How Army leader′s decisions affect their organization long after they are gone

            Tozer (2012) focuses on ‘leading through leaders'   and ‘building engaged teams' by introducing the term effects-based leadership.  He says that army leaders develop robust and rigorous plans. Effects-based leadership means that the army leaders make high-quality decisions that are applicable in a complex and uncertain organization (Tozer, 2012).  In addition, the purpose of effects-based leadership is to build a flexible and aligned organization that is able to take risks and reorganize when needed. Effects-based is a dynamic leadership process which involves the thought process and the social process.  In other words, the army leader's decisions affect the organization in that leaders keep the subordinates leaders in context so that they can be aware of the current situation, define limitations, allocate resources, conduct mission analysis, and provide directions as directed by the immediate leaders. In general, Tozer (2012) is saying that the army leader's decisions affect the organization long after they have gone through the process of back briefing and mission analysis. Through these processes, the subordinate leaders consider the tasks, priority, outcomes, and the implication of the direction. The author says that the mechanism in which the decisions affects the organization is through a social process where leaders apply the conceptual process to make the military organization practical and effective. 

 McCann & Pigeau (2000) add that the actions of the organizational leaders or rather the army leaders affect the organization in a greater way than direct leaders. This is because, unlike direct leaders, organizational leaders focus on the intent of their actions. In other words, their actions are influencing actions and this means that they not only give orders but they also ensure that the staff and subordinates understand the intent and concepts and achieves the organization's objective (McCann & Pigeau, 2000). In making the decisions, the army leaders involve the subordinates to make decisions which have wide-ranging effects. They also create a climate in which the subordinates feel motivated and valued, engage in learning and improves performance.  In general, the army leaders' decisions affect the organization long after they have gone, in that the organization leaders dictates  that the staffs should be well-trained and competent.  In making decisions, they share thoughts and guidance and this enables the staff to provide guidance and tackle challenges with clear guidance (McCann & Pigeau, 2000). Note that the organizational leaders are committed to supporting the available forces with resources and training and other supports so that when they delegate authority and responsibility to them, they are able to act independently.  Another thing that that shows how the leaders' decisions affect the organization long after they are gone is improving actions. Note that the organizational leaders focus on improving the actions of the subordinates to make them the leaders for tomorrow (McCann & Pigeau, 2000).  They are committed to building and learning through exchanging perspectives, clarifying issues, sharing thoughts and supporting the subordinates.  In other words, the organization leader’s act as strategy leaders and use strategies such as peer leadership, building coalitions, sustaining coalitions, monitors the subordinates, create interpersonal contact, builds professional relations and more importantly meets the needs and desires of the subordinates (McCann & Pigeau, 2000).  These strategies, as well as decisions, affect the complex organization in a positive way.

 According to Rumsey (2013), army leaders' decisions have long-term effects to the organization because the army leadership is an influential leadership, in other words, its purpose is to provide direction and motivation and help them understand the mission (Rumsey, 2013).  Army leaders are committed to developing organizational capacity through giving directions to the staffs.  With directions and guidance, the subordinates are able to employ effective tactics and power to combat the enemy and maintain peace and security.  Rumsey (2013) says that the army decisions affect the organization in that the military leaders attract capable leaders using eligibility criteria such as age limits, education, prior drug use, medical fitness and more.  The eligible members will become professional militaries, perform the military duties and become future leaders (Rumsey, 2013). The army leaders will also create a situation influence on the eligible leaders where they will learn the organization expectations, and understand the organization values and behaviors.

References

Rumsey, M. G. (2013). The Oxford handbook of leadership. New York: Oxford University

Press.

Tozer, J. (2012). Leading through leaders: Driving strategy, execution and change. London:

Kogan Page.

 In McCann, C., & In Pigeau, R. (2000). The human in command: Exploring the modern military

experience. Springer Science & Business Media,

Evaluating Strategic Impact

In searching for a scientific approach to policing, political and social advocacies may influence my action or decision. Their actions may devalue my action, change my attitude, among other challenging behaviors. However, as the director of the department of justice, I may prevent the advocacies from influencing my decision by the use of devil advocacy approach.  Since this is a strategic decision which may give rise to heated debates and disagreements, the devil advocacy approach will challenge, criticize, and oppose the ideas of advocacies (Adam & Humphreys, 2008). The devil's advocacy approach will create a point-counterpoint and this will enable me to persuade them that my decision is rational. I may convince them that in choosing the policing approach, I have used logic and an objective insight before arriving at the conclusion.  Second, I will use a grievance process-this means that I will capture their attention and convince them that due to in crime, the policing strategy that I have selected is better than their proposals (Adam & Humphreys, 2008). I will provide the political and social advocacies with information, supportive data, and research facts for my recommendation.

 The research replication is important in the improvement of police science by repeating a study using different subjects, the researchers are able to build scientific knowledge, provide valid and reliable results and empirical generalizations (Ledford & Gast, 2014).  In addition, replication is important as it gives the researches an opportunity to evaluate research, gain confidence, assess both internal and external validity, avoid error and bias, gain statistical power, and provide significant scientific results.  Finally, researches will focus on the real world situations, avoid misconceptions and provide legitimate results.

References

Ledford R. Jennifer., & Gast L. David. (2014). Single Case Research Methodology:

Applications in Special Education And Behavioral Sciences.  Rutledge

Adam, F., & Humphreys, P. (2008). Encyclopedia of decision making and decision support

technologies. Hershey, PA: Information Science Reference.

Re: Samson Corporation – evaluation of additional office space

Argument: add a second story

Memorandum

It has come to their attention that Samson Corp. occupies a single-story building which is located in a suburb. The company has two strategic decisions; either to add a second story to the building or to move into a space lease in the city. The primary goal of the strategic decision is to attract clients and motivate employees. It will also eliminate monotony and improve their company's image as well. The corporate portfolio will gain more room for improvement, especially regarding their reputation. It will create new experiences for Samson's clients and enhance their perception of their company's future. Clients will have confidence in their operations and trust their workers to deliver as requested.

 Recommendations

The best solution for Samson Corporation is to enlarge the building in its current location and add a second story. Maintaining their position is more convenient than moving to the city because the majority of their employees live nearby, while the smallest portion resides further. By expanding their building, the Samson Corporation will encounter benefits as it will retain 75% of its employees, it will protect its confidential materials and security, and more importantly, retain customers and increase profit through establishing a loyal customer base. Other advantages are that in the suburb, Samson's staff will not incur transport costs or waste time searching for new residences. Samson's business will also remain within close vicinity to their clients.

I would not recommend moving to the city because there are higher charges for office lease.  Even though relocating the business to the city will require two weeks, the expenses involved outnumber the costs of adding a second story to the current Samson Corp. building. Since the city imposes 3% income taxes on employees, the company will be forced to raise employees' wages and salaries. Another point is that, even though the city has a good transportation system that is also accessible by the suburb residents, it will be a challenge to retain the 70% living in the suburb, especially due to increased distance.

Given that Samson has sensitive matters to consider, Cane Consulting suggested that they consider the building expansion option, which suits their needs financially and in terms of performance. Although it will take nine months to complete construction, the duration will secure confidential material.  Every organization has critical business assets that need to be handled properly such as proprietary technology, marketing plans and others that are related to customers and employees.  Thus, the company will be able to control access to information and maintain security.

 A significant issue that might disrupt employee concentration and health will be the construction noise and debris respectively. During the construction period, employees will suffer from loud noise, undesirable working time, activities interruption, among other issues that may affect the timely completion of the project.  Another important point is that the idea can cost the company time and money in the long-term period of four to five weeks.

Taking a Stand

Introduction

There are a large number of ethical issues in the nursing profession. Ethics which is defined as the study of the standards of conduct and actions that a person or an individual must express when dealing with other individuals, the environment or even themselves (Johnstone, 2015). It is used to justify what has been done as good or how an individual life and relationship should be like. It is therefore very important for the hospital administrators such as the nurse leaders to have good knowledge about the ethical frameworks to enable them to make decisions which are wise and of professional standards.

             Different frameworks are being used currently, but the most common are duty based reasoning, the utilitarianism, right based reasoning, the fairness or justice approach and the intuitionism (Sen, 2017). This paper will introduce conceptual frameworks concerning ethical constructs and it will also describe an example of ethical dilemma which has been faced in the work environment and analyzes ethical and the legal implications that have been used in the situation as well as describing the role of the nurse as the advocate of the patient or a moral agent on the specific case.

            The paper will also give consideration on the leadership style which has been identified during the self-assessment and makes a decision if it had acted as interference or as facilitation during the ethical dilemma. It is, therefore, reasonable to admit that nurses undergo different difficulties as they deliver nursing services to their clients which then require them to make decisions on what to do. The frameworks give the nurses guidance on solving these ethical dilemmas and the managers to clarify their values and beliefs to solve the dilemma. The frameworks provide direction to help the nurses make the best decisions that suit the situation at the time of presentation and also, ensuring that codes of conducts are met considering the patient needs and their rights.

Ethical dilemma

             Ethical dilemmas are common in health care, and there is always a need to make a decision on the appropriate approach to consider. These dilemmas are difficult even for those who have worked in that area of work for a very long time and have a lot of experience (Aitamaa et al., 2016). Two months ago, there was a client who came to the clinic with a history of cough and night sweats which had lasted for four weeks, a laboratory test was taken, and later he was diagnosed with tuberculosis. He was admitted and was nursed in isolation due to the nature of the condition. Further investigations were conducted, and he was found out that he had contracted syphilis. He never knew about this though he reported that he had recently involved himself in casual sex recently with men.

The 28-year-old was married and had two children. His wife was not aware that he was bisexual and the client made it clear that his wife should never be informed on the condition though there was a high likelihood that the wife had also contracted the infection. The client wanted the staff to treat the wife without giving any diagnosis to her because he loved his wife so much and wanted to keep his marriage. He said that in case he would be informed she will be devastated and he might lose his marriage. He also stated that the staff must respect his confidentiality or he will discharge himself from the hospital

Moral, ethical and legal implication utilized in decision making

It was difficult on making a decision on this issue because it was essential to respect the confidentiality of the client which is in the code of conduct and as a nurse, the interest of the patient should always be considered as a priority (Butts & Rich, 2019). In case the information is shared to his wife he might also get psychological problems and on the other needs if the wife is not informed she might develop complication which will affect her health and generally her lifestyle if it is left untreated for a long time

The wife should be told about her husband condition because if the condition is left untreated, it will have a severe adverse complication to her. In this situation, the information will be shared for the interest of her wife but ensuring that only the relevant information is shared appropriately as long as the law allows (Butts & Rich, 2019). This is usually done if the patient safety and the interest of the public override the confidentiality of the patient.

Sharing of information is done while ensuring that the client understands well what has happened and providing evident-based while taking the necessary steps to meet her communication needs. Responding to questions and any misunderstanding that may have aroused during the process.

There was a need to provide treatment, and it is the right of any client to know what they are being treated for, the rights of the individuals needs to be respected and upheld. The care and treatments of all people should also be administered without delay ensuring that the care is delivered with respect, kindness, and compassion. The health needs of the client need to be meet earlier, and action is taken to promote the health of the client.

All the patients are provided with all the information concerning their health without hiding anything from them. This will make them make informed choices concerning their care and the treatment which are given (Butts & Rich, 2019). It will also allow them to make a significant contribution to promoting their health and facilitating the delivery of care. The nurse advocates for the rights of the client to receive the necessary care as he/she needs. Autonomy in practice also contributes to promoting good health to the clients; it improves the quality of care administered as the nurses makes their own decisions depending on the needs of the patient. Autonomy, in this case, is used to decide to inform the client wife for her benefit.

Roles of the nurse

I acted as the caregiver, and thus I supported the client, physically and psychologically and ensuring that the dignity of the client is respected at all times. Provision of emotional support during the time of disclosure was also necessary to ensure the client is able to cope. Attending also to the needs as they aroused was also vital. It was also crucial for me to become a communicator through the provision of necessary information to the client and even any information about the condition that she needs to know.

It was also essential to advocate for the rights of the clients such as the right to get appropriate treatment. The nurse fights for the client to protect her from developing any complications that may arise from failure to get treatment. Counseling was also crucial to ensure the client adheres to the medication and even understand the situation she is in and the necessary guidance when she returns home.

I also took the leadership role to influence others to work together to accomplish the goal of offering treatment in the right way. This had involved influencing the man to disclose the information to his wife on his own. As the leader, I completely understood the needs and the goals, and I necessarily applied my leadership skills and interpersonal skill to influence those involved in the situation. It was also wise to work with others as a case manager to ensure effectiveness in the delivery of care to the client and also to ensure the case has been handled well.

 Leadership style and its effect on decision making

My leadership style from the assessment is transformative leadership, and it facilitated the making of a decision on the case. Critical thinking was needed to make the most appropriate decision and this needed collaboration from other staff members who were delivering care to the client. An individual suggestion is essential, and since the provision of treatment to the client’s wife was important for her future health, it was the wisest decision to consider disclosure and starting treatment. The leadership style did not pose a challenge or acted as a barrier during the making of the decision.

Through motivation of the team members who were providing the care, they were able to engage in critical thinking and come up with the full picture of the condition to the client which thus resulted in deciding to disclose the information

References

Aitamaa, E., Leino-Kilpi, H., Iltanen, S., & Suhonen, R. (2016). Ethical problems in nursing management: the views of nurse managers. Nursing ethics, 23(6), 646-658.

Butts, J. B., & Rich, K. L. (2019). Nursing ethics. Jones & Bartlett Learning.

Johnstone, M. J. (2015). Bioethics: a nursing perspective. Elsevier Health Sciences.

Sen, A. (2017). Elements of a Theory of Human Rights. In Justice and the Capabilities Approach (pp. 221-262). Routledge.

Social credit systems

A social credit system is a form of a reputation system implemented by the government seeking to standardize the assessment of social credit or social and economic reputations for its citizens and businesses. The system relies on big data analysis technology and other records used to create a ranking system that monitors the country’s population, keeping record of specific activities to determine a person’s social credit. The aim of the system is to make citizens more trustworthy by keeping check of their behavior and activities and punishing those who engage in distrustful behavior and activities. One of the countries that have implemented the social credit system is China which aims to have the system operating fully across the entire country. There are however specific regions where the system is in use and is run by the city council and others by the private tech organization assigned to collect and store the data on Chinese citizens. Although the concept is still relatively new, social credit systems are commendable as they hold every citizen accountable for their actions and thereby making them more honest and constructive which goes a long way into ensuring the well-being of the country in general.

In relation to social constructivism, it is clear to see that artifacts have politics. Social constructivism has it that human development is greatly influenced by society because people gain knowledge through their interactions with others as well as the experiences that they go through in society (Winner 121). Similar to how people need each other to gain knowledge, artifacts too can be said to be political because the process of making and operating them follows a certain social arrangement and procedures that bear close resemblance to the formation and operation of a political party. In his argument supporting the belief that artifacts have politics, Willey (669) quotes the Republic by Plato where he discusses the process of running a ship. Like most governments, ships rely on a number of individuals each performing different tasks with the main to meet an overall objective. The operations require a great deal of coordination and cooperation and this is how the politics comes into play as the operations become more complex depending on the size of the ship.

Similarly, social credit systems have political properties that ensure the systems function as intended. One of the properties has to do with the vetting and approval process that go into making the system a reality. At present, the social credit system is in the implementation phase where a lot of vetting and analysis is being conducted to ensure that the system serves the citizen’s best interests (Wiley 682). Just like political parties, the system has to be discussed, analyzed and examined thoroughly to inform the public what role it intends to fulfill as well as to ensure that it strives to achieve a common good. Since the aim is to create a better society for the citizens, the system has to be examined and assed like any other political party before it is given the authority to govern the way citizens live their lives.

Another political property present in social credit system is the authority given to the program after implementation. Once established, social credit systems collect data on people’s behaviors, activities and any other relevant information that can be used to build social credit. If any organization was to collect such sensitive information, it would be considered an invasion of privacy as it pries into people’s personal lives (Kobie 1). However, similar to the way governments operate, the social credit systems will have the authority to collect the data and use it to build social credit without it being considered a violation of people’s rights and freedoms. As such, the systems are in a similar footing with the government as they have the authority to surveil citizens and collect information needed to build social credit records.

My reasons for supporting the implementation of a social credit system has to do with the accountability such a move will place on citizens. Often times, when something goes wrong, people tend to blame the government and cite various reasons why it is not doing its job properly (Tumler 1). People rarely take accountability of their actions and do not pose to think how their behavior may have contributed to various national crisis such as destruction of the economy. Since the social credit system collects and stores data on people’s behavior, it would make it easier to show people the role they play in creating the problems that exist in the communities they live in (Willey 55). The realization that people are equally to blame for some of the challenges that exist in a country is likely to make them more accountable for their actions and in so doing, make the country a better place to live in.

An argument can be made against social credit systems regarding how they are an invasion of privacy. People greatly value their privacy and consider any intrusion of their rights and freedoms. Since the social credit systems collect data on people’s behavior and activities, it can be said to be a violation of privacy as it observes things that they may even want to keep private. While it is true that the systems will collect personal information, it is in no way an invasion of privacy because it is a tool used by the government to look out for people’s best interests. Since the government has been given the authority to employ all measures to protect and serve its citizens, the social credit systems are therefore a tool used to bring about positive change rather than an invasion of privacy.

Work cited

Kobie, Nicole, “The complicated truth about China’s social credit system” Wired, 2018,   retrieved from, https://www.wired.co.uk/article/china-social-credit-system-explained

Tummler, Mario, “The social credit system and governmentality in China” Open Edition, 2019,   retrieved from, https://soziologieblog.hypotheses.org/11485

Wiley, Blackwell, “Philosophy of technology: The technological condition and anthology”          Blackwell Philosophy Anthologies, 2014, print

Winner, Langdon, “Do artifacts have politics?” JSTOR, 2018

What stakeholders help CEO make decisions at a tactical level?

The impact of making informed decisions in an organizational setting is critical for the survival of a business (Atrill, and McLaney, 2015). In terms of creativity, advancement and efficiency, goal setting in the present organizational settings, it is vital identifying then isolating aspects that ease decision-making process. For instance, the use of qualitative paradigm helps firms gain insight into facts and understandings of issues surrounding wrong decisions.

 Management accounting is one of the ways of making effective decisions. Management accounting connects a person to its tools, which makes it possible to make informed decisions. In fact, management accounting formulates conceptual theories, which enable a person come up with an outline of how things stand at the moment (Atrill, and McLaney, 2015). For instance, accounting management can compile total expenditure then; from the figure, an administrator can calculate the remainder of the sum then come up with a budget from the same allocation.

 Apart from management accounting, organizational structure shapes the outcome of the decision even before making it. Hence, it can either simplify or complicate the process of decision-making process further (Atrill, and McLaney, 2015). The usual organizational hierarchy begins with a chairman at the top, a CEO then the rest of the administrators hence once a decision-making is complete; it flows down the hierarchy ready for implementation. The provided framework also designates duties and roles to each and every one available. In other words, a decision-making has a good backbone supporting implementing. In addition, to support, organizational structure gives the decision credibility and adequate vetting as it passes through various people, capable of analyzing and coming find best ways of implementing the elements encompassed in the decision.

References

Atrill, P. and McLaney, E. (2015).Management Accounting for Decision Makers(9th Ed). Harlow: Pearson.

Waging a Living

            The film Waging a Living by Roger Weisberg presents an image of society where issues related to inequalities and poverty make life difficult for members of the community. In line with the structural functionalism theory, the society in Waging a Living is presented as a sum of parts that work together to offer the best living conditions for its people. While the systems used in the film to help people improve their lives and even raise themselves out of poverty, they end up making things difficult for members of the community, especially when they fail to work as expected. Instead of creating stability and solidarity, the parts that make up the society in Waging a Living make it difficult for people to earn a decent living and this is demonstrated by the challenges that the characters in the film have to overcome on a regular basis.

            A good example society’s impact on poverty in relation to functionalism is seen through the character Mary Venittelli. When broken down, society functions in different parts that work hand in hand to make life in society possible. To earn a living, people have to work and get paid. The salary in return is used pay bills and buy food and this is how society functions. Weisberg however depicts a society where the constructs are not working and people struggle to get by (Weisberg, 2005). Despite having a job as a waitress, Mary risks losing her house and also her ca as she is unable to pay her bills. Employment has therefore failed her despite it being a tool meant to help people get buy. Another let down is the fact that her credit card cannot solve her financial problems either, despite it being intended for that purpose. While Weisberg’s society does work in parts, the parts fail to give people the desirable life they seek.

            In addition, Mary shows the struggle that people living in poverty have to go through in the name of keeping the parts that make up society functioning. Since people need money to earn a living, employment acts as the part of society that gets things done and people paid. However, since workers also have to raise families, more jobs are created like baby-sitting. In the case of Mary, life is made even more difficult since she has to work and raise a child on her own (Weisberg, 2005). While a baby sitter does help, the cost of employing one leaves little money to allow Mary a comfortable life. Society has led people into believing that life would be easier if people went in line with what is considered a norm in society. After struggling to pay the sitter and get by, Mary considers how things would be easier if she was in a relationship so that she can share the burden with her partner (Weisberg, 2005). Since people are expected to have families, straying from the status quo is presented as a move likely to make things difficult especially for those living in poverty.

There is also the case of Barbara Brooks, a mother of five and also a part time students seeking to create a better life for her and her family. Society has created a culture where people need each other in society. Families represent stronger bonds between people, but these families grow to include friends and colleagues (Weisberg, 2005). Since families are parts of the body that make up society, people have come up with policies to ensure that people do not struggle to maintain the culture of family. However, Weisberg shows how these parts do not always work as expected. Although education is important, poverty makes it difficult for people to get spare time as is seen with Barbara who has to attend night classes as her day time is occupied (Weisberg, 2005). Even though she makes enough to get by, she admits that life is more complicated now that she cannot rely on government aid like she once did. Although there are measures set in place to maintain the idea of an ideal society, sometimes these provisions fail to achieve what they were originally intended and this makes it difficult for the parts that make up society to keep functioning.

Although Waging a Living does reveal the shortcomings that exist in a society made up of parts dependent on each other to function, the challenges are presented in such a way that it does not provoke rebellion. Though poor, characters are described as being clean and living in decent homes with ideal lifestyles. People have cable TV, they dress nicely and even enjoy nights out for drinks and entertainment. Mary for instance makes enough to not only sustain herself but can also afford a sitter. Throughout the film, it is clear that even with all the poverty, poor education, low wages and inequality, society remains to be a desirable place to live in. furthermore, ideologies such as education and had work can raise one from poverty keep the machine that is society functioning because people will keep working and engaging in activities that make up the parts that build a society. Whether positive or negative, people will continue to keep the parts of society working because they associate their lives with fitting in to a community.

Weisberg R, |(2005) “Waging a Living” Film

EVENING SHIFT HOLIDAY REQUEST POLICY

Purpose

To provide eligible employees on the way forward on requesting for off duty during the recognized holidays

Policy

The unit acknowledges Christmas and new year holidays as off duty days for all evening staff employees, and therefore the unit will attempt to grant all eligible employees an off duty day any time they wish to be granted. However, the unit still needs to maintain adequate staff at all times. Therefore, all off duty days must be scheduled in advance with written approval from the employee’s supervisor office.

Procedures  

• Request for a holiday off duty should be submitted to the supervisor at least ten days in advance
• There can be ONLY three staff who can be off duty at any of the holidays
• A member cannot be eligible for two consecutive holidays
• In case of scheduling conflicts, it will be resolved in a fairly as deemed appropriate by the management. With all other factors equal, the preference will be given to the employee who makes the earliest request through other legitimate factors such as family and seniority are prioritized

CHANGE IMPLEMENTATION

Change is the process of making something different from what it is and in this case scenario 6.2, the change is necessary to reduce overtime. On the other hand, there is actually need for change because it will not be necessary for a team which is assigned a certain specific patient to manage, to listen to the entire report of patients in the unit in which they will not take part in delivering care to them. Furthermore, overtime includes pay for most of the employees, and the change will be of much importance to reduce the cost of operation.

It is clear that this change is directed to something which has been there and has been taken as a practice in the unit staff. There may also be those members of the team who saw the overtime as beneficial to them and can be of disadvantage to them. Though the change might be necessary, it will be necessary for the shift staff to know all the patients and their report just in case of an emergency and members of the other team might need their help

Some factors may sabotage the plan for implementation for example if the information concerning the change is not communicated, the staff may restrict the change because of little knowledge of what it entails (Wager, Lee & Glaser, 2017). Some of the team might term the move as unnecessary and will result in minimal or no improvements to the practice.

Besides, the members of the staff might feel like they were excluded during the plan for change and can term it as a change without consultation from them, yet they are the ones to effect the change. Furthermore, if the change agent is considered unacceptable, the planning doesn’t specify how a change will be carried out and lack of confidence in the staff for the change, it will be challenging to implement the change effectively.

BUDGETARY AND PLANNING

Missing supplies

Stealing in the workplace by even trusted employees is a challenge that every employer might face. It is therefore essential to put necessary measures in place to reduce the cases of missing supplies in the organization (Zepeda, Nyaga & Young, 2016). This will involve the introduction of and enforcing firm theft policies, educating the staff and giving out rewards, proper tracking of the equipment’s an analysis of lost items and being very careful in areas such as the loading docks which are highly prone to theft.

After putting in place the necessary measures to deal with theft supplies, it will be necessary to communicate the rules to all the staff and clearly stating the consequences. Protection of valuable assets through proper access controls and other security safeguards for example video cameras can be involved. It is also essential to educate the staff on the need to take responsibility to guard the supplies and how expensive the supplies are and how they affect the operation of the facility.

Through proper implementation of the measures, the presence of enough supplies in the facility will improve the care delivery to the clients and also the reduction of the missing supplies will enable the facility to expand and in the long run, it will be of benefit to all the employees. Some of the action that can be taken is to fire those employees who might involve themselves in theft, but it is entirely undesirable for both the employees.

However, if the facility uses more than it can generate, there will be a total loss, and it might not be able to offer the services it intends to provide, it might also result to failure to pay the employees which is undesirable (Rosaria et al., 2016). This can happen if there is theft and it is, therefore, worth to eliminate the problem before it causes much harm to the facility.

BUDGET EXPENDITURES

It is possible to adjust the budget to meet the savings, some of the cost, for example, the entertainment and travel and car are controllable while others such as the school and credit card debt, rent and food are uncountable. The fact that she used less by 100 in her travel and car in May means she can adjust the budget to be saving at least 100 per month from that. Entertainment is also controllable, and if she can cut the cost of entertainment and stick to her budget of 300 per month, indeed she will save enough to enable her to relocate.

References

Rosaria, G. M., Lovato, E., Bert, F., Camussi, E., Silvio, C., Andrea, P., ... & Siliquini, R. (2016). Planning, budgeting and control systems, and management strategies of inputs in lean hospitals: literature review and potentialities of HTA.

Wager, K. A., Lee, F. W., & Glaser, J. P. (2017). Health care information systems: a practical approach for health care management. John Wiley & Sons.

Zepeda, E. D., Nyaga, G. N., & Young, G. J. (2016). Supply chain risk management and hospital inventory: Effects of system affiliation. Journal of Operations Management, 44, 30-47.

What are the Factors that Affect Leadership Practice in a Globalised Economy?

Introduction

Leadership in a globalised economy requires the leaders or managers to understand and handle challenges arising from diversity and differences in markets. The leadership approach or style adopted by the leader is affected by the prevailing business environment and economic conditions, political conditions, and social dynamics. These factors require the leaders to acquaint themselves with specific aspects that are likely to affect the operations of their organisations in certain countries. The successful global leader understands that followers or employees have to be comfortable with cultures of countries in which they are working, and influence them to be productive in such conditions. Leadership in a globalised economy is affected by a range of factors that determines the leadership style to be adopted and the success of the approach in ensuring that goals and objectives of the organisations are achieved.

Leadership involves a process whereby a person influences others to attain a common goal or objective. Leadership has been considered as a major aspect in effective performance of organizations, and is being promoted in place of management on the basis that leaders are able to achieve more than managers (Schedlitzki & Edwards, 2014).  With many organisations choose to expand their operations into international markets, a huge responsibility is placed on leaders to provide guidance and make decisions that will ensure the achievement of the set goals and objectives. However, globalisation has appeared to overwhelm many organizations and their leaders due to the fast pace of growth into international market. In a globalised market, leaders have to handle and understand varying societies across the globe where competition is increasing, and new challenges are emerging every day.

Due to globalisation, the business environment has increasingly become fluid and complicated due to various issues that affect the operations and success of organisations in the international market. The nature of the globalised economy has brought about new and complicated issues that have far-reaching effects on the decision making process by leaders in organisations (Northouse, 2016). The high rate of change in technology, stakeholder’s awareness, and regulations require that leaders to overlook some conventional leadership theories in order to be relevant and succeed in the global arena.  In order to leader others in such turbulent times, the leader must have qualities that will enable him to influence employees or peers from varying background, and who are working in different conditions (Northouse, 2016). The factors that are likely to affect leaders of organisations operating in such an environment include economic, business, and political conditions, and social-cultural dynamics

Business Conditions

The effects of globalisation have brought about increased study on the various perspectives of the environment in which business operations of organisations are located. The effects are mostly felt by multinationals or transnational organisations, and the studies have held universal views of the impact of the aforesaid factors. The results of the studies affect the process of decision making, development of alternative solutions, and the implementation plans for the best courses of action (John & Chattopadhyay, 2015).  Hence, leaders’ perspective and practices, and resulting strategies that are relevant for specific a business environment will be inapplicable in another environment. In one economy, organisation’s leaders may be praised for increasing the value of shareholder by way of effective global supply, but in another country, the organisation may encounter huge criticism and attack due to human costs associated with shutting down factory in the local environment.

With constant changing facets of globalisation, organizational leaders should to reconsider their assumptions about the strategies to employ in different past of the world.  This situation calls for more than just knowledge of the prevailing business conditions, and come up with strategies that will help the organisation’s leader to achieve the set goals and objectives. In order to successfully deal with these challenges and changes, the leader has to self- equip with analysed information about their local conditions (John & Chattopadhyay, 2015). Leaders tend to develop strategies that fit an environment since such strategies can be used for many years but changes in the environment determine the success or failure depending on the choice of strategy. Leadership has to consider the external forces that have an impact on the operations or functioning of an organization (John & Chattopadhyay, 2015). Moreover, leaders have to intentionally make varying decisions or choose various set of activities that will ensure the organisation gains competitive advantage in the prevailing business environment. The nature of the prevailing conditions will determine the strategies to be adopted and implement by the leader of an organisation.

Economic Conditions

 The economic connections among different countries and the impact of global crisis have emerged as conditions that organizational leaders should consider in the decision making process. The  prevailing economic conditions are determined by the labor and industrial practices, role of Non-Governmental Organisations , and trade policies have be incorporated in decision making and strategy formulation. Different countries have different economic conditions, and they influence the approach the leader takes in specific countries (Knights  & McCabe, 2015). Since the 2008 financial crisis, there has been a wide discrediting of practices of organizational leaders and managers, which has given rise to new thinking about the leadership of companies within financial-services and their related business (Knights  & McCabe, 2015). The crisis precipitated a call for new business values and norms championed by industry leaders including changes in governance and management structures. Hence, global economic crisis will majorly be attributed to a leadership problem or challenge since executives are expected their employees focused towards finding internal and external solutions. The leaders are faced with two unique challenges which include keeping their organisations on the right path in amidst a weak global economy and maintaining the functionality of the firm until the economy improves (Knights & McCabe, 2015). The decisions made and strategies adopted by leaders will be focused on keeping their business organisations together, as a short-term approach, while developing and implementing plans for long-term sustenance (Knights & McCabe, 2015). The leadership practices of the organisation will be influenced by the need to contain the situation and keep the business operations afloat in an uncertain global economy.

During economic crisis, the leader of an organisation is expected to engage the employees and stakeholders regarding the way forward. A bad global economy is a test for the leader, and the organisation’s culture that he or she helps create (Maak & Pless, 2009). When the global economy is good, consumer demand may hide the gaps in productivity caused by leader’s disengagement from the operations. But when the global economy is in crisis, the performance problems caused by disengagements cannot be hidden. The leader has to rise to the occasion and come up with ways of mitigating losses and even closure of business operations. The leader has to engage the employees to be positive and influence their reactions towards global crisis so that the operations and performance of organisations does not falter due to uncertainty over job losses and future personal career direction (Maak & Pless, 2009). The leader has to ensure that employees remain committed to the improving performance and helping the organisation to wither the effect of crisis.

 The global economic crisis and related changes can also lead doubt to the strategies employed in an organisation. The challenge can make stakeholders including employees and shareholders to lose confidence in the current leadership style. The lack of confidence can be caused by failed expectations, especially when the effects are rapid and severe (Maak & Pless, 2009). The leadership practices can easily be discredited and options sought to replace them. The impact can be felt at the level of board of directors, and driven by fear of being exposed the leaders can easily change their behavior. The directors will want to have more informed about corporate risks and practices, and information to substantiate the more dimensions of organisation’s performance (Maak & Pless, 2009). With increased risks in a globalised economy, leaders may feel that their positions are not safe. The result will be increased demand for increased performance from staff, while reviewing intensively the areas that have conventionally been left to junior management. Moreover, crisis will make leaders at the board level to reconsider structures of corporate governance, adjust composition of teams and review the qualifications of the individuals occupying management positions (Maak & Pless, 2009). Due to economic crisis at the global level, top corporate leaders will strive to align leadership structures and methods to the current requirements in the market.

Political Conditions

The effect of regulatory policies adopted by government on business and organizational leadership cannot go unnoticed. Politics in different countries around influence business operations in the global market. Fiscal policies including taxes and interest rates, and inter-country agreements affect the manner in which businesses have to operate in the global market. Leaders have to recognize the role of politics in businesses, and align their strategies to specific political environment of country they are operating in. Also, leaders have to develop strategies that they can use in evaluating the interaction between their organisations and governments. The multinational firms may operate in volatile political environments, and corporate leaders may be forced to ignore some values or leadership principles due to the influence of political leaders. Managers may have to submit to the demand and wishes of political leaders so that their firms can operate peacefully in the hostile countries.

Cultural Dynamics

Culture can influence most of the aspects that relate to leadership especially at the global level, including the right management practices, compensation expectations, engagement of employees, and work/life balance.  Culture refers to people’s way of doing things and involves a set of values and rules, and habits (Paramova, & Blumberg, 2017).  National cultures influence organisational cultures, and increased globalisation has placed the issue of national culture at the forefront of agenda of businesses with operations in foreign countries. A major implication for business organisational leaders in the international concept involves the need to understand and respect cultural differences, and various cultural perspectives (Paramova, & Blumberg, 2017). If the operations of the organisation are contracted to another organisation abroad, leaders for each organisation have to acquire some cultural cognizance to forestall and understand each other’s reaction. Culture is made of certain norms comprising of beliefs and values, and all these can be found in all countries, and the ethnic, regional or religious culture lead to the differences among counties. In some regions or countries, cultural groups go beyond political borders of a country (Nazari et al.2012).  Hence, a global leader has to be sensitive to the cultural differences, understand and appreciate the people’s differences, and try to allow for such aspect during communication with representatives of the specific cultural groups.  

The global cultural differences also influence the lifestyles of people that managers lead in their organisations.  The variances in cultural lifestyle may be understood from various cultural dimensions including individualism, equality levels power distance in a society, uncertainty avoidance, masculinity, and long-term orientation (Ozdemir, 2010). These cultural dimensions apply differently in different cultures across the world, and determine the leadership style that fit certain organisations in a globalised economy. Also, knowing the similarities along the cultural dimensions enables the leaders to group regions and countries, and chose the appropriate national and regional marketing approach or business programmes (Ozdemir, 2010). The leader needs cultural knowledge to gain insight into the best way to influence organisational culture, and influence people with different cultural backgrounds. Moreover, companies’ subsidiaries, divisions, organisational departments, and specializations are occupied by individuals with subcultures, and they can enhance or undermine the communications and achievement of set goals (Ozdemir, 2010). Successful leaders have to be adopt a leadership style that transcends all the subcultural differences, bring harmony, and ensure that goals and objectives are achieved across board.

The cultural differences affect the management approach organisations’ leaders   do adopt to ensure employees’ individual development in line with organisation goals. As managers, leaders wishing to know how to be intercultural successful managers should learn how to handle cultures. The leaders have to embark on culture training, which will allow them to provide followers or employees with necessary information when they have to work in new cultures (Ozdemir, 2010). The leaders have to guide the followers through various experiences, and assist them in development of a set of skills that will enable them deal handle new cultures. Approaches to culture general lean towards experiential in nature, and aims at equipping individuals with broad experiences almost similar to the kinds of experiences they may face when interacting with people from different cultures. Leaders will find that training is important for the right influence to be felt in their organisations. The leadership approach will have to integrate culture training to ensure their business transit smoothly towards becoming an actual global organisation irrespective of whether it is a small or large firm or sole proprietorship (Ozdemir, 2010). The leader and his followers will be able to enhance their all-round capacity and capability in an increasingly globalised economy.

Organisational culture starts with leaders who impose personal assumptions and values on employees or teams. If the team succeeds and the assumptions are not taken seriously, there emerges a culture that that determines for future members of the team or organisation the acceptable type of leadership. Previously, it has been assumed that differences in cultures presented barriers to effective interaction and communication in a global setting (Ozdemir, 2010).  Presently, successful global leaders perceive cultural differences as resources but not barriers if handled well. The global leaders are forced to recognize the cultural recipe and their degree of malleability, identify the recipe’s characteristics and its layers, and determine the appropriateness of the recipe for the needed global strategy. The leaders have to embrace transformational skills and values to establish the right organisational culture (Ozdemir, 2010). One culture is also distinguished from another by certain solutions it choses for a specific problem that is seen as a dilemma. In the global economy, some markets are similar mostly because of the many attributes that help in keeping the culture together including ethnicity, language, religious beliefs, location, and the degree of economic growth or development. In such markets, leaders may have to employ common styles of leadership or management to ensure the success of organisation’s operations (Ozdemir, 2010). The global leader must have the abilities and skills to learn the differences in different cultures, lead and manage people with diverse cultural backgrounds. The leaders have to employ the right leadership style that will ensure employees in global corporation are comfortable working in a diverse environment and motivate them to perform amidst the arising challenges. The leader is required to learn and acquire intercultural communication skills that will endear him to others who are looking up to him for direction and decision making.

Conclusion

Leadership in a globalised economy is affected by the business, economic, and political conditions prevailing in specific countries. The underlying factors influence the leadership style to be adopted and the impact of leadership in ensuring organisations succeed in their endeavors. For international corporations or multinationals, leaders have to understand the economic conditions and business environment, and make decision and develop strategies that suit the specific markets. The leaders have to align the organisations’ operations to the countries rules and regulations established. The cultural dynamics requires the leader to understand the culture diversity that will affect organisation culture, and how to lead a diverse team of employees.

References

Schedlitzki, D., & Edwards, G. (2014). Studying leadership: Traditional and critical approaches. Sage.  162-188

Northouse, P. G. (2016). Leadership: Theory and practice 7th Ed. Sage publications.439-446

John, S., & Chattopadhyay, P. (2015). Factors Impacting Leadership Effectiveness: A Literature Review. Arabian Journal of Business and Management Review, 6(6), 1-5.

Maak, T., & Pless, N. M. (2009). Business leaders as citizens of the world. Advancing humanism on a global scale. Journal of Business Ethics, 88(3), 537-550.

Knights, D., & McCabe, D. (2015). ‘Masters of the Universe’: Demystifying leadership in the context of the 2008 global financial crisis. British Journal of Management, 26(2), 197-210.

Nazari, K., Savar, N., Emami, M., Rezagholiyan, Z., & Soltani, H. (2012). Analysis of Leadership Styles in Different Cultures. Retrieved from: https://pdfs.semanticscholar.org/075e/ba94d21bdd80d42bd5c43c5373096726f96b.pdf

Ozdemir, O. (2010). The impacts of different cultures on leadership effectiveness. Retrieved from: https://core.ac.uk/download/pdf/364802.pdf

Paramova, P., & Blumberg, H. (2017). Cross-Cultural Variation in Political Leadership Styles. Europe's journal of psychology, 13(4), 749.

The Key to Successful Management Today is Influence, not Authority

Introduction

Successful management is a key aspect in achieving the goals and objectives set in an organization.  The art of management requires an individual who is able to harness more power than what is conferred by their position in an organization. While authority derived from the position may give managers power to have things done, achieving the desired results requires the manager to influence subordinates by communicating and leading them towards the expectations. Authority does not guarantee the manager success in motivating others to perform their task and roles assigned to them. The key to success management today is influencing other people to embrace the direction taken by the organization, but authority will only instill formality and fear.

Many managers feel that they need more power than they currently have in order to improve their situation. The managers think that what they things that they need done requires more authority. However, successful managers know that power is a crucial, prevalent and dynamic aspect; all they have to do is learn how to obtain it.  A big challenge that the managers encounter involves finding a way to tap such power, harness it, and direct its force. The organizational managers understand that the approach will grant them individual power beyond what the organization can give to them (Ghuman & Aswathappa, 2010). Power in an organization refers to a group’s or person’s potential to influence other people or groups on their actions or beliefs beyond the authority gotten from their present position in an organization (Ghuman & Aswathappa, 2010). Hence, the major aspect in relation to power is a person’s ability to influence as a way of affecting other people. The key determining factor of power involve what peers or subordinates view an individual to be having possessing but not what he or she actually has.

Success in management is depicted by the way in which the leader or manager presents himself or herself so that people’s interaction with their style of management sways the power’s perception over others. The perception has an impact on the manager’s potential to influence other people’s behavior and actions. In most cases, the manager does not have to motivate employees with incentives or threat them with retribution to get them to follow instructions or perform the requested tasks (Ghuman & Aswathappa, 2010). The employees are influenced by the manager’s power and they want to follow him or her. The ability to influence emanates from the workers giving him or her authority to manage or supervise. The managers have understood the art of using the power to influence, while having the potential to acquire support from the employees (Dixon, 2005). Most of the employees would prefer working for managers who user can power properly to get things done.

 The manager does need to be an authoritative hero, but should have characteristics that other people admire and associate with. The manager should have thoughtfulness, modesty, and restraint when approaching dilemmas, be cautious in rough times, and be able to reach a working comprise within an organization (Dixon, 2005). While these traits may seem to hold the manager back, they regularly turn out to be the fastest way of ensuring the organization is running properly. To be successful with the peers and subordinates in the organization, the managers must engage other persons’ sense of purpose, and convince them that that such purpose is worth following.

Management and Charisma

A successful manager acts as a leader in group or the entire organization. Social instinct is an inherent aspect in human nature, which encourages relationship wither others, living in communities, and following leaders. People instinctively recognize others who are aware of their destination and how they should get there (Dixon, 2005). Hence, charisma is important in management, so that other people can follow the manager without being bossed around. Some charisma allows allow the manager to lead other people in the organization through influence instead of authority. The managers must be strong leaders in order to influence others. A person knows he is a strong leader if there some people are following his or her values, ideas, or goals primarily because of who they are and due to job title or organizational role (Dixon, 2005). Shared values and believe can majorly cause people in an organization to unleash their talents and potential.

The mangers must cultivate powerful leadership in the organization. To gain the influence, they must let their passion show , having courage for their convictions , concentrate on issues that are important to them and others, drop petty things , lead others by example , and show followers that they have a clear goal to improve the organization (Dixon, 2005). Successful managers should always be open and sensitive to the people they want to lead, consult widely before committing, listen and ask before advancing (Dixon, 2005). Therefore, influential managers have to be accountable to the people they serve in their managerial roles. Their goal is not just to push employees to achieve the set target, which is profitability, but to give them hope for a better future for individuals and entire organization. However, in some organizations or circumstances, the responsibility of assigned authority is quite powerful, and the individual in the position obtains huge respect and authority (Dixon, 2005). The manager is able command attention, which allows him to have tasks related to a project to be performed.

Successful managers build their influence around transparency and truthfulness. The managers have no hidden agenda; they embrace integrity, and abhor double-dealings, deception or underhand methods. In an organization, they are associated with consistency and values, which gives him respect among the peers and subordinates. The managers’ reliability and responsibility are appreciated by those who coffer responsibility and authority to them, and take blame for actions of those under them, while understanding that assuming responsibility does not imply neglect of duty (Ghuman & Aswathappa, 2010). The members of the organization accept the freely accept the managers legitimate power because his or her character has won them over. Legitimate power is derived from the internalized notion that a specific individual possesses the authentic right to have an influence over others or to act in a way that others power are obliged to comply with (Ghuman & Aswathappa, 2010). The manager does not use his position to stamp authority in an organization.

Their authority is not conferred to them by the virtue of occupying a position of authority in an organization’s formal hierarchy, out of respect from the members of the organization. Hence, the successful manager does not depend on his position to coerce the subordinates to follow instructions or perform various tasks, but shows them the need for productive and the impact it will have on the organization. The subordinates hold the manager in high regards and trust him or her to direct them towards the right direction. The subordinates will not perform their tasks or follow instructions because they fear their powerful boss, but will carry out their responsibilities because they have been motivated by the integrity and values shown.

Leadership in Teamwork

Successful managers show true leadership qualities in their team, and such leadership is only possible if they are able to influence other members. By acting as an influencer, the manager is able to naturally move others toward success by setting an example for them to follow. The followers in the team recognize their leader due to the manner in which he or she carries themselves, their reputation, credibility, and how they communicate. The manager’s character exhibit certain behavior that others appreciate and desire to replicate (Sinha, 2009). In a business environment, it is possible to confuse influence with authority. Influence can be likened to a skill that a person applies irrespective of position or authority or a decision making role given to an individual because of his or her tittle. An authority figure is not necessarily an ordinary influencer even if they can give instructions or direction. If the decision and direction’s given by the authority are not accepted, team members may not offer their total commitment to the task or project at hand (Sinha, 2009).  The followers in the team may even resist the instructions or tasks assigned to them, which can erode trust, cause team alienation, and destroy the reputation of the leader.

 In most cases, development of influence as a skill takes time. The influencers are able to develop such skills when they encounter and take on challenging roles or tasks, where they have to lead, come up with decisions and move team members. Hence, even team leaders who have not acquired authority through positions can grow into successful leaders by taking on and managing challenging roles or duties. In teamwork, successful managers become influencers by becoming approachable and likeable, which enable them to build relationships (Pietri, 2014). The employees will be willing to work in a team in which the leader is able to get the project done and can easily get along with. The manager has to be a leader who is positive and respectful. The manager has to build his or her network by having a positive legacy and being likeable. The manager can build a positive relationship by showing others that he has a vision and communicate it effectively. Usually, it easy to influence people if there is vision and energy around a challenge or idea (Pietri, 2014). As an influencer, the manager can tap into the resulting excitement and make positive connections in the process. Also, the manager has to recognize the individuals who have helped in making the vision a success by giving credit where and when it is due. 

When managers lead with influence, employees will perceive everything instructed and do them. The manager has to be proactive and take initiative to show the employees as team members that he or she is intentional in project to be done. Successful managers enhance trust with team members by honoring their responsibilities and ensuring that they meet deadlines (Pietri, 2014). While delegating tasks, the managers have to inform employees what level of success they need to attain, guide them in deciding how to succeed , and allow them to lead the tasks by not micromanaging them (Pietri, 2014). Since the manager shows trust in them, they will also trust him more.

Influence through Communication

Communication is an important aspect that helps managers to build their influence over employees. Effective communication with employees and keeping an open mind enable the manager to build his or her influence since people are moved by good communication. Effective communication enables managers to take charge of a team, provide direction, encourage and stimulate members (Lewis, 2007). They are able to convince others in an organization and make them work towards the set goals including all aspects relating to them.  In order for the manager to influence them, he or she must give instruction and provide direction that is sensible to the employees or team members. Having an open mind makes the manager a good listener, so that he can consider the views and opinions of others (Lewis, 2007). The employees perceive that they are valued by the manager irrespective of their differing opinions. An influential manager creates a positive environment that allows employees to send information and get feedback regarding the same.

As an influencer, the successful manager understands that employees have their own ideas and concerns regarding any task that they are supposed to perform. Effective communication allows them to share whatever concerns and issues they have and what they expect from the leader and the organization.  Effective communication enhances understanding of the managers’ beliefs and values of the organization, and inspires employees to follow them as required (Lewis, 2007). When there is no good communication, the manager fails to inculcate such values and beliefs in employees. The manager cannot use his authority or position to cause the employees to accept and believe in the values of the organization. However, an influential manager communicates to the employees about the impact of organizational values in achieving personal and organizational goals (Lewis, 2007). The manager is able to stimulate other people thoughts and influence their behavior, and inculcate the desired values in the organization.

Manager’s success can be assured by positive body language since people are very careful when processing visuals. They will mostly take notice of how the manager behaves and how he reacts under different situations. Also, facial expression clearly indicates whether the manager mean he or she is communicating, and hence, the manager should ensure that his or her face implies what they speak with their mouths. Some gestures may indicate a person who is stamping their authority while others may project positive energy which goes a long way in influencing how employees react to instructions or directions (Lewis, 2007).  Employees will be respond positively to managers who are consistent in communication and intentions, which creates healthy relationships and build trusts in the organization. A manager who is more likeable is able to easily communicate and influence more people to assist in meeting the organizational goals and expectations.

Conclusion

An influential manager is able to inspire others in an organization to perform their duties and roles without having to employ his or her authority. Some charisma in a manager gives him or her power to influence the ideas, behavior and actions of the peers and subordinates. In teamwork, a manager is required to show leadership qualities in order to influence other members. Communication is an important aspect that enhances the influence a manager has over others.

References

Dixon, P. (2005). Building a better business: The key to future marketing, management and motivation. London: Profile Books. 40-47

Ghuman, K., & Aswathappa, K. (2010). Management: Concept, practice and cases. New Delhi: Tata McGraw Hill. 265-269

Sinha, J. B. (2009). Culture and organizational behaviour. SAGE Publications India. 235-247

Pietri, P. H. (2014). Supervisory management. Cengage Learning.143-147

Lewis, P. S. (2007). Management: Challenges for tomorrow's leaders. Mason, OH: Thomson/South-Western. 299-305

Faith Integration week 5

Werner & DeSimone (2012) assert that managers play a significant role in managing the employees' performance, setting goals, delegating tasks, motivating employees among other roles. Managers are able to achieve effectiveness in these areas by acting as coaches. Coaching creates a partnership between managers and the workforce and as a result, employees increase performance and achieve organizational goals. The authors define coaching as a method used to improve performance and the method entails face-to-face discussion-where the manager and workers identify undesirable behaviors, solve the problem and perform desirable behaviors (Werner & DeSimone, 2012). Also, a conversation of self-discovery where the workforce thinks critically about an issue and focus on changing undesirable behavior and work toward positive behaviors and superior performance.

 From the biblical context, Jesus was a coach and he used different styles of coaching.  In all the methods he used, his aim was to improve the performance and behavior by helping the followers move with him on their spiritual journey. There are various instances of Jesus' coaching practices in the bible and the paper looks at Luke chapter 24 and John chapter 21. In Luke chapter 24, Jesus uses non-directive coaching where his followers listen to Jesus' talk and questions and engage in reflective learning to solve the problem.  For example in verse 26 and verse 37, Jesus asks them questions and these questions allow the followers to evaluate their actions, they become open-minded, understands the issue at hand and finds solutions to the problem. In using a non-directive method, Jesus uses powerful questions to allow the followers to discover and solve the behavior. The chapter is a powerful example as it teaches today's organization leaders the usefulness of the non-directive coaching and the  need to ask questions to allow  the employees  examine their actions,  become critical thinkers, identify and solve problems and look forward to performing desirable behaviors (Werner & DeSimone, 2012).

 The coaching approach used by Jesus in Luke chapter 24 differs from the approach in John chapter 21, in that in the latter chapter, Jesus uses a directive coaching or in other words, he gives the followers an answer or advice to their problem.   In Luke 24, Jesus confronts and asks questions to allow the followers interpret the question and formulate answers whereas, in John 24, Jesus finds his disciples in the boat fishing and gives them direction on how to do fishing.   The disciple benefits from the given solution, wisdom and shared experience. However, both coaching methods are similar since they have a similar goal of building a relationship with the followers.  Jesus' interest is based on improving performance and building relationships (Werner & DeSimone, 2012).  There are also some connections between the scriptures and practices found in the 10th chapter of the textbook. In the scripture, Jesus used a transformational process to bring a positive change to the life of the followers. Jesus' aim is to promote higher performance by directing them on a path to success.  Similarly, Werner & DeSimone (2012) say that the managers' aim of coaching is to help employees solve problems and increase performance.  In addition, they set goals and help managers change behaviors, adjust to changes, and aim higher toward superior performance. The same way Jesus confronts his followers by asking them questions is the same way managers confronts employees by presenting the problem and allowing them to evaluate their behaviors.  Generally, the aim of coaching is to replace undesirable behaviors with desirable behaviors.

Reference

Werner, J. M., & DeSimone, R. L. (2012). Human resource development. Mason: South-

Western/CENGAGE Learning.

Discussion Post 2

 Corporate culture is important as it ensures long-term business success and overall health of the organization. Corporate culture should be the number one priority since culture acts as the life of an organization. For an organization to drive performance, succeed in the competitive market, and attract customers, there must be a strong corporate culture (Flamholtz & Randle, 2011). With a strong culture, employees increase emotional commitment and performance. The culture also promotes employees' well-being, physical and mental health, and more importantly, employees work together as a team toward achieving a common goal (Flamholtz & Randle, 2011). Another important thing is that managers should establish core values since the workforce operates under this guidance. With core values, employees will understand the mission, vision, and goals of the company. It is important for employees to understand the expected behaviors and activities so that they can develop mutual accountability, embrace change, and achieve the organization goals.

            Conflict in the place of work is a common thing but failure to solve the conflict may lead to poor performance and a decline in productivity. It is very easy to solve the conflict and bring a just resolution if only the organizational members can recognize and understand the nature of the conflict (Flamholtz & Randle, 2011). To resolve the conflict, interpersonal skills and sharing feedback are essential in that these elements will enable the members to communicate about the issue, collaborate in solving the problem, and build relationships (Flamholtz & Randle, 2011).  Thus, interpersonal skills and working as a team should be incorporated in both corporate culture and business culture in order to create a positive work environment and achieve the organization goals.

Discussion Post 1

Response

The discussion has important points about the corporate culture, and I agree with the points that corporate culture helps in conflict resolution, and it help managers select and recruit candidates who fit in the company culture.  In addition, it is true that conflict is inevitable, but the corporate cultures can help solve the conflict by observing the core values such as respect, diversity, integrity and responsibility and their role in the corporate culture (Flamholtz & Randle, 2011). With the values, the members will be able to use a collaborative approach to resolve conflict, build a relationship and a positive work environment. In addition, applying the corporate culture in the hiring process will increase performance and productivity since managers will recruit candidates who fit in the corporate culture.

Discussion Post 2

Response

 It is true that employees work well under a positive organizational climate and positive corporate culture since they feel valued and develop a sense of belonging. Corporate culture should be number one propriety since is the only path in which employees can increase performance,  reduce stress, increase morale,  work as a team, inspire creativity, solve problems, foster growth, develop a sense of loyalty and achieve job satisfaction (Flamholtz & Randle, 2011). For an organization to become more productive, managers should create a positive culture through creating vision, mission and core values.

Reference

Flamholtz, E., & Randle, Y. (2011). Corporate culture: The ultimate strategic asset. Stanford,

Calif: Stanford Business Books.