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Dear Students!

 

This is to inform that Assignment No. 1 will be opened on November 18, 2015 and due date of assignment submission will be November 26, 2015.

 

A 24 hours extra/grace period after the due date is usually available to overcome uploading difficulties which may be faced by the students on last date.  This extra time should only be used to meet the emergencies; and above mentioned due date should always be treated as final to avoid any inconvenience.

Case

In a Marketing Department of an organization, the work group consists of five employees, who work closely together in an open-plan office. Their supervisor has his office two floors above in the same building. All the group members are well-educated, but most of them are new to the organization.

The task given to the group is to prepare market forecasts, which would be submitted to the marketing manager whose office is in a different building. The forecasts are mostly routine, although occasionally “one-off” request for special information is received. The volume of work is not really sufficient to keep all five group members busy. The group’s leader is more concerned with the special responsibilities which keep him fully occupied and he is inclined to leave the group alone.

The members of group are frustrated because much of the work is boring and seemingly unimportant – although sometimes enjoy doing  “one-off work.

The employees would like to initiate more of their own projects and are angry that their supervisor does not show any interest in this idea when they speak to him.

Question:

What are the problems in above scenario and how might the management deal with this situation?

Important:

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  • It is non-graded assignment but it is important to attempt it because this will enhance your learning and equip you with the practical experience and techniques required in real business life.

 

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Replies to This Discussion

Thanks :)

Small numbers of employees.

Language barriers among employees and management.

Employees are new in organization.

Marketing manager is in different building.

Frustration among employees.

These are the main issues seems in given scene.

Dear Students Take Ideas from each other and solve yourself.......Assignments are not for getting solutions only....they are NITRO for your study to boost up your thinking capabilities....If you present a self made Solution ....even if it is wrong....u will get some marks for attempt.....

 

 

 

Mgt501

 

“Management: The process of dealing with or controlling things or people.”
— Oxford Dictionaries Online

We often hear about how management is more of an art than a science — and that probably rings especially true when small-business owners are in the thick of a management challenge. But most of us aren’t entirely equipped to handle difficult employee behaviors. Having that tough conversation with a poor-performing, experienced, high-level manager is every senior leader’s nightmare.

 

 

Problem: A manager just gives orders to employees and doesn’t put requests into context or explain the goals or desired outcomes of requests. He or she is seen as a dictator.

Impact: Employee disengagement. The manager is inadvertently disempowering his or her employees, especially if you have smart people who want to have input and are very strategic themselves. For them, it’s especially important to see the big picture and understand the context in order to contribute on a greater level.

Solution: It’s essential to have a clearly articulated goal for the company that everyone understands in terms of their roles. Most managers are in a hurry and just want results, so they don’t always understand the importance of context. It isn’t from a desire to withhold information, but that’s often the way it’s perceived by employees. These managers must understand and realize the importance of communication surrounding each action that’s related to the company’s goal.

To improve the process, the manager needs to be open to feedback from the team in one-on-one meetings and better understand what motivates each employee. He or she needs to ask what works well, what doesn’t, what motivates them, and what could be done better around communication issues.

To be successful, the manager needs to start with the overall goal, then break it down into what each employee’s responsibilities and roles are in relation to that objective. The manager should have a matrix that’s shared with each employee on what the daily, monthly and weekly actions or directives are to meet those goals. Many managers don’t do it because it takes time. But when it’s done, they’ll gain productivity, innovation and engagement.
— Jaye Smith, president and CEO of Breakwater Consulting, an executive coaching and organizational development consultancy

Problem: A busy manager with three reports brings in a lot of business, but his ego tends to impair his judgment and get in the way of how he manages his employees.

Impact: This toxic boss is condescending in a way that impairs employee morale and keeps others from driving business results. His behavior really hurts the overall business operation.

Solution: The manager needs to be made aware and understand how his behavior impacts business results, as well as the potential for the loss of talent because of his actions. Regular heart-to-heart meetings with this manager are a must. The meetings need to focus on how the key derailment issues can affect his career going forward. Oftentimes, managers like these have a low emotional quotient (EQ) and need help becoming more self-aware. The manager can be given assignments to help eradicate the problematic behavior.
— Janice Reals-Ellig, co-CEO of Chadick Ellig, an executive search consultancy

Problem: The manager has a significant issue in terms of building relationships and having honest and open communication with co-workers and peers. Despite several conversations, the poor-performing manager is defensive and takes no responsibility for the problem.

Impact: It has an effect on trust and morale among his or her employees and peers.

Solution: Deliberately shift responsibility to the manager to start taking ownership over his or her leadership performance. Ask the manager to review specific direct reports and meet with peers over the next month to ask for sincere, open feedback. Contact all involved individuals and inform them about the feedback sessions. Ensure there’s an open line of communication afterward. After these meetings, the manager must report back about what he or she has learned and any consequent actions. If the manager comes back with nothing, the case is clear — it’s time to let go of the manager. Peers and co-workers will feel heard and valued for being given the opportunity to step up.

 

 

5 Ways Managers Should Support Their Employees

It’s essential that staff receive support or they can’t do their job properly. Support isn’t limited to merely work-related aspects of the job but to other things such as morale and recognition as well.

There are plenty of different ways employers can support their staff. Here are a few thoughts to keep in mind in your work environment.

Training is vital
It’s crucial that staff receive all necessary training when they start a job and also ongoing training as often as required. It’s also essential that training is consistent for all staff members. It’s not acceptable for answers to vary from one employee to another because this can cause confusion and further problems. Proper training is inevitably what makes better quality employees.

Positive work environment
Whether you work in a call centre, an office or a retail store, it’s vital that you have a positive work environment. If employees dread the thought of going to work each day, they’re not going to perform at their best and they may even feel resentful for being there.

There are many ways to create a positive workplace. Attitude is essential -- people should be respectful and friendly towards one another. Bitchiness or backstabbing should not be tolerated. Not just by supervisors, but among colleagues as well. If anyone has issues, the supervisor/manager should always be available to help resolve such problems so they don’t linger and taint the rest of the workplace.

Décor and proper equipment also contribute to your environment. Do you have ergonomic chairs and desks? Do you have a proper lunch room where staff can take breaks away from the public eye? Is there somewhere you can store your personal possessions if you don’t have a desk? All of these things contribute to a harmonious working environment.

Motivation is an individual thing
Employers should know what motivates their staff and use that knowledge to build stronger relationships. People are motivated by different things and so it’s important to learn what motivates each individual if that’s possible and incorporate that into your overall leadership strategies.

Take the time to get to know what motivates each member of your team. Having a staff suggestion box is a great way to get ideas and suggestions. Motivations change over time and if you want to keep your team working at peak efficiency, it’s vital that you learn what’s important to them.

Recognition and rewards
Staff have to be acknowledged and rewarded for the good work they do. Financial bonuses are always great if they are available -- but they’re not your only option. You could have an employee of the week or month plaque that is presented and then displayed on the wall for everyone to see. Acknowledgement for most improved staff members could be another idea. When staff do something wrong, managers are quick to admonish them so they should be just as quick with their praise, in whatever form they choose. Like motivation, your team can also suggest great ideas on what works for them.

Scope for advancement
Most people don’t like to feel trapped in a dead end job. Internal promotions should always be considered before advertising externally. Staff are more motivated to excel in their work if they have a vision for the future growth and development.

If you’re not seen to be actively supporting your staff, you can’t expect them to perform at their best. Everyone wants to feel appreciated and to be a part of a team. If you do that, you can’t lose.

 

 

 

  • Management must describe the job description of each new person and trained them accordingly.
  • Need to plan the work according to job requirement 
  • Need to motivate the staff
  • Coaching and training should be prearranged 
  • For the purpose of well coordination among the staff management should developed the strong communication system that reduced the walking millage and which interlinked the all employees with each others.
  • advancement of communication system.(networks)
  • Some hints which lead to make better understanding regarding the Assignment

Dear Students Take Ideas from each other and solve yourself.......Assignments are not for getting solutions only....they are NITRO for your study to boost up your thinking capabilities....If you present a self made Solution ....even if it is wrong....u will get some marks for attempt.....

MGT501

Self-Directed /managed Work Teams:

A self-managed work team is a formal group of employees who operate without a manager and are responsible

for a complete work process or segment that delivers a product or service to an external or internal customer.

This kind of team has control over its work pace, determination of work assignments, etc. Fully self-managed

work teams even select their own members and evaluate performance.

As a result, supervisory positions take on decreased importance and may even be eliminated.

 

Cross Departmental Team

Cross-departmental teams work on simpler tasks, and their membership fluidity is high, which means that

members come and go over time. Process teams, which address complex tasks, have highly fluid membership.

 

Process Teams:

Today's team-based organizations rely mainly on process teams, which do not have departmental affiliation but

function independently to undertake broad organizational-level process improvements. In many cases,

organizations that implement process teams then partially or totally disband their traditional departments. Self managed

teams (SMTs) are process teams of employees who have full managerial control over their own work.

Functioning without outside supervision, they have the power to manage their own work and to implement their

own decisions.

A team leader within the SMT provides internal facilitation to remove work obstacles and obtain needed

resources. As a team, members coordinate and cooperate with other teams and individuals who are affected by

their decisions and activities. Using SMTs requires a total change in organizational structure; not surprisingly,

lack of commitment is the common reason for failure.

 

How Can a Manager Reinvigorate a Mature Team?

a. Effective teams can become stagnant.

i. Initial enthusiasm can give way to apathy.

ii. Time can diminish the positive value from diverse perspectives as cohesiveness

increases.

iii. Teams don't automatically stay at the "performing" stage.

iv. Familiarity and team success can lead to contentment and complacency.

b. Mature teams, also, are particularly prone to suffer from groupthink.

i. Mature teams early successes are often due to having taken on easy tasks.

ii. As time passes, the team has to begin to tackle the more difficult issues.

c. What a manager can do to reinvigorate mature teams, four suggestions.

i. Prepare team members to deal with the problems of team maturity.

ii. Remind team members that they are not unique.

iii. Offer refresher training.

iv. Provide them with refresher training in communication, conflict resolution, team

processes, and similar skills.

v. Offer advanced training.

vi. Mature teams can benefit from training to develop stronger problem-solving,

interpersonal, and technical skills.

vii. Encourage teams to treat their development as a constant learning experience.

viii. Just as organizations use continuous improvement program, teams should approach

their own development as part of a search for continuous improvement.

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