Introduction
Having worked in a managerial position after college, this report will examine my personal learning on effective management practices in an organization. The model constructed in these practices is designed to give a clear insight into the details of planning and executing some management practices by integrating the various players within the workplace environment. The typical nature of management requires that critical decisions are made and carried out in a timely manner. Therefore, the management practices discussed in this self-reflection management essay emphasize the need for workers’ participation and it brings out in a broader sense, the roles of the manager as the key player in the decision-making processes of an organization.
Management
Management is the art of dealing with people with the intention of achieving certain specified objectives. Effective management is the process of organizing all organization’s resources including staff within the coordination function of the workplace leadership. The main objective of effective management is to create conditions within the workplace environment that nature the potentials of the workers while at the same time, challenges them to produce more results on quantitative and qualitative values. For an organization to operate at its optima, the manager is required to be at the forefront of the organization’s activities right from planning to implementation of the organization’s goals. This discussion therefore illuminates the desires qualities of a manager as well as his roles ineffective management
Effective management practices: from my own reflection projected to produce an action plan.
Managerial work is increasingly becoming challenging due to the rapidly changing work environment that makes it more complex to carry out most theoretical boardroom decisions. Since effective management is based on how well the manager uses his leadership ability to organize and coordinate workers at various positions in the workplace, the manager of modern-day organization has to tackle a number of responsibilities arising due to the need to organize a diverse team of people who may not be sharing the same aspiration or even ambitions. In this situation, there is only one thing that makes the task easier and systematically attainable, a working model or plan of action. The plan of action is the framework upon which the company’s objectives are set. The leadership role of the manager influences various facets of the organization. In particular, the manager needs to be assertive and offer challenging tasks to the employees. Management takes into consideration the planning of the organization’s activities by properly devoting the right time for the right activity. Since time is one of the most vital resources that an organization has at its disposal.
Time management
Time management is achieved through designing of working schedule with roles and duties assigned to each worker that cuts across the board. It shows when who is supposed to do a certain specified work and it clearly gives even the station where the task is best carried out. This way the management makes the workers accountable and more efficient in their work.
Stress management
Stress management among the employees is another important aspect of effective management. As the employees continue to dissipate their energies on the company’s duties, some may be worked up, others may get fatigued while others may just lose their productivity due to monotony and boredom. Consequently, it becomes necessary to put up provisions in the working model that allows for variations caused by these inconsistencies. (Alvesson & Willmott 1998)
Trust
There are many competencies available to any organization. However, the choice of a set of any particular competency depends on the model of planning of every manager at personal level. Hence, in my opinion, the workplace environment has highly influenced the way I socialize and work with people. Over the years, experience with customers and staff has taught me a number of lessons some of which I wish to discuss with you in this essay. Since much of the models lead to good success, it is worth noting that confidence in handling of customers, honesty/trustworthiness and ethics. Ultimately, the ability to achieve much success was due to personal consistency. The manager also needs to be flexible so as to be able to effectively provide oversight on all the activities going on within the organization. Understanding the staffs’ demands also counts toward effective management practice since the employees would be totally devoted to the activities of the company when they realized that I appreciate their efforts (Guirdham 1990)
Herzberg’s two-factor theory which is synergized by Maslow’s theory of human needs in some order, pointed out to me that if I would reward the employee’s labor with items (not necessarily money) that they needed the most at any particular time, then they would be more committed to the plans of the organization thus yielding more output. I sought to find out how individual needs act as prime motivators of specific employees before projecting the observations to the rest of the employees only to learn that even in groups, staff may be motivated by monetary rewards but the response to every kind of motivation factor is unique to individual workers (Premuzic 2007)
Flexibility
The flexibility introduced in the system is basically meant to allow job rotation in order to maximize satisfaction per worker. Herzberg identified routine as one of the hygiene factors that lead to no satisfaction leading to low morale and poor staff performance. In my observation backed by (Premuzic 2007, p. 121), “too much policy” also hinders the productivity of the workers. Similarly, the staff members are likely to find limited security in the job simply because they acquire skills over time and may need promotion or do the same job better at a high wage. Consequently, my plan of action was formulated from my previous knowledge as a manager at the department of health institute for nursing.
Worker motivation
Pay hike is attached to specific targets of quality and quantity turn over by the employees. So, in this particular scenario or example, in the next financial trading period an equal opportunity strategy exists in their schedule and it allows them to exploit their strengths for their own benefits. Besides, I deliberately use complementary and fringe benefits to trap more of their attention to be dedicated to the work of the company. In my previous position as a manager, I discovered that employees with poor attitudes towards work are those that have low morale and have been beaten down by vain attempts to overcome stress in the workplace caused by rapid changes in the manner of products’ presentation. Such people always need many compliments,” thank you” notes than monetary rewards for their input (Alvesson &Willmott 1998).
Measuring achievement
While estimating the probability of attaining objectives in the proposed plan, I would be keen on keeping a multitasking model for the employees in any small department with an increased percentage of additional work done per given time period. This is generally aimed at improving the productivity in each unit or department while at the same time enabling the employees to explore their skills and their talents for the good of the company. In attempts to tackle monotony and boredom, the model allows for sponsorship of staff who has served well after some specific period to advance their knowledge in any field of their interest. In return, there is a more than 50% guarantee of promotion. The main reason for making this provision is to make the employee more diversified in both knowledge and experience so that they can enjoy extensive horizontal production. This is definitely a remedy for rapid changes occurring daily in the market due to the effects of globalization locally and abroad (Goleman 1998)
Development opportunities
In yet another controversial aspect of the structure, the use of groups is critical to carrying out the plans of the company. Therefore, a careful selection of people that would go into each group per department is provided to a maximum of six persons. Each group is also given their target that applies only to it dependent on every member’s achievement. If a member of staff achieves well at individual level and the group does achieve on its targets, that particular person’s responsibility is recognized by gift rewards besides crowning him or her as a leader (this could be in the order of silver or gold or diamond depending on their weighted scores)In the short time that I have stayed in this organization, as a manager I find it usually attractive to work with small and big groups providing essential health services to the community (Mumford &Gold 2004).
The sensitization program may only be viable if nurses and the rest of the crew go out in teams. The capacity of the van and a team is worth the fuel just like having a single person working door-to-door services. It is interesting to learn that this model allows for vertical growth as well. The rewards schemes are tailored towards meeting the employee’s highest good. In the theory of Maslow’s hierarchy of needs, as the employees serve in the organization, it is their concern to attain their highest ambitions. While it would be unrealistic to claim that as a manager the company promises everyone his or her career goals, it suffices as it is in the model, to issue rewards that appeal to particular employees’ way of life and natural aspirations. For example, I recommend send-off packages for retiring and long-serving members, which comprises of art collection as well as entering their names in the company’s hall of fame (Premuzic 2007).
Conclusion
As a manager of the female department in health affairs, I observed that employees quit companies that fail to check on the security of their workers in the future. My staff used to argue that welfare and pension are common and it is never enough. Moreover, the pride associated with having awards and souvenirs from a reputable organization is much more satisfying in the long run.
Reference
Alvesson, M., & Willmott, H.,1998, Making Sense of Management. London: Sage.
Goleman, D. (1998). Emotional Intelligence. London: Bloomsbury.
Guirdham, M.,1990, Interpersonal Skills at Work. New Jersey: Prentice Hall.
Mumford, A., &Gold, J.,2004, Management Development: strategies for action. (4th Edition). London: Chattered Institute of Personnel and Development.
Premuzic, T., 2007, Personality and individual differences. Malden, MA: Blackwell.
Appendix 1
Model of individual and Group operation scores and targets (sample):
Model of retirement packs and sponsorship qualifications (sample):