the jobs leads to the organizations benefit, as talented individuals who are unable to work on a fulltime basis get an employment chance. Although adjustment problems occur, the arrangement of a proper schedule is required. III. Telecommuting also known as the flexiplace, is a working condition that allows the least portion of the scheduled
Employees of today know that they must be constantly sharpening their skills. Keeping people "excited" and "nimble" through continued training ensures that companies will have an extensive stock of in-house talent to promote during crunch times, and that employees will put in the extra hour at the office to show they are working hard (Hymowitz 2008). Some companies have attempted to foster worker loyalty with flexible scheduling, retirement planning and
Since, this one lacks structure means that many employees can become confused about their responsibilities. Once this occurs, it can often lead to employee issues, where this confusion can become an issue of contention between the staff and management. As management is telling them to engage in particular activity, yet they don't understand why they are doing such tasks. Over time, this can cause moral to drop as those
Works Cited: Murray, G. (2008, January). The Case for Corporate Aviation. Risk Management, 55(1), p. 42. Sheehan, J. (2003). Business and Corporate Aviation Management: On Demand Air Transportation. New York: McGraw Hill. Suzuki, Y. (2000). The effect of airline positioning on profit. Transportation Journal, 39(3), 44-54. Toomey, J. (2010, March). Building Parner Aviation Capacity Through Training. DISAM Journal of International Security Assistance Management, 31(4), pp. 118-25. Transportation Security Administration. (2011, March). Air Cargo Security Programs. Retrieved
Likewise, Lynn points out that, "Japan's recent economic problems may have far more to do with its financial and bureaucratic systems than its managerial systems." According to Everett and Strach, "Japan experienced a decade of zero growth in the 1990s and slumped into recession," but, "The global dynamism and success of Canon, Hoya, Honda, Toyota, TDK, Rohm and Sony, known as the 'seven samurai,' contrasted with the quagmire of
Disney Australia Case Study Management theories aim to improve the operational and financial performance of business organizations and help them in achieving their strategic goals. The internationally accepted Management theories provide a framework to organizations in every aspect of their business. The policies and procedures formulated in the light of these theories can give them a competitive advantage and a sustainable future in the industry (Tripathi & Reddy, 2006). Organizations follow the
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