Interpersonal and Communication Skills
According to organizational management expert John Maxwell (2007), another crucial attribute of effective supervisors and leaders is the ability to connect with others. In fact, Maxwell suggests that if leadership and supervisory effectiveness were capable of being boiled down to a single characteristic, it would be that good leaders are those individuals to whom others are naturally inclined to pay attention to and follow by virtue of their ability to connect with and achieve "buy-in" among their associates.
Good supervisors have the ability to communicate their wishes, their vocational values, and their expectations clearly; they also have the ability to give and take criticism fairly and in a manner that does not demean, embarrass, or undermine their associates (Harari, 2002; Maxwell, 2007). They also are good listeners, irrespective of relative position or authority. Poor supervisors, by contrast, tend to be ineffective communicators who listen poorly (or not at all, particularly to subordinates). Whereas good supervisors are usually open to bottom-up management when criticism is justified, poor supervisors characteristically create a climate that is unreceptive or even hostile to any criticism, especially from below (Harari, 2002; Maxwell, 2007).
Conclusion
Generally, effective supervisors cultivate a culture of competence and mutual respect throughout their areas of influence. Conversely, ineffective supervisors tend to cultivate vocational cultures that exemplify their own worst attributes among their proteges. Ultimately, that is why successful business organizations and other enterprises are those that value and reward effective supervisors and leaders.
" On the subject of personal development, which company E. should encourage, McGill and Beaty (2001, pp. 85-86) write that in addressing personal development issues, an employer could devise a forum for workers to bring their issues forward. The one rule would be that the issue "is of significance" to the employee; the issues that could be discussed in the personal development session include: "personal motivation towards work"; relationships between managers
It would also be appropriate where management is too removed from the impact of their operational decisions to gauge the effects of those decisions on the working conditions of the employees who are responsible for implementing them. Finally, the participative leadership style would also be appropriate for introduction where long-time experienced personnel are exhibiting a lack of morale or enthusiasm for their work or where there is a low
Business Management Principles -- Questions from PowerPoint Chapter Described the major factors that have influenced the evolution of management thought. The major factors that have influenced the evolution of management thought are economic, social, political, technological, and global factors. Generally, economic factors relate to resource availability and distribution in society; social factors consist of culture and interpersonal issues; political factors relate to the effects of political institutions; technological factors relate to the
Where that is accomplished, formal disciplinary and termination policies do protect organizations against wrongful termination liability. In principle, the worst possible scenario is where such policies exist but without sufficient training to assure that they are not violated when they apply. Succession Planning Programs In my opinion, effective succession planning must be a continual and ongoing process if it is to have the desired results and achieve its desired objectives. While
Then they need to present the change to the employees as being realistic, reliable and measurable. There needs to be milestones set so that as the change process progresses the employees can see that the work that they are doing is actually accomplishing the goals that have been set forth. 8. What characteristics of Dr. Mimi Silbert, leader of the Delancey Street Foundation, make her approach to change so innovative
Because cross-trained employees are more knowledgeable about the overall business processes of the organization, their conceptual understanding of the mission of their organization is enhanced by every incremental increase of their involvement and knowledge of its operations (Robbins & Judge, 2009). Beyond that element of increased involvement, the fact that cross-trained workforces tend to improve the morale and organizational connectedness of individual employees also contributes directly to organizational benefits
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