Working with and Leading People - Coursework Example

Running Head: Working with and Leading People Name Institution Course Instructor Date Introduction There seems to be a movement away from the word “human resource management” and instead “people management and leadership” is presently used when dealing with the people in the company, which indicates that it is the individuals in a school who “lose or win the battle” towards accomplishing the set goals. The task of people management and leadership reveals both a tactical and a strategic role within every aspect of allocating, supporting, planning, and evaluating work, as well as developing both professional and personal skills and developing environment conducive to negotiation, collaboration, and collective bargaining. What makes an effective leader? Effective managers are not born with the gift of knowing how to lead. Rather, they absorb knowledge, they gain experience, and they see and listen to the environment around them – both inside the company and beyond (Aaltio, & Takala, 2000). Effective supervisors are also capable of assuming the management qualities needed for particular situations. According to Beard, (1988), there are many types of effective managers, and the pragmatic manager– but these distinguishing qualities can merge together in one individual in diverse ways at different times. Charismatic managers seem to shine According to Blake & Mouton, (1964), a charismatic manager may seem to be born with a skill to inspire. Predominantly during a catastrophe, people turn to such powerful voices for outstanding vision and hope for answers. Such a leader is in a position to clarify the situation for the staff and instill the sureness they are seeking for (Blanchard, 1999). People in most cases feel safer once they hand off their issues such a leader. Charismatic leaders differ from the norm in greater un-conventional behavior, self-confidence, enthusiasm and energy. They end to; have a fresh, creative, new and clear vision be totally devoted to their dream make unlimited sacrifices to accomplish their dream, taking personal risks – social, personal, and financial make a sense of determination among their supporters achieve the complete trust of their supporters and also fear use inducement rather than forceful directives or democratic pleas for agreement to influence their supporters Transformational leaders focus on the task and the people Unlike charismatic managers, transformational supervisors remold a corporation not through the might of their own character but by appealing to their followers, gaining their respect and trust (Bush & Middelwood, 1997). Transformational leaders gain outcomes by paying close attention to their team or group as they; convey a clear and convincing vision elucidate the significance of the dream’s outcome deliver a well-defined track to achieve the dream use symbols to comprehend their dream act with confidence, self-determination and optimism encourage their supporters to work together rather than as individuals to achieve the corporations aim empower their followers to make good decisions for the benefit of the whole What makes transformational managers effective is their capability to demonstrate their vision in a clear, and identifiable aim that might direct their supporter’s actions to meet the set goal. Transformational leaders trust their followers, make the required resources available to them, and encourage them to keep on moving forward. Pragmatic leaders – from the ideal to the real The most obvious characteristic of pragmatic supervisors is their attention on the corporation rather than on the publics (Cooper & Sawaf, 1997). According to Covey, (1992), Pragmatic supervisors face the veracities of the industry environments; they pay attention to and understand the truth, whether bad or good, daunting or hopeful. Pragmatic supervisors are effective because they; listen carefully to their followers have a dream that is familiar as a disparity of the status quo make truthful decisions for the better of the organization manage by numbers put the right individuals in the right positions to get job done delegate duties to people they can trust Pragmatic leaders may not be exciting or flamboyant as other types of the managers, but they get the work done (Eagly, 2003). Pragmatic supervisors are most useful when a corporation is going through difficult times or when the venture situation is too tempestuous to see far ahead when temporary, conversant dream is necessary (Aaltio, & Takala, 2000). Effective leaders are future focused In general, supervisor who are useful now and in the coming years have learned how to be: Future focused. They develop a dream, demonstrate it to their supporters, and stick with it. They are understand very well how their corporation or unit fits perfectly well into the bigger picture, they organize temporary tasks according to the long-standing priorities Comfortable with uncertainty. Future focused leaders are always in a position to take well calculated risks, can handle a particular level of disturbance and struggle, and are enthusiastic to change their concentrations when fresh information comes to light. Persistent. They can uphold a positive, concentrated determination in pursuing an objective or dream, despite the impediments. Excellent communicators. They know how to write clearly, pay attention closely, run seminars negotiate, make presentations, and speak in public. Politically astute. They have attained a solid sense of their corporation’s power structure, listen cautiously to the anxieties of its most influential teams, and know where to turn for the assistance and resources they require. Level-headed. They know how to stay in the center of confusion and turmoil. Self-headed. They understand themselves enough to recognize how their own patterns of manners affect others. Caring. Such people know how to demonstrate ability to understand the professional goals, concerns, and needs of other individuals. Humorous. When the condition warrants it, such leaders know how to add a little mirth to relieve tension within a group. Learn to adapt to different leadership styles The key to achieving the most from all these management learning actions is to synchronize them (Taylor, 1994). According to Wong & Law, (2002), as a leader, one ought to know what experience, skills, and knowledge they need and plan how to acquire them in an integrated fashion. Leadership techniques are behavioral adaptations to specific situations. Useful managers learn, practice and master each and every management technique (Wong & Law, 2002). Even though these management techniques are presented as discrete behaviors, they habitually overlap as required. Motivating and leading as a supervisor The ability to motivate and lead people as a supervisor or as a manager is a critical factor to the success of a given organization (Popper & Zakkai, 1994). The organization and the workers count on the manager to provide leadership, take the workers through change, make solid and tough decisions, and also to focus efforts effectively on the most significant tasks. The work of a supervisor (leadership) is never about being bossy or tough on employees (Heystek, Roos, & Middlewood, 2005). The whole leadership thing is about having extraordinary expectations and assisting employees to meet them. Leadership is all about making tough judgments and having the audacity to take risks. It’s about looking for opportunities for change, being an agent of change, and building enthusiasm (Adair, 1986). Inspiration is an equally imperative obligation of administration. It interprets directly into efficiency and team usefulness (Barth, 1991). Employees working together with enthusiasm and energy are far more productive and effective than a team that lacks that spark because of work boredom or dissatisfaction. According to Asbill, (1994), as a supervisor or manager, a person is expected to play a huge role in building group inspiration. Solutions to motivating and leading employees As a manager find out what motivates employees The best way to find out what motivates employees as a manager is to ask them (Caruso, & Salovey, 2004). Checking on the employees are doing once in a while is the best way to find out what motivates the workers in a given organization. Finding out what they really want is the best way to motivate them; ask how they see their work and the leadership of the manager, what inspires them to give their best effort, and what is getting in the way of their full involvement. By talking to the employees, a manager is able to know exactly what kind or a leader the workers want. It also helps the manager to know how to live and work alongside employees. Find out; The challenges they face at work What they are proud of at work What kind of challenges do they enjoy What aspect of their work are the most satisfying, uncomfortable or frustrating to them. What could be making their work harder than it supposed to be What kind of resources would allow them to do their work even more successfully Whether they feel appreciated for the kind of work they do How they know whether their work is valued or not What types of job and what job situations have inspired them to give their full creativity and energy. Finding answers to such questions will give a manager an insight into what inspires the employees who report to him or her. Answers will also offer a road map to the issues a supervisor needs to administer as a leader and a manager. Writing down notes while having a discussion with the workers is very important because it becomes easier to refer to the written notes from time to time. Once workers provide such valuable information to the manager they expect the supervisor to remember them and begin to act on it. Hire and keep people who are good at work As a manager, it is advisable to hire the people who possess the right skills and also abilities needed for the job (Caruso, & Salovey, 2004). Employees whose skills and abilities do not fit the requirements of the job develop inequity on a group, which may lead to resentment from those staffs who are doing their work well and frustration in the workers who are having trouble. Both sentiments are inspiration killers (Cooper & Sawaf, 1997). Manager should be careful and cautious in hiring. A great hire in a few weeks or days is better than a mediocre hire now. Hiring unskilled laborers is very costly, because the training time is wasted, the good employees get frustrated and firing a worker for poor performance is really distressing for everyone. Managers should not drag feet’s when faced with a job fit issue. A hiring mistake which is not corrected in time might undermine the good group, throwing the manager off track in reaching the productivity objectives and even causing high-performing employees to quit. It is never an act of compassion to keep an employee in a job to which h/she is not suited, and taking action only becomes difficult on everyone as time passes. Get a team working on what is crucial A supervisor needs to work alongside the team handling job that will make the biggest contribution to the company. A supervisor should use goals as a technique to align labor with the priorities of the organization When a supervisor assigns and prioritizes work, it’s advisable to explain why it is crucial. Make a connection between the task and the goals of the organization and the team. Remind the workers of the connection as the job continues. Employees work harder and even smarter when they recognize how their work fits into the company’s strategy. Assist workers prioritize work to emphasis on the most crucial tasks. Managers ought to work with workers to figure out how they spend their time. Explain and train It is the job of the supervisors to ensure that the employees have the knowledge and skills to do their work excellently. If they don’t have the skills then they should be trained for them to obtain the background knowledge they need. Plan ahead. Supervisors sometimes resort to “panic designation” when they are burdened; getting work off their table and onto employee’s table as quickly as possible. Delegate with suitable planning and training. Managers must spend time weekly teaching and sharing their knowledge with the employees. Let people work Once the supervisor has assigned a particular task, it is important to explain why the task is crucial, and should ensure that the employee has the right skills and the apparatus required to complete the task. As a manager do not interfere with, meddle in other peoples job. Instead a manager ought to be aware of what workers are doing just by making a follow up on the progress towards the set expectations. Employees needs to be coached on the best way to approach a given task but still they can be given a chance to try out their own approach. Managers should sometimes take blame for mistakes caused by workers. Sometimes a worker is at fault, but mistakes are in most cases a team effort. The manager’s supervision and direction might also contribute to the issue. The supervisor should admit the issue and then be accountable for fixing it. Let employees make decisions as part of the job, and trust their judgment. A supervisor should explain to them when they should ask questions and get endorsement and when they are expected to make decisions for themselves. Be generous with praise and recognition There is no employee who is not being driven by the necessity to feel good in what they are doing and about themselves. That is the reason why recognition and praise are such powerful motivators, whether it is substantial end year bonus or just a simple “thank you” for the job well done. Expect excellence According to Foucault, (1988), excellence inspiration go hand in hand. Employees will put their hearts into work if they believe the team and the company are striving for superiority. Every employee wants to be part of the company with world-class recognition. Anticipate superiority. Research has shown that expectations have a huge influence on the outcomes. If you expect people to succeed, they are much more likely to do so. Thus, managers ought to anticipate workers to excel and should not endure mediocrity. Supervisors should not endure negative attitudes. When complaints, fears, and worries come to the attention of an employee, they ought to be brought out in the open. Issues should be raised in the teams meeting. Care about employees Listen to staff. The strongest supervisor make themselves available to opinions and ideas from beyond their small circle of direct reports, no matter how tight their timetable. They make a point of being accessible to all employees up and down the company. Create time to discuss issues with the workers. Managers should use a one on one meeting with their employees to find solutions to particular issues and to know how each of the employee is doing. Pay attention. It is advisable not to open emails, look at papers on the desk, or newspapers when someone is talking. Be present and listen very carefully and ask questions to make sure everything is understood. Managers should show that they care. Employees are much more likely to care about work if they know that you their managers or supervisors are they kind of people who listen to them. Treat workers with respect Impoliteness and a lack of respect for staffs can undo all of the good things that the manager has done (Foucault, 1988). Workers who does not feel respected are expected to shut down and contribute only the least effort to keep their jobs. Develop an environment where diverse of opinions can be openly expressed. Show respect by listening and responding to the ideas, thoughts and concerns of all the employees. Foster diversity by showing respect for the unique qualities that each workers brings to the team. Lead by example. Administrators serve as models for their workers and for the company (Gronn, 1999). No matter what a supervisor says, employees notice and follow what they do. Therefore, if the managers wants excellence and also enthusiasm from the employees, model brilliance and enthusiasm in what they do is crucial. If the supervisor are very energetic then their energy will be contagious and if they want their staffs to focus on clients, they need to focus on the clients themselves. Lead and inspire by example. 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