Effect of Strategic Human Resource Management on Organizational Performance

In the modern world, businesses have gradually become conscious of the significance of aligning human resource practices to company approach and performance. This new knowledge is a critical aspect in the performance of businesses. Business effectiveness is a repetitive theme observed by academicians, advisers and experts. The recurrent and inexact variations, greater competition between businesses, the necessity for constant inventions, superiority improvement and cost decrease force businesses to face the trial of improving their effectiveness and subsequently their performance. Strategic human resource practice is now an actual structure that appeals, advances, inspires, and preserves employees to guarantee the operative implementation and the endurance of the corporation and its associates.

Strategic human resource management and performance

Strategic human resource practices has turned out to be an important ground of research, this new attention on the study has enabled the growth of innovative tactics in managing businesses and human resource (Wright et al., 2017). Effecting human resource practices to organizational tactic stresses the need for human resource strategies and approaches to be framed within the framework of general organizational approaches and goals. It also requires the company to be receptive to the shifting nature of the organization’s external background (Mazur, 2014). It is a tactic which needs clarification and adaptation by specialists to guarantee the most appropriate fit amid human resource corporate approaches and strategies.  Strategic human resource practices relate to precise practices, formal strategies, and viewpoints that are intended to appeal, progress, inspire, and preserve workers who guarantee the actual operational and endurance of the business (Ulrich, 2014).

 It allows strategic judgments to be made that have a key and long-term influence on the conduct and accomplishment of the business. This is done by guaranteeing that the business has the capable, dedicated and well-motivated workers it requires to realize competitive lead (Wright et al., 2017). A strategic human resource practice is an effectual role that gets by with environmental fluctuations. It openly and ultimately profit companies since it alters inactiveness into inventiveness, conducts organizational objectives plainly and inspires the participation of line supervisors (Mazur, 2014).  Strategic human resource practices positively sways firm performance since it causes organizational interrelation, an employee spawned interaction that pushes a corporation headlong, allowing the business to react to its environment while still continuing to grow. A good illustration of this is with Coca Cola Company, the leading soft drink company in the world which is known for its excellent human resource management. There are strategies that can be used to ensure effective human resource management for the success of an organization.

Training and education

Motivating employees is a critical element to help improve performance in an organization; this can be done through good remuneration and recognition (Mazur, 2014).  Other means of motivations are also important for instance, creating a work setting build on fairness and respect. Coca Cola makes it a primacy to ensure that all workers within the organization are respected and also comfortable. The company has formed a work setting where its workers can shine and also acquire improved abilities which is what helps improve their performance. The company offers all its workers learning and advancement programs through the Coca Cola University (CCU), which offers numerous courses through online learning, lecture halls and field training (Fritz et al., 2010). The Coca Cola curriculum focuses on management, human privileges, marketing, integrities and compliance among many other important growth elements.

Coca Cola also motivates its employees to grow by offering them compensation to help them get any level of education at any accredited institution (Fritz et al., 2010). The employees are permitted to study from other online learning institutions other than CCU and they regularly take part in any external training programs as well as symposiums, which greatly helps improve their talents and aptitudes (Yadav et al., 2013). In order to interest and maintain the finest employees, Coca Cola greatly devotes in staff advancement programs with a stress on in-house talent control, management growth for supervisors and workers performance organization.

Employee commitment

Commitment of employees is a significant element that contributes to staff motivation. To guarantee that workers do not feel unsatisfied or uninvolved, it is imperative for corporations to use staff commitment programs which help the employees to feel appreciated and also involved in the evolution of the business (Boon et al., 2018). For Coca Cola, commitment of workers is a vital element which has greatly contributed to its success. The company holds regular channels of communication with its workers and also frequently form employee assessments and illustrative groups (Fritz et al., 2010). This helps the employees to communicate their views about various issues within the company and the company effectively looks into them to ensure that everything runs smoothly for its success.  Coca Cola Company also uses employee exchange programs where an employee from one country is referred to a different country to acquire and derive cultural intuitions (Yadav et al., 2013). The company also offers some enticements for instance free Coca Cola drinks, flexible working schedules, discounted gym membership and many other health as well as personal welfare benefits.

Payment and rewards

One of the key elements that contribute to keeping employees happy is fair remuneration. It is very important for employees to receive equal and also fair payments in order to interest and even preserve the finest workers (Ulrich, 2014). Coca Cola has been rated to offer the most competitive pays in the beverage sector which is one of the motivating factors for its employees (Fritz et al., 2010). There are elements that should always be reflected on to help come up with sufficient packages for workers. Other than the financial compensation, it is important for companies to consider offering retirement income, medical and holidays allowances which are also imperative elements of worker reimbursement. Coca Cola guarantees that there is regular benchmarking of its reward programs conducted by a group of nobles who are the key players in both native and international markets (Yadav et al., 2013).

Performance management

One of the key areas that require focus in a company is performance management, in order to ensure that employees execute at their finest. Debates and responses are very significant in the management of employee performance, this is what helps to guarantee that workers are conscious of their work objectives and that their individual and structural objectives are affiliated (Ulrich, 2014). Management of performance also aids in identifying any breaches in talents which are later on filled in through proper training. Coca Cola Company has its performance review system, which includes the mid-year and end year job debates between the workers and the organization (Fritz et al., 2010).  It offers the employees and chance to evaluate their yearly performance in contrast to the set aims and purposes. These debates are important because they give the management and the employees a chance to discuss matters relating to training and development. It allows for the chance to sketch a proposal for training and improvement of the employees based on the reviews of the discussions (Fritz et al., 2010). This is an effective system that ensures consistent cycle of discussion and feedback and it helps the company to identify any types of breaches and permits their fulfilment through training.

Diversity and inclusion

Diversity is a key motivator of growth most especially in the contemporary fiercely competitive universal market. The corporations that want success in the universal market must support diversity in the manner that they act, reason and even revolutionize (Wright et al., 2017). Coca Cola believes in diversity which is one of its global missions. It has recognised the importance of diversity and uses it to grow its business (Yadav et al., 2013). It is this diversity that has fostered success for the company because people with different aptitudes help to generate different concepts which help beat competition. Coca Cola is a company that has remained dedicated to the formation of a work setting where every employee feels involved and is also offered equivalent chance of advancement and expansion.

Human resource management is a dominant component to outstanding performance for businesses. The more capable and well controlled a business’s human resource is, the easier it is for that business to accomplish resilient performance as well as output. Coca Cola is a good example of a company that has effectively used the power of human resource management to become the most successful companies in the beverage business around the globe. Offering its employees a chance to grow through frequent training, a chance to increase their education, fair payments and rewards, engagement and inclusion has greatly contributed to its continued growth.

References

Boon, C, Eckardt, R, Lepak, DP & Boselie, P 2018, ‘Integrating strategic human capital and

strategic human resource management’, International Journal of Human Resource Management, vol. 29, no. 1, pp. 34–67, viewed 27 June 2019, <http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=128358334&site=ehost-live>.

Fritz, K., Kaestner, M. and Bergmann, M. (2010) ‘Coca-Cola Enterprises invests in on-

boarding at the front lines to benefit the bottom line’, Global Business & Organizational Excellence, 29(4), pp. 15–22. doi: 10.1002/joe.20325.

Mazur, B 2014, ‘Sustainable Human Resource Management in theory and practice’,

Economics & Management / Ekonomia i Zarzadzanie, vol. 6, no. 1, pp. 158–170, viewed 27 June 2019, <http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=96714070&site=ehost-live>.

Ulrich, D. (2014, August 1). A New Mandate for Human Resources. Retrieved June 27,

            2019, from https://hbr.org/1998/01/a-new-mandate-for-human-resources

Wright, C.F., Wailes, N., Bamber, G.J. et al. Employ Respons Rights J (2017) 29: 247.

            https://doi.org/10.1007/s10672-017-9308-2

Yadav, P., Stapleton, O., & Van Wassenhove, L. (2013). Learning from Coca-

Cola. Stanford Social Innovation Review, 11(1), 50–55. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=84369882&site=ehost-live

Table of Contents

1       Introduction. 5

2       Roles and Responsibilities. 5

3       Process Improvement Triggers. 7

4       Documenting the Process Improvement. 8

4.1         Problem/Opportunity Statement. 8

4.2         Root Cause. 8

4.3         Owner. 9

4.4         Improvement Plan. 9

4.5         Success Criteria. 10

Introduction to the Process Improvement Plan Template

Process Improvement is a function of Quality Management. The goal of Process improvement is to provide for continuous improvement of the various processes used to manage the project and product development throughout the project lifecycle. This is achieved by defining and adopting quality management-specific standards and practices, including periodic assessment, monitoring, and correction of the core project management processes followed by the project. The Process Improvement Plan describes how the project will evaluate the overall effectiveness and efficiency of its processes, how it will take advantages of improvement opportunities, and how it will correct deficiencies as they are discovered.

This process improvement template with instructions contains directions for properly completing a Process Improvement Plan.  Additional hints, examples and suggestions are included within each of the template tables where key information is recorded.

Template style conventions are as follows:

As you complete the template, please remember to delete all instructional text (including this section) and update the following items, as applicable:

• title page
• version history
• table of contents
• headers
• footers

Update the document to a minor version (e.g., 1.1, 1.2) when minimal changes are made and a major version (e.g., 2.0, 3.0) when significant change are made.

Project Sample Library:

The CA-PMF has a Project Sample Library that contains real-world project artifacts from approved projects that you can reference to help you complete CA-PMF templates. Visit the CA-PMF website to access the Project Sample Library.

Interdepartmental Process improvement plan

Brainstorming using the Interruption Model

Introduction

The Brainstorming project using the Interruption Model was initiated by Company X with the aim of improving relationships among employees in order to generate new ideas as a way to enhance performance within the company and enhance customer satisfaction with the company products and quality of services offered. The project involves the development of effective brainstorming groups in different organizational departments with the common goal of finding the best solutions for challenges that affect the quality of production as well as make processes run as efficiently as possible not only in different departments but throughout the entire company. The improvement processes involved in the plan will be implemented in different stages of the plan depending on the stage in which the plan has reached and the cycle will be continued after completion of the project to ensure sustainability of the desired outcome achieved from the process improvement plan. It will therefore lay out the steps that need to be followed when identifying challenges or opportunities to exploit; brainstorming on the most applicable approach; and implementing the appropriate course of action depending on the ideas generated.

Process Boundaries

            The Brainstorming using the Interruption Model will consist of two processes that target all departments within the organization and the entire company in general. The process improvement plan will focus on the relationships between customers within the organization and how their interactions can be improved to assist the company in improving the quality of production as well as resolving customer conflicts. In relation to employee interactions, the project will focus on improving the lines of communication as well as giving every individual a voice in determining the nature of processes engaged in by the company. In regards to resolving conflicts and taking advantage of opportunities in order to improve the quality of processes, the project will focus on engaging employees in ideal idea generation tactics so as to only implement the most suitable approach in the company processes. Since employees are the direct link between the company and its customers, their contribution will greatly enhance the processes at Company X and the boundaries for the process improvement plan are as mentioned below;

Identifying challenges and opportunities

• Start- the identification of challenges and opportunities process starts immediately customers make a complaint regarding the company product or services or when an opportunity is identified through the company’s market analysis
• Completion- The process will be considered complete once the conflict has been resolved to the customer’s satisfaction and appropriate measures have been taken to ensure that the conflict does not occur again in future. In relation to opportunities, the process will end once the company is able to benefit from the opportunities created and no more benefits can be achieved.
• Inputs- The inputs for conflict resolution will comprise of an outline of the cause of the conflict, its impact and the steps taken to resolve it. In regards to opportunities, the input will comprise of the nature of benefits to be achieved and their impact on the company.
• Outputs- the outputs for identifying challenges and opportunities will be a list of conflicts that the company is required to resolve as well as possible opportunities that could be beneficial for the company processes if implemented.
• Data required- When resolving conflicts, the data required is the nature of conflict being addressed, its cause and duration and its impact on the customer as well as the company. In regards to opportunities, the data will comprise of nature of opportunity, the likely impact it will have in improving quality if implemented and the cost of exploiting the opportunity.
• Process owner- The process owner is the overall department manager for Company X.

Brainstorming

• Start- The brainstorming process starts immediately the department manager hands in a conflict to be resolved or an opportunity that can be exploited is identified.
• Completion- The brainstorming ends once the team has reached the most appropriate solution for the conflict or the most ideal approach to exploit the opportunity has been identified.
• Inputs- the inputs will consist of ideas from different members of the teams selected for the brainstorming process
• Outputs- The outputs will consist of a possible solution or the best and final approach that will be implemented as part of the processes to assist the company in improving its overall processes.
• Data required- the data required is the nature of conflict or opportunity, the number of brainstorming sessions needed and the most acceptable possible outcome from the process.
• Process owner- The owner of the process is the overall department manager for ompany X

Process Configuration

            Since conflicts resolution and exploiting opportunities will rely on brainstorming, the metrics will be relatively similar as shown in the figure below. Company X has relied on department heads to resolve conflicts, identify opportunities and come up with ways to exploit them as part of its operational processes. While the approach has had ideal results, the introduction of brainstorming is likely to improve the processes at the company as it will bring in more ideas from different individuals within the company. Rather than relying on the ideas from department heads, the process improvement plan will bring in suggestions from other employees where brainstorming will give each member an opportunity to issue their contribution.

Targets for improved performance

Customer conflicts and lack of exploiting available opportunities greatly hinder the processes engaged in at Company X. This project however aims to improve the processes at the company by ensuring that conflicts are resolved as fast as possible and that opportunities are taken advantage of in a way that improves the overall processes for the organization. As shown in the chart below, the metrics will indicate the likely outcomes that could be achieved from the process improvement plan.

Since decision making is reserved for top management and departments head, the concept of brainstorming will be new to Company X and will therefore rely on proper implementation if it is to be successful. If successful, the company will able to resolve customer conflicts in as little as 30 minutes thereby addressing the needs of the customer as appropriately as possible.

Sponsor acceptance

Approved by the Project Sponsor;

                                                                                                Date:                          

<Project Sponsor>

<Project Sponsor Title>

Plan to foster growth and development of groups

            The team is going to be a big team since the company is growing rapidly.  The fact that the whole team is made up of minor teams that are referred to as cliques such as the productivity team, a gaming team, a mobile team and other teams, this shows that the team is a large team. These sub groups are within the large group and share the same goals, values and expectations.  The main aim of forming these teams is for the business to perform effectively, groups have always been necessary in order to complete certain tasks (Hughes et al., 2015). In our organization certain groups will be responsible in developing different software. The tasks carried out in the organization are likely to be additive tasks, where the output of one group will be combined with the output of another groups in order to complete a certain task. The roles of the groups are going to be task roles where the group members are expected to finish tasks assigned to them.

            Social facilitation will occur in the sense that the employees will increase their performance since they are made to be part of a group and they actually feel that their individual contribution matters. Social loafing is not likely to occur since the groups will not be too large that the members are not familiar with each other thus they will not feel less responsible for the performance of the group. Training of the team member is highly needed in order for the team to perform effectively (Hughes et al., 2015). Also recognizing the efforts of the team members individually and as a team will help in increasing their performance.

            Facilitating trust among the group members will be very important. Trust is important and contributes to cohesion which is the glue that hold the team members together and creates a sense of belonging. When group members trust each other, it becomes easy for them to form an interpersonally connection (Hughes, et al., 2015). Trust is the distinguishing factor between transformational leaders and charismatic leaders. In order to foster trust among the group members leaders will have to be trained to be true transformational leaders who will establish trust by taking into account the values of all the group members instead of forcing their own value on the group members. Also, the leaders will have to behave in an ethical manner in order to build trust among them and the group members. Trust among the group members will also be enhanced when the group leaders show much knowledge and expertise on the subjects and projects that will be discussed in the groups (Hughes, et al., 2015). Trust is not something that is developed at once but something that develops overtime.

            To increase the group’s performance, they need to be motivated. The first approach of motivating the group members is Needs approach which can be done through Maslow’s Hierarchy of Needs where the needs of the group members will be organized in the shape of a pyramid starting with physiological needs and moves upward to other needs that are not extreme (Feist, Feist, & Roberts, 2013).  The second step of motivation is Empowerment which will include the group leaders handing over the responsibility of overseeing minor tasks to other employees while they focus on other larger tasks. Managing the groups will be done through the group leaders who will be in charge of critically evaluating the all the group members. In order to effectively manage the groups, the groups will be occasionally be subdivided into sub groups (Janis, 1983).

References

Feist, J., Feist, G. J., Roberts, T. A. (2013). Theories of personality (8th ed.). New York, NY:         McGraw-Hill.

Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2015). Leadership: Enhancing the lesson of          experience. New York: McGraw-Hill

Janis, I. L., (1983). Groupthink: Psychological studies of policy decisions and fiascoes. Boston,      MA: Houghton Mifflin.

Business and Management

Smit's semi-hands on approach of leadership is an effective approach that enabled the workforce to bring new innovative ideas and as a result, they improved the Eden project, the workforce created a close relationship, and they improved the overall effectiveness of the project. Smit's approach can be likened to my workplace approach which is the team approach.  My organization uses the team approach by bringing a group of people together to make decisions and plan development projects. The interdisciplinary team is made up of people from different backgrounds, and people with different skills and knowledge (Wildenauer, 2015). The collaboration brings superior results than a single individual could bring. In my workplace, the manager presents the functional interest and the group members play roles in defining problems, and solve problems by generating more ideas and cost-effective solutions.

 The most important benefit of the team approach is that it enhances group brainstorming and through sharing ideas, the organization becomes more productive and efficient. The team approach allows the group of people to combine the talents, establish common goals, share information, and strengthen organization relationships (Wildenauer, 2015). The team approach builds group cohesiveness which then results to a positive relationship and group performance.  Wildenauer (2015) asserts that  factors that influence positive outcomes while using  the  team approach are  effort norms- the ability of the group to  devote sufficient time to  participate  in meeting and  identifying  problems, and  cognitive conflict- allows the group members to  solve the problems in a better way  through  open discussion and use of  varying ideas and opinion. The last factor that enhances task performance and cohesiveness is knowledge and skills- the group members share skills, knowledge, and experiences thereby complete the task in an effective way (Wildenauer, 2015). The Smit's approach allows the group members to participate in management activities and as a result, the members build mutual respect, provide solutions to a crisis situation, and improves the organization. Similar, the team approach allows the group members to participate in the day-to-day operations and by working together, they develop strong relationships, and work toward the success of the organization.

Reference

Wildenauer, M. (2015). Towards a Team Approach to Understanding Board Effectiveness. Journal of

Business Systems, Governance & Ethics, 10(1), 37–51. Retrieved from

http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=115790663&site=eh

ost-live

 Changes that have occurred in SafeWork SA

Many changes have occurred within the SafeWork SA program since the year that it was established. Most of the changes that have occurred have been in regard to restructuring of the program in order to make it more effective. When the program was created in the year 2009, it was only one system whose role was to ensure safety for employees in order to avoid workplace injuries. This system was later on in the year 2016 found to be insufficient and hence a division of the operational system into two equal operational units ‘the regulator’ and ‘the educator’ (SafeWork SA., 2019). The regulator unit is made up of industry teams and it is solely staffed by inspectors. The educator unit on the other hand contains a group of work health and safety consultants a well as a communications and community engagement team. This separation of compliance is significant because it helps the regulator to focus on ensuring that the laws are not getting breached and to ensure that in case of breach, correct enforcement action is taken (SafeWork SA., 2019). This system model allows the educators who are not necessarily inspectors to concentrate all their efforts on providing support to work places. This system model ensures that people receive practical support and advice on how to deal with legal work place safety issues.

Another change that has occurred is in regard to technology. The program has changed its operations by adopting the use of technology and doing away with paper work (Blewett & Dorrian, 2012). The internet and other technological advancement have greatly helped to ease operations in all sectors of the world. SafeWork SA is a program whose operations are conducted electronically making it very easy for every person to reach out to the program on any work place safety related issue.

The program has so far come up with different sections that relate to work place safety for instance; discrimination, bullying, diseases, air quality and heat exposure among many others (Blewett & Dorrian, 2012). These categories allow for every issue relation to work safety to get dealt with individually. These categories have made it very easy for the program to handle and deal with diverse work safety issues that employees deal with in a more distinctive manner. This has also made it much easier for the program to come up with distinctive legal acts that help deal with each work safety problem which has greatly helped eliminate the issue of generalization which at times is biased.

Limitations of SafeWork SA and guidelines to ensure its effectiveness

SafeWork SA has faced major challenges in trying to prove its worth in the Australian Society. Organizations for one always feel threatened by the existence of the program, in that it seeks to understand the safety measures that have been put in place by these organizations to ensure employees’ safe and fair work environment. SafeWork SA is a program that is largely devoid of a suite of coherent, logical and structured policies. Staff performance management within the program has over the years been absent.

 The program has had very poor understanding of its own risks and it has always operated in a toxic culture where there is a divide between the executives and the inspectors (Independent Commissioner Against Corruption., 2018). The practices, policies and the procedures that are expected to exist to help address the real risks of corruption, misconduct and the overall administration practices are missing. The program staffs are largely left to their own devices and the overall oversight of the program is poor. SafeWork has significantly suffered from continual change in regards to leadership and direction and this has greatly affected its output. It has been the subject of many reviews which has led to significant damage to its reputation (Independent Commissioner Against Corruption., 2018).  Staff discontent, a number of failed prosecutions and adverse comments on the program has negatively impacted n the program and overall staff morale. This is very unfortunate given that SafeWork SA is a program that is largely comprised of individuals that are passionate about the concept of work safety and have that genuine desire to reduce incidences of workplace injury.

In order for SafeWork SA to effectively carry out its role in the standards that are expected by the society, it is important that the program operates effectively and efficiently. The staff of the agency should be alive to the risks that they are prone to in their work and the policies as well as the procedures should be a model for other similar programs. The inspectors should have an excellent understanding of their field and be capable of addressing the broad range of issues that can arise (Independent Commissioner Against Corruption., 2018). Knowledge should be shared throughout the agency to ensure that its functions are discharged appropriately and the resources should be managed effectively to maximise the impacts of the agency.

Policies and procedures within SafeWork SA should operate within a documented framework which sets out the manner in which the policies are drafted, reviewed, approved and disseminated (Independent Commissioner Against Corruption., 2018). These policies as well as procedures should also be frequently reviewed to ensure that they remain relevant and promote efficiency of the program. The program should ensure that the staff adhere to the approved policies and procedures, the management should not in any way condone work around which abandon the program policies (Independent Commissioner Against Corruption., 2018).

Overall Effectiveness of SafeWork SA and Potential Future Directions

SafeWork SA has so far been effective in ensuring safe work place for employees all over South Australia. SafeWork SA main aim as a program is to ensure safety of employees at their work place, by working with employers as well as other labour agencies to provide work activities that minimise the impact on work time and commitments as well as family time (SafeWork SA., 2019).  The program has six work sites, five country locations and over 240 employees distributed all over the country which greatly help the program to expend its services to all individuals within Australia.  With its distributed work sites as well as its online operations, it has become very easy for every individual to be able to access their services, which has greatly enhanced its effectiveness.

The program has been effective in doing this by setting a good example for the labour sector where its workers get an input into the direction and type of activities that they see fit to help ensure safety at the work place. This is conducted through a survey that the program conducts every six months, the survey helps to gauge the health interests as well as health issues of workers in their various sectors that are important to them. Through this survey, SafeWork SA is able to understand the problems that their workers go through in various sectors and they are able to come up with effective plans to help deal with these issues (Blewett & Dorrian, 2012).  The information acquired from the survey helps to guide the program in making decisions on the well-being activities that are best suited for various groups of employees and this as greatly contributed to the effectiveness of the program.

SafeWork SA has had great success since its establishment, just eight years after the program was established, and it has successfully continued to update the tactical Work, Health and Safety (WHS) efforts of the labour force controllers, trade unions, governments and the various establishments. The program has guaranteed investor’s commitment to the vision of wellbeing, safe and industrious working lives as well as the recognized results and nation-wide objectives that have greatly impacted healthy working life for many in Australia (SafeWork SA., 2019). The country has so far witnessed a 30% decrease in the rate of employees’ work place injuries since the program was established which greatly illustrates the success of the program (SafeWork SA., 2019). Most stakeholders consider SafeWork SA as effective in fulfilling its purpose in ensuring safety for employees arguing that it has greatly helped improve employee output.

References

Blewett, V., & Dorrian, J. (2012). Partnering for workplace health and safety. Work, 41,

            2753–2756. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=71928539&site=ehost-live

Independent Commissioner Against Corruption. (2018). Evaluation of the Practices, Policies

and Procedures of SafeWork SA report. Retrieved from https://icac.sa.gov.au/evaluation/safework-sa/report

SafeWork SA. (2019, April 24). SafeWork SA. Retrieved from

            https://www.safework.sa.gov.au/

                                                            Introduction

            Total quality management as well as strategic planning is perceived to have the potential of providing a business with tools and equipment that will enable it gain competitive advantage. The reason for that is because the essence of total quality management mainly focuses on the goals of the organization on the system of quality as well as meeting the needs of the potential customers. As a result of that, it implies that strategic planning will have to be considered as being the ultimate tool that will assist the enterprise to that the capacity of prioritizing its efforts in implementing total quality approaches (Tetteh & Uzochukwu, 2015). Ideally, total quality management will be one of the approaches that are used by business organization in improving quality as well as meeting the needs of clients via controlling process. Therefore, the production approach to be used will have to take into account mutual participation. As a matter of fact, process controls, quality improvement personnel, and measurement will aid in identifying flaws that exists in the production process as well as the areas that demand improvements (Ron & Nevan, 2012).

                                                            Discussion

            Nonetheless, the general quality management process that will have to selected by the organization will have to take into account Six Sigma. Due to the fact that the enterprise might be encountering strong growth or development in all its business, it is crucial for the management authority to support such a growth as well as scalability that will have to be maintained through various quality initiatives (Erick, 2014). What this implies is the fact that Six Sigma is one of the approaches that will ensure that the enterprise moves ahead in terms of growth with emphasis on quality management. In the process of using the Six Sigma approach, it will be easier to eliminate all inefficiencies, enable the organization to attain highest levels of quality and accuracy, and ensure vast improvements in operational competence (Salah & Rahim, 2018).

            On the other hand, in order to be in the position of implementing this process, the management authority will have to understand that it will take various steps and conditions to have to be fulfilled. First, it is imperative for the organization to ensure that they have secured support for the top management team so as successful implement the Six Sigma. Ideally, the management authority of the organization will be forced to extend fiancés as well as other resources and guide organizational workers. The impact of this is that it is the one that will ensure that entire organization is finally in a chronological way (Charantimath, 2012).

            Secondly, it is important for the management team to ensure that they have acquired concrete infrastructure that will facilitate effective implementation of such an initiative. Furthermore, it should be understood that such an infrastructure will have to be supported by the use of receptive organizational culture which in return facilitate maximum support from the workers. On the other hand, for the organization to ensure that its workers have become more and more receptive as well as expand their cooperation, the management team will to clarify concerns, apprehensions, and doubts of the workers (John, 2003). The same approach will have to take into consideration the need of explaining the benefits of such an initiative to the workers.

            Conversely, the roles and duties will have to be assigned to decisive workers in the business. The reason for that is because assigning critical duties will have to take into account the need of altering or changing the full-time roles of few critical workers. Typically, the roles to be assigned to each employee will incorporate the Six Sigma champion and financial analysis. In some occasions, extra responsibilities will be developed as the operational activities continue. The reason for that is because the necessary roles and duties will have to be determined or evaluated by the Six Sigma team (Mukherjee, 2006). In addition to that, such an initiative will be residing with the management team as a single function that is separate from the already implemented initiatives.        

            Furthermore, so as to be in the position of implementing the Six Sigma, the management authority will to take into account the importance of using other tools, for instance, Six Sigma template, equipment management log, and total quality management guide. The reason for that is because these methodologies have been noted to have the ability of guiding the Six Sigma process in improving the operations of the project. Measuring or determining innovation is not an easy task. Rewarding innovation is something that has been realized to make compensation to be a tricky activity (Mohanty, 2008). Managing those who participate in innovation activities is also another challenging exercise. Therefore, the management authority should have to understand the fact that creative individuals at times can pull back in a working environment in which they are need to follow instructions and standard processes. The reason for that is because in improving total quality of the organization, workers who are more comfortable in their workplaces are the most innovative asset to have (John, 2003).

            Nonetheless, it is the duty of the management team to recognize the dilemmas and exercises that are required to take care or foster the need of extending the Six Sigma approach to all areas of the enterprise. Therefore, what this implies is the fact that it is important for the organization to have the capacity of handling innovation and management simultaneously. In so doing, it means that it will be easier for the management team to manage the inconsistency that exists in separate department because of the different activities handled there (Charantimath, 2012). With each unit or department of the business, the management authority can take the opportunity of specializing in process oriented activities with the advantage of the Six Sigma efficiency. Likewise, to managers can concentrate in innovative oriented tasks without the need of taking into account the constraints that might exists in the process of using the Six Sigma (Tetteh & Uzochukwu, 2015).

            On the same note, in the process of using the Six Sigma approach, it is important for the management authority to ensure that they improved their innovative activities or the manner in which they seek new markets. Regardless of that, modern economic research indicates that innovative alone cannot have the ability of restraining processes. For instance, in case the organization decides to apply modern innovative activities, it is imperative for the management authority to ensure that they have implemented process management methodology that can enable them improve their patenting activities (Mohanty, 2008). In return, what this means is the fact that the same approach is the one that can make the enterprise to be more incremental in its day-to-day operating activities. The impact of this is that it will be easier for the organization to measure the innovativeness of each individual department in the process of meeting the goals of its establishment (Mukherjee, 2006).

            Despite that, it is evident that always individual teams will be compelled to seek advice from other businesses that have a better leadership role in total quality management, it is vital to evaluate the processes they integrate it with so as to enhance success. In return, it will be possible to incorporate the ideas gather with the ones that they have so as to be in the position developing business model that is adaptable. After that, in the process of identifying the approaches and tools to utilize, it is vital to educate the management team about the new processes approved to improve performance (Salah & Rahim, 2018). Such an approach will have to take into consideration the need of using quality management presentations as a means of educating as well as implementing the essentials of quality. The essentials of quality management will also be integrated with disciplinary protocols into daily activities. Ideally, the importance of this is that it will aid in providing outline for quality, principles, and business needs (Ron & Nevan, 2012).

                                                            Conclusion

            Taking into consideration the need of improving quality, it is vital for the management authority to implement the use of better quality management tools that offers them the capacity of prioritizing its efforts in implementing total quality approaches. Preferably, in the process of using the Six Sigma, it is evident that total quality management will be enhanced which in return will aid in meeting the needs of the clients. The production approaches and tools to be used in this case will have to take into account mutual participation. Quality and process controls, quality improvement personnel, and measurement will aid in identifying challenges that exists.

                                                            References

Charantimath, P. M. (2012). Total quality management. Delhi: Pearson.

Erick, J. (2014). Quality Management for Organizations Using Lean Six Sigma Techniques. CRC Press \

In Tetteh, E., & In Uzochukwu, B. M. (2015). Lean six sigma approaches in manufacturing, services, and production. Hershey, PA : Business Science Reference

John, S. O. (2003). Total Quality Management: Text with Cases. Routledge Press

Mohanty, R. P. (2008). Quality management practices. New Delhi: Excel Books.

Mukherjee, P. N. (2006). Total quality management. New Delhi: Prentice-Hall of India.

Ron, B.J & Nevan, W. (2012). Quality Beyond Six Sigma. Routledge Press

Salah, S., & Rahim, A. (2018). An Integrated Company-Wide Management System: Combining Lean Six Sigma with Process Improvement. Springer Press

Importance of quality management

The success of any organization greatly relies on its ability to maintain quality of production. As well as the relationship established among the organization, its employees and customers.  Through quality management, the company is able to design well-structured procedures and processes that should be followed if the company is to meet its overall objectives.  In the first stages of design and implementation, the company should start by setting up quality targets that will help satisfy customer wants and needs.  The company can then move on to the quality assurance and control process as a way of assessing whether the organization has enough resources to deliver the expected level of quality through its products and services.  When well designed and implemented, quality management ensures that the output delivered by the company and its employees meets the customers' expectations.  It also helps in resolving issues related to the quality of products and services as it makes it easier to identify these challenges before they can cause serious problems for the company.

As part of the company's quality management, the organization will employ the use of the Total Quality Management approach which operates by ensuring that all functions undertaken within the company and its immediate external environment are focused on ensuring that customer needs and wants are met and that all objectives set by the company are fulfilled (Dabal, 2001).  Through total quality management, various departments such as marketing, engineering, customer care and production work together towards satisfying customer needs and wants in line with the company's goals and objectives.

The reason for choosing total quality management is because of the long term effect that the approach has on an organization even after the implementation phase and the overall quality management has been introduced in an organization.  This is especially because the approach views an organization as a collection of processes that work together towards meeting a specific goal (Kiran, 2017).  It is based on the assumption that, companies should aim to continuously improve the processes that are involved from the point a customer need is identified to the point where a product or service is made available to the customer and cannot be used to satisfy the identified need or want (Kiran, 2017).  Companies are therefore required to constantly increase the knowledge and skills that their employees possess so as to make them better equipped at performing tasks and satisfying the objectives set by the company. 

Rather than waiting for a problem to arise and then discussing ways to resolve the problem and any challenges it may create, total quality management ensures that a company has the means to prevent various challenges from affecting operations (Charantimath, 2012).  The approach teaches employees to not only do the right things, but also to do them the first time and also all other times they work on similar or unrelated duties. Since the approach places emphasis on the importance of fulfilling tasks as expected every time employees perform their duties,  it ensure that any positive impact that the quality management has on the company is maintained for a long duration of time and therefore benefiting the organization in the long run.

Through total quality management, the company will be able to continuously improve the quality of performance in most, if not all departments.  Since it targets all processes that go on within the organization, total quality management will have a direct impact on areas responsible for strategic planning, decision making, assignment and implementation of tasks and responsibilities, and overall communication within the organization among others (Sallis, 2014).  Since total quality management is based on the idea that mistakes,  although unavoidable,  can be avoided,  it better prepares the company to prepare for any mistakes or defects that may occur and helps to design approaches to take in order to resolve issues related to mistakes and defects before they have a major impact on the company.  Knowing that mistakes are likely to occur also helps to determine the level of training,  need for advanced technology and the importance of training employees to cope with outcomes that may negatively impact the company and how to overcome them with the least disruption to normal operations (Kaynak & Rogers, 2013). It is however important to ensure that the approaches introduced through total quality management not only improve the company's position in the market,  but also improves the company's ability to maintain the achieved level of performance and even improve the quality of production in future.  The goal should therefore be to improve the quality levels at the company not only in the present but also for years to come. 

The implementation of the quality management approach will follow three major guidelines aimed at improving the effectiveness of the processes within the organization. Mistakes that occur within the company are as a result of either human error or faults in the systems used in the company (Kaynak & Rogers, 2013). It is therefore possible to identify the cause of these mistakes as well as setting up measures to ensure that the mistakes do not keep recurring. The first stage in quality management will focus on preventing mistakes from occurring in any of the processes undertaken within the organization. While mistakes and challenges can be overcome, the goal should be to have the least, or no mistakes at all (Kaynak & Rogers, 2013). Since resolving the mistakes takes time, energy and may even consume resources, the company is better suited not dealing with errors and rectifying mistakes caused by employees or from the machines used.

            Despite the effectiveness of most prevention measures taken by the company, there is the likelihood that some mistakes will occur. The next step will therefore focus on early detection of mistakes and errors in the operations undertaken by the organization. Rather than waiting for a problem to occur, the approach will try to anticipate these problems and identify areas where they are likely to occur and then design solutions that will ensure that the mistakes do not affect the quality of production (Kiran, 2017). Anticipating problems is crucial as it ensures that the same errors do not make their way down the production line and affect the quality of other products and services offered by the company. Lastly, the approach will also focus on ensuring that the same problems do not keep reoccurring (Kiran, 2017). Rather than fixing one problem over and over again, the quality management approach will ensure that once a problem has been dealt with, there is little chance that the same problem will reoccur. The goal should not be to maintain quality by overcoming problems but rather by ensuring that there are as little mistakes as possible.

Implementation

            Total quality management will be implemented in different stages. The first stage will focus on identifying tasks that need to be accomplished for quality management to be successful. The identification stage will involve an assessment of the company’s present condition and its readiness for change. Once the tasks have been identified, the next step will be to create management structures and this will require contribution from top management (Hill, 2018). Managers are in a better position to pass down the information to their respective teams and this will increase the likelihood of the changes introduced being successful.  The next step will be to communicate the need for change within the organization and what is expected of all employees (Hill, 2018). A communications memorandum will be made available to all employees informing them of the introduction of a new quality management approach and what will be needed from them to make the move successful. Lastly, the company needs to maintain proper lines of communication throughout the entire process. Employees must be made part of the process to ensure that they understand the role that total quality management aims to achieve and what needs to be done in order to make the project successful.

Conclusion

            Total quality management is likely to have the best results in improving the quality for the company. Rather than focusing on one area that could be affecting the quality of production, total quality management assess all processes to determine where a problem is likely to occur. The approach not only helps to resolve challenges, it also identifies areas where problems might affect the quality of production and thus allows them to be resolved before they can cause any real damage. If well implemented, total quality management will not only improve the current level of production but also ensure that the level of quality achieved is maintained in future.

Memorandum on the need for quality management

Date:

To: All personnel

From: Human resource

Subject: how to improve quality of production within the organization.

The company has made a name for itself through the quality of its products and services. For this purpose, the total quality management approach will be introduced as part of the operations carried out within the company. The goal is to equip all employees with the skills and competence needed to reduce mistakes in operations and to increase the quality of production. The success of the quality management approach introduce will lie heavily on the contribution and willingness of all employees to take on the new tasks and responsibilities brought by the quality management approach used. Other than learning the new skills, employees are encouraged to maintain a positive attitude despite the disruptions caused to normal work routines.

Since total quality management is a continuous process, all employees are encouraged to keep practicing the new skills taught to ensure that they stick. In order to maintain the team spirit, employees will also help those that have a difficult time keeping up with the new requirements needed to maintain the desirable level of quality within the organization. Since the training will be carried out during working hours, teams will bear the responsibility of ensuring that there are little disruptions to business activities as possible. The goal is to equip all employees with the skills and knowledge needed to improve the quality of production and all members of staff are expected to participate in the quality management approach.

Sincerely,

Management

References

Charantimath, P. M. (2012). Total quality management. Delhi: Pearson.

Dabal J, (2001) “Is total quality management enough for competitive advantage?” Universal        Publishers

Hill B, (2018) “Principles of quality management” Willford press

Kaynak E and Rogers R, (2013) “Implementation of total quality management: A comprehensive             training program” Routledge

Kiran, D. R. (2017). Total quality management: Key concepts and case studies.

Sallis E, (2014) “Total quality management in education” Routledge

 The Role of Human Resources Sergeant in the Profession of Arms

Introduction

In the Arms profession Human Resource Sergeants play an important role, they stand in between the commanders and soldiers. Commanders depend on the help offered by Human Resource Sergeants since they are the ones responsible for providing them with unit reports in a daily basis. Human Resource sergeants’ tent to have the most important and versatile role and must be adaptive. They can be said to be the driving force of the arms profession.  They are required to perform their duties in a manner that is effective and efficient. The primary objective of Human Resource sergeants is to earn themselves the respect and trust of their fellow service members.

            As stated earlier Human Resource Sergeants play an important role in the Arms profession. They are responsible for locating and ensuring that vital information gets to leaders in the service within the required duration of time. They are also responsible for ensuring that reports reach the leaders and commanders, these reports are mostly about the strengths of the profession, casualties of the profession, readiness of the service members, reports concerning deployment and redeployment of servicemen. Components of these profession include; confidence, leadership and duty. They are responsible for supporting and maximizing operational effectiveness in all the units in the army with the goal of supporting the army adequately (General Dempsey, 2010).

The culture of the army is never constant. It is always changing due to factors such as technology and war and this is the main reason that Human Resource Sergeants are required to be adaptive. The role they play when they are deployed are different from the role of those in a garrison environment.  The Human Resource sergeants should ensure that they don not break the trust that commanders in the service have placed in them since without this trust they cannot carry out their role effectively. The bond they make with the commanders in the service is built on ethical and exemplary way that they deploy their duties (General Dempsey, 2010). The balancing role of those who are leaders in the arm profession is heavy reliant on Human Resource Sergeants incase the units and the Human Resource Sergeant fail to be on the same page concerning certain issues the army lacks the capabilities to employ personnel in the various areas that they want (General Dempsey, 2010).  They heavily impact the strengths and readiness of the army.

The Human Resource Sergeant are the ones who use management tools that are at their disposal such as the Unit Status Report (USR) to illustrate the gains and losses, it is their job to ensure that such reports are timely and accurate. These reports are very important in the army since they help keep the numbers of the army balanced and also help them anticipate future movements. When these Human Resources Sergeants fail to forecast any upcoming change, they risk putting the mission of units in jeopardy (General Dempsey, 2010).  

Conclusion

Human Resource Sergeants are very important in the arms profession.  Many missions would be in jeopardy without the information provided by these people. The information they provide acts as a glue that holds the army together and makes it function as a whole. They have to be very adaptive due to the changes taking place in the arms profession. They have to display the highest degree of trust in order to ensure they relate well with the commanders in the army.  They are the ones charged with the most vital information in the army and they are among the key players in the army.

References

General Dempsey E. M, (2010). “An Army White Paper, “The Profession of Arms”. Retrieved             from;http://www.milsci.ucsb.edu/sites/secure.lsit.ucsb.edu.mili.d7/files/sitefiles/resources /The%20Profession%20of%20Arms.pdf

Leadership and change

Introduction

The perfect model of a good leader is one who takes the first initiative and accepts change within themselves and exhibit certain leadership roles in order to be able to direct and control all aspects of the operations of the organization in a more effective way (Carucci, 2016). A good and changed leader is very important for making an organization more successful and can be able to provoke unproductive behavior and bring about change.

A changed leader can contribute to the success of the organization in that they can set reasonable objectives which they deem to be important for the success. They can also provide direction and come up with a strategy on how to achieve the set objectives. Strategies are important since the organization cannot always pay attention to everything all the time hence providing leverage to an organization (Carucci, 2016). Changed leaders can also share a vision of the organization and where it is heading and also its mission. This is one of the steps that leaders undertake to know why the organization exists and what it is going to achieve in the future, if a leader is able to communicate this clearly to the employees then they are able to understand their responsibilities hence derail change.

 An enthusiastic and a committed leader helps shape the common organizational goals and gives motivation to the employees to work hard. An open leader make use of their skills by encouraging employees contribution and open room for new ideas, opinions  and suggestions and adopt the new ideas or ways of doing certain things if they believe it will be of importance to the success of the organization hence providing  a healthier and more positive workplace(Carucci,2016). Leader who are  self-aware understand themselves better in terms of skills, values, strengths and weaknesses, they become adaptable and flexible to continue improving themselves in order to face the new challenges. Leaders who possess integrity in themselves are able to contribute greatly to the success factor, in that they provoke unproductive behavior since they are honest, fair, and truthful and don’t let their own emotions affect their performance in their jobs.

Conclusion

The change type of leadership according to Carucci determines the performance of an organization. Leader first has to affect the necessary changes in themselves so as to be able to affect change in the organization. Organizational success is through implementing strategies, objectives, structures which are flexible, realistic goals and togetherness of the people and all this are attributed by a change in leaders by re-going through their own personal characters.

Reference

 Carucci, R. (2016, October 24), “Organizations can’t change if leaders can’t change with them”, Harvard Business Review, Retrieved from, https://hbr.org/2016/10/organizations-cant-change-if-leaders-cant-change-with-them.

Failure to Follow Instructions from a Noncommissioned Officer

Introduction

An officer who is in the army and his or her rank has been confirmed by the government is referred to as a commissioned officer. In most countries commissioned officers in forces such as the army and air force rank above lieutenants. A noncommissioned officer in the army is an officer who has not earned a commission. Noncommissioned officers usually obtain their authority through promotions they receive through the enlisted ranks. At many times the noncommissioned officers are acknowledged as the backbones of the army service since they are the most visible leaders and soldiers have direct access to them. They are the leaders with the sole duty of executing military organizations missions and training the military personnel’s preparing them to execute their missions when need arise. Training given to them includes leadership and management as well as service-specific and combat training. They are officers with ranks and disobeying them is likely to result in some consequences.

      Chain of command is responsible for ensuring that there are order and obedience. This chain of command performs its duty in the most effective way possible. When military personnel behave in a way that is inappropriate, they will be reprimanded for insubordination. Since insubordination may vary, the different types of insubordination are contained in Article 89-92 of the uniform code of military justice (UCMJ) (FindLaw, n.d). Generally, military personnel are accused of insubordination against superior officers which include noncommissioned officers (FindLaw, n.d). When military personnel fail to follow instructions from noncommissioned officer it is termed as disrespect regardless whether the noncommissioned superior officer is in from the military personnel direct chain of command or not.

Failure to obey instructions can be termed as disobeying an order that aligns with a command that aligns with the constitution. These instructions can be specific orders that are dictated to a member of the military by a direct superior and in this case a noncommissioned officer under Article 90 of the UCMJ. Instructions given by a superior officer are considered as an order and they must be obeyed in circumstances such as when they contain a command to either take a certain action or refrain from taking the action, when the instructions are directed to one individual military personnel, when the instructions contain one’s military duty. Lastly, when the military personnel has knowledge of the order and the order is lawful (FindLaw, n.d). Always an order is lawful when it does not conflict with the constitution of a country.

Failure to follow instructions can also be considered as a way of showing disrespect to a superior officer.  Military personnel are in no place to disrespect their superiors which include the noncommissioned officers (FindLaw, n.d). Failure to follow instructions results to insubordination which is a serious crime in the army. This crime can result in a dishonorable discharge from the army, forfeiture of pay, and confinement. Apart from the failure to follow instructions of a noncommissioned officer another insubordinate act committed against them and the punishment include; Striking and assaulting them which results to a dishonorable discharge, forfeiture of all allowances paid to them and confinement that last for about a year (Powers, 2018).

Willfully disobeying a lawful order of a noncommissioned officer does not result in dire consequences such as those of disobeying a commissioned officer. When military personnel willfully disobey the orders or instructions of a commissioned officers the consequences are; dishonorable discharge, a confinement that lasts for 2 years and penalizing of all pay allowances that the person receives. Willfully disobeying noncommissioned officer results to discharge from the military that is termed as bad conduct discharge, penalization of all the personnel’s pays and allowances and a confinement duration similar to the one personnel face when they disobey a commissioned officer (Powers, 2018).

A military personnel that is accused of this act of insubordination can defend him/herself by; stating that they had no knowledge that the other person was a superior officer to him/herself, the person being accused of insubordination can also defend themselves by stating that they were discharging another lawful duty when they received the command  and instructions that they are accused of disobeying. Lastly, the accused military personnel can defend themselves by claiming the command or instructions were issued in a way that they disrespected the personnel and he/she felt that the command or instructions could not be obeyed. Any military personnel facing charges of insubordination such as failure to obey instructions can be defended in court by a civilian attorney that specializes in military law (FindLaw, n.d).

Conclusion

A noncommissioned officer is one of the superiors in the military and disobeying orders or instructions coming from them can be termed as an act of insubordination. The chain of command is responsible for maintaining order in the military and when it is broken dire consequences follow. Willfully disobeying a command from a non commissioned officers’ results to confinement that lasts for two years, penalization of pay and allowances and discharges from the army on a basis of bad conduct.

References

FindLaw (n.d). What is Insubordination. Retrieved from; https://military.findlaw.com/criminal-law/what-is-insubordination.html

Powers. R. (2018). Punitive Articles of the UCMJ (Article 91 – Insubordination). Retrieved from; https://www.thebalancecareers.com/punitive-articles-of-the-ucmj-3356857

Management challenges

  Management comes with its share of rewards and challenges. The turbulent market place and competitive forces are contributors to these challenges. Challenges faced by managers in an organization include confronting employee performance problem which happens to be the main challenge, this challenge can be dealt with by using better selection practices and clearly setting clear performance expectations from the employees. making right hiring decision is also a problem that managers are faced with, choosing a wrong candidate while selecting employees would result to other problems, this challenge can be dealt with by using selection interviewing that allows them to get multiple inputs.  Team conflicts, is also a challenge that face these managers, they have the desire to see their employees collaborating together. Conflicts put them in awkward situations since they have to preside over these disputes, these challenges can be dealt with by clarifying the team values in the team formation process (McCarthy, 2019) loosing high potential employees is another challenge that managers have to face along the way. Burnouts due to exhaustion of being on their job becomes a challenge also, managers tent to take little or no vacation, burn outs may make them in effective while it comes to executing their duties. Peer conflicts that are a result of bad strategy

Strategic leadership style will help them deal with these problems as they arise. Being a strategic leader is key and bring about high performance. With strategic management bad strategies that result to peer conflicts might be avoided thus helping the mangers deal with that challenge. The coaching leadership management style will help them deal with the challenge of loosing high potential employees and having to hire new ones. This leadership style involves teaching and supervising the employees. lastly, team management leadership style will help them deal with team conflict challenges.  Team leadership will help them work with the hearts and minds of all those involved (Francis, 2010). Lasses-Faire management leadership that allows managers to give their employees power to make decisions will help deal with the challenge of burnouts since they can take breaks from work because their employees hold the power to make decisions (Francis, 2010).

References

Francis A. 2010 leadership styles. Retrieved from; https://www.mbaknol.com/management-            principles/leadership-styles/

McCarthy D (2019). Challenges manager face and how to deal with them. Retrieved from;              https://www.thebalancecareers.com/top-challenges-a-manager-will-face-2275955