Organizational Behavior an Employer Term Paper

Pages: 9 (3695 words)  ·  Bibliography Sources: ≈ 10  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business - Management

SAMPLE EXCERPT . . .
The truth of the matter is that though the different models of operation of an organization have been identified, it is a fact that no one organization can function with just one type of operation; in fact, it is a combination of all the models that is the most effective sort of organizational model, though, in some cases, one particular method may dominate and take precedence over the others. (Big Dogs Leadership Page: Organizational Behavior)

Manager, according to Hellriegel, Don, and John C. Slocum, is a person who is in possession of a definite set of attitudes as well as skills and innate knowledge in a lot of pertinent areas and subjects, and this would help him take up a position of responsibility within the organization and enable him to control or be in charge of the team of group of employees under him. In short, he must be 'competent'. Competency in the sense of managerial capabilities and abilities means skill in the areas of communication, and the planning and implementation of the various strategies that make up the duties of the workforce of the organization. Teamwork is also important and the manager must be competent in the handling of teamwork. In today's world, a manager must be in possession of basic global awareness and knowledge of the current happenings in his field of business. When the manager is a well read and aware person, the employees will benefit immensely from him, as he would definitely act according to the world standards that he is aware of. (Hellriegel; Jackson; Slocum, 2002)Buy full Download Microsoft Word File paper
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Term Paper on Organizational Behavior an Employer of Assignment

Self-management is also important in a manager, as this would be demonstrated in his work with the team of employees. A good manager would be very much aware of all the activities that are taking place both within and without the organization, and of the goals that he has to achieve with the cooperation of the team of employees under him. Any organization would have a specific set of goals to achieve, and the innate duty of a manager would be to set his employees in the direction of the fulfillment of these goals and standards to the best of his ability. A manager, therefore, is a person who organizes and plans and allocates the various types of resources within the organization so that the goals of the organization would be fulfilled successfully. There are several different types of managers. They may be Department Managers, Division Managers, District mangers, or Product Managers, and so on. (Hellriegel; Jackson; Slocum, 2002)

Whatever be the type of manager, his duty is to set his team of employees to work using the resources that the organization has provided him with, in the achievement of a common goal. A manager has to perform, among his duties, the task of training of the work personnel, the development of the plans of the organization, and be in charge of or be aware of the information systems within the organization. A manager is evaluated on the basis of the perfection and the accuracy and the completeness of the tasks performed not by him, but of his entire team. Individual evaluations and assessments are not necessary in the case of managers, since they are in charge of directing the team or group of employees and not perform tasks on their own. (Hellriegel; Jackson; Slocum, 2002)

There are different levels of management within an organization. While small organizations have a single manager, and this manager would be the Director or the Founder of the Company, other larger organizations have several managers with a set of duties to perform. These are the First-line Managers who are in charge of the production aspect of the goods and services offered by the organization. Sales managers and Production Supervisors belong to this category. The Middle Managers are the people who work in conjunction with the top management level, and the goals and objectives set up by the top management are to be implemented by these managers. This is generally done by providing the First level managers with specific goals with which to work towards the achievement of the goals. The third type of manager is the Top Level Manager. (Hellriegel; Jackson; Slocum, 2002)

The top manager is responsible for overseeing the entire operational level of the organization. These are the people who develop the various strategies and goals that are to be implemented by the rest of the organization. These are the people who also lead their organization in any world events or even in various community affairs and any sort of negotiations of business deals with the Government. The top managers spend almost 75% of their time in planning and leading, and it is not part of their duties to directly supervise or be responsible for the workings of the rest of the team of employees of the organization. And finally, top managers have the duty of keeping up the image of the organization that they are working for. The 'good' image is extremely important in the conduct of business and this image might very well make or break a company single-handedly. The top manager sees to it that there is no problem with this image, though there is a saying asking if an old dog can be taught to perform new tricks within a management. In this case, adaptability is important and the management must learn new ways of tackling the problems, and grow with the times, although this may result in the changing of the original image of the company. (Hellriegel; Jackson; Slocum, 2002)

How can the competency as well as the performance levels of an employee be assessed accurately? Are there any particular strategies with which to conduct this type of assessment? What are these, and are they accurate enough to assess an employee's performance in a proper and acceptable manner? These are the questions that must be answered so that a proper judgment can be made. The traditional and time tested age-old method that was followed for the evaluation of employees is the 'supervisor-subordinate' evaluations. In today's world, however, this method does not exist any more, and is seen as being ineffective. Today the method of evaluation is based on a system of a complete feedback from both internal as well as external customers of the company. This evaluation method provides employers with a broad perspective of the employees of their organization. It is generally referred to as the 360-degree approach. (Companies evaluate employees from all perspectives)

Wherein in the older method where a supervisor would interact with his employees for just a few minutes per day, and in those few minutes the employee may behave at his best, the method now followed is one whereby the people who interact with the employee, like, for example, his peers and colleagues, and his clients and customers on a daily basis give in a feedback and create a virtual pool of facts and information about the employee, upon which the supervisor may safely and without prejudice evaluate his employee. One example of the practical benefits of this sort of evaluation is that of the Johnson and Johnson Advanced Behavioral Technology, an organization that wanted to evaluate an employee. The system of direct reports was used and this involved getting the reports on that employee's performance from those in contact with him directly. It was discovered after reading this report that the employee was in fact being extremely critical towards other employees and this was resulting in a lot of tension in the workplace. Corrective actions could be taken immediately and the problem was sorted out quickly. The 360-degree method works for the benefit of the employee too. This is because he will interact and communicate better with his peers and his customers so that he would get a good report, and this is good for all concerned. (Companies evaluate employees from all perspectives)

Another viewpoint about the performance evaluation of an employee is that of basing performances on a standard that can be measured as well as recorded and documented in an easy manner. The technical standards of the employee's work, the expertise that he demonstrates in his field of work, and his handling of inter-personal relationships can all be included in his evaluation of performance. Thus vague statements such 'does not seem to be interested' etc. can be avoided, and replaces with specific and clear-cut statements such as 'does not show interest in communicating with his customers' etc. another approach is to ask the employee to conduct a self-evaluation wherein he rates himself and discovers his own weaknesses and innate strengths. Peer evaluations can also be conducted, whereby the peers of the employee give their opinions about each other or on the particular employee, or on the entire team. (Use performance appraisals to clarify expectations and build trust)

Some organizations follow the method of combining incentives and bonuses with the process of evaluation, and this works well… [END OF PREVIEW] . . . READ MORE

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