Management Development Process Has Been Adopted Term Paper

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¶ … management development process has been adopted in the public and private sectors for the enhancement and development of the new managers and professionals. The enhancement program was adopted and implemented in the Internal Revenue Service which is a public sector agency. The agency has implemented 'the principles of Total Quality Management', in this regard, 'the Richmond District enhanced the program that was conducted in other offices by using the Myers-Briggs Type Indicator and the Adjective Check List'. The process adopted by the Internal Revenue Service was fabricated to 'identify those interested in managerial positions', not every staff has the potential to be the manager, therefore the experience factor was given dilute consideration against the motivation and leadership qualities of the interested professionals'. The objective of such exercise was to 'provide an opportunity for non-managerial employees to learn about themselves and about the organization's expectations for managers'. The programs initiated by the organization focused on the personal capabilities of the participant, and the methodology was adopted so as to explore the suitable and diversified background and mentalities of the professionals. The question relevant to the personal information, experience, objective, development of the organization, and several case studies were offered to brainstorm the participants. The focus of the exercise was to ensure the enhancement of the managerial and professional expertise of the participants, for that purpose, the exercises 'enabled the participants to assess their values, managerial styles and attitudes, and career interests' (Hayes, 1988). The management oriented sessions and seminars have undoubtedly led the potential participants to realize their potential and capabilities to the fullest, and for that purpose the attribute of decision making was focused, and the evaluation and discussion process was narrowed to that spectrum.

Role & Responsibilities

The organization usually assigns the managerial responsibilities to the employees of various divisions, keeping in view the difference of area of specialization of the employees. The organization offers employment positions i.e. 'accountants, position classification and labor relations specialists, fiscal analysts, training and development specialists, criminal investigators, taxpayer assistors' (Welch, 2001), in all such respective departments the managerial skills are required to ensure the performance improvement and management development. The Internal Revenue Service has performed required exercises and reviews which has led to the identification of 'twenty one generic skills that managers need, these twenty one skills are divided into four categories: interpersonal skills, analysis and decision making skills, managing systems and organizations, and understanding operations'. The Myers-Briggs Type Indicator and Adjective Check List incorporate the self-assessment relevant to the interpersonal skills category which encompasses, 'self-awareness, understanding individuals and groups, and communications' (Welch, 2001). The scheme has converged the interpersonal skills and managerial skills, and the influence of the respective aspects has been monitored. The Myers-Briggs Type Indicator and the Adjective Check List has been a source of insight for the participants which have helped these participants to resolve their respective concerns having relevance to the career development process. The techniques have relevance towards the leadership and career development processes. The Myers-Briggs Type Indicator was designed as per conclusion of the Carl Jung's Psychological Type. The Myers-Briggs Type Indicator has enabled the participants to concentrate and focus upon managerial skills and leadership qualities, and 'the assessment of their preferences with regard to judging and perceiving' (Jaques, 1989).

Techniques & Indicators

The findings and the results derived from the Myers-Briggs Type Indicator helped the organization in the better understanding of the reaction of the employees to different situation, and such indication was taken as to evaluate the managerial potential and capabilities of the employees. The participants were also encouraged to focus over the areas and topics given extreme consideration during the session so as to learn and apply the suitable teaching where applicable. The Adjective Check List has been another exercise through which the participants can describe and judge their capabilities and potential, which led the participants to the better understanding of themselves. Such techniques have boosted the morale and confidence level of the employees, and have been responsible for the active participation of the employees within their limits and authority. The organization has adopted the principles of the Total Quality Management, which were aimed at the nourishment of the employees in wide areas including, 'top-management leadership and support, focus on the customer, employee training and recognition, and employee empowerment and teamwork' (Hampton, 1987). The core purpose of such performance and managerial enhancement programs were useful in the assessment of the 'congruence between the employees' characteristics and the needs of the total quality organization' (Welch, 2001).

The organization has stressed over the implementation of the Total Quality Management, which is an initiative towards the adoption of the 'management-driven philosophy', as per which every member of the organization is liable and encouraged to understand and review the organizational mission, which will eventually result in the improvement of the work conducted within the organization, and will result in the customer satisfaction. The Total Quality Management originated in the 'private sector where organizations' outputs were tangible products and organizations' motivations included maximizing profit', therefore in the case of the public organization, the implementation of the Total Quality Management is restricted to those particular organizations that 'have service as outputs'. It is important to recall that the employees, 'who value opportunities to advance their careers, are motivated if they believe that quality performance will facilitate career advancement', furthermore, the employees who 'believe that there are opportunities for them to advance their careers in an organization also tend to be more satisfied there' (Hamel, 2000).

The nature of the job, and the environment offered by the organization has always develop interest in the managers, and several other professionals, because such conducive professional atmosphere provides the professional with an opportunity and hope to apply and implement their thoughts in suitable and best possible manner, aimed at the development of the organization. The contribution from an employee towards an organization can neither be requested nor forcibly retrieved; rather it is the professional environment which supports professionalism which will eventually result in the revelation of the possible skills and leadership qualities, and related contribution from the employees within their limited and restricted capacity (Hirsh, 1987).

The responsibility of the managers has been to maximize output from available resources, and for that purpose perfection shall lie in the inputs and the vulnerable forces. In this regard, the element of perfection meant for the professional shall be descriptive, and for that purpose the clarity of the responsibilities and the understanding of the operations and objectives of the organizations shall be fully realized. In this regard, the selected terms relevant to the job design and work organization shall be fully defined and explained, and the aspects relevant to the application of the traditional approach towards the job design and work organization shall be fully examined and reviewed. The alternative forces shall be described and elaborated which counter the cognizance of needs of the employees, for that purpose the organization shall encourage the generation of proposals and ideas which shall be reviewed and debated, so that the optimized version of the ideas and recommendations can be extracted. The organization further needs to stress over the significance of the adaptability which shall be practiced by the employees on need basis, so that productivity benefit shall be achieved. All such factors are essential and are likely to contribute towards the professional development of the employees which will eventually result in the enhancement of the performance (Nadler, 1998).

EMPLOYEES to BE CONSIDERED as an INVESMTMENT

The employees of the organization is the major investment which the management can avail without insecurity or capital, it is the employees who generate momentum towards the functioning of the organization and the profitability of the organization can be protected and ascertained through strong employee relations. The relationship between the employers and employees, and employees are crucial, and contribute massively towards the smooth and stable functioning of the organization. The relationship between these associates can be fostered through different schemes, initially the management should provide good opportunities to these parties to discuss, and this will eventually create a bridge of understanding, which will alter facilitate their professional expertise and concerns, which in return will lure stability for the company. The improvement of the employee relation can be achieved at different platforms within an organization, for any small issue which although can be resolved easily, should be sorted out by arranging a mutual forum of discussion between the employees, to be monitored by the employers, such a platform will bridge harmony and understanding among the workforce. The competitive schemes of financial rewards and benefits should be launched to encourage active participation of the employees in these exercises, therefore simultaneously not only the focus of the employees can be achieved, but focus of the entire workforce can be gathered, which will result in the ultimate and timely increase of their motivational level.

Problem Resolution

The given reforms are mandatory to ensure that the qualitative outcomes are achieved through relevant exercises related to any organization.… [END OF PREVIEW] . . . READ MORE

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