Effective Management Human Resource Development Program - Coursework Example

Running Head: EFFECTIVE MANAGEMENT HRD PROGRAM Effective Management HRD Program Name Institution Date Introduction An executive director can be described as an effective manager within an organization or cooperation. This position is categorically very significant due to the fact that he or she largely responsible for carrying out strategic and policy plans established by the (BOD) Board of Director during their AGM (Annual General Meeting). In addition the executive director plays a major in the general management practices. The definition of the executive director depends highly on the whether an organization is a corporation or not, that is, if it has a board of directors (BOD) or not. An organization that operates as a sole proprietor or partnership, that is to say, an organization without the Board of Directors, is solely responsible for coordinating activities within the organization or firm. Deepening on the type and size of the organization, all managers strive as hard as possible to be an effective manager: A manager whose reputation is perfect, who earns respect not only from his/her employees but the entire region as well, someone who acts as a mentor to other people and finally someone who most employees wish to work with, can be perceived as an effective manager. However to achieve all that is potentially a hard task, great executive directors are not many and far between. There are several factors that donate to the executive effectiveness as a manager within a given organization. These factors are however arranged in a hierarchal order, that is, from the most significant to the least significant. The include the following essential attributes; Foremost is the aspect of integrity. This means that an executive director has to be honest and having fair dealings with its client management. He/she should be straight forward, upward, understandable and not complicated in any manner. The executive manager’s degree of integrity in an organization should not be questioned at all time, doubted or appear to be threatened by any person within the same organization or a third party. Integrity establishes trust, which builds loyalty. The managers are not the only party who are ensured to exercise full integrity within the organization but also, the employees as well. Where the employees working within a stated organization are loyal to both the organization and the manager as well, it motivates the manager thus makes him/her more effective. The stakeholders of the organization can then rest assured that they have a leader whom they can rely on (Dessler 2004). Empowerment is another essential attribute. An effective manager will strive as much as possible to empower the employees or staffs within the organization to offer services at their best knowledge and understanding. This means that the manager must create a conducive environment for success: these includes setting a strong policy and boundaries so that employees take responsibilities for their actions in the course of the employment contract, creating a room that will allow all employees to certainly change their abilities. In addition the manager should facilitate motivating for the workforce whereby they can exercise competence and be innovative and creative, in addition it is essential to educate the them on the importance no how to face an upcoming challenge within the stated organization( Kleiman 2000). Empowerment should also be an aspect that is also within the manager this is because if the manger is not empowered or always on low key or without any sort of motivation, the workforce will also not be empowered at all. Another quality is motivation. Employee offers their best services when they are happy and motivated in their field of work. Many people tend to define motivation in terms of salary and bonuses, but there is more to it than an increase in salary and giving bonus in order to motivate a specific employee within the organization. A manager, who has personal attribute towards employees such as tendency of understanding its employee’s goals, can set strategies that will ensure that these goals are met at the yearend or the beginning of the month. An employee may be motivated through very many ways; he/she may be promoted from his simple work force to a better position in an organization, rewarded for the best services offered within the organization, being a strong member to a certain team in the organization or where hard work is highly recognized and rewarded thereon. It is therefore essential that an effective mangers knows when to motivate employees and who in particular is to be motivated. Delegation is also very essential .An effective manager will understand the potential abilities of it employees in a given organization. This includes both skills and qualification that an employee posses. With this entire factor at hand, the manager may then decide to entrust his /her legal responsibilities to complete the work. Effective delegation may be defined as selecting or choosing a right individual in order to complete the work, given the control of skills and time. There are very many importance of delegating workforce within the organization, for instance it allows the executive to concentrate more on the pressing matters within the organization, while his/ her delegator control other matters at hand. As a result many thoughts and ideas are generated into the organization which will eventually, have a positive impact on the growth and development of that organization ( Gill 2004). Adaptability is also another essential trait. A Business organization is in a dynamic form, that is, it keeps on changing from time to time. All executive managers must be willing and quickly adapt to the new changes within the organization, understand the consequences of the changes made within a given organization, and strategies. For instance these changes may be as a result of machines used in the organization. Most machines are subject to wear and tear, obsolesces and changes in technology. In order for a firm to yield good and better results, it is important to understand any changes made in the market place and adjust with an immediate effect. Very many managers may be reluctant to adapt to any new changes made for fear of the risk involved, but an effective manager should be willing to adapt to the changes in order to facilitate good profits no matter the consequences (Becker 2004). Taking action; an effective executive manager takes responsibilities for his actions undertaken in the course of the employment. If there’s a problem within the firm, they should handle it with the seriousness it deserves. This may been apparent, at times there are decisions made by a certain executive’s manager which are subsequently difficult to handle, so at times they suspend it to a later date. Or perhaps, they may decide to shift the blame to somebody else in order to maintain a good image or reputation to his/ her colleagues. An effective manger should be a networker; anyone regardless of his position in the organization can obtain an organizational chart and structure. However, the most important aspect is for the manager to understand the major links used in the organization. Who are the potential individuals who can ensure that certain things occurs? It is very important for an effective executive have ability to influence his decisions in one way or the other, both today and in the expected future. As a result establish a good relationship with the workforce (Becker 2004). HRD Program to Prepare an Aspiring Manager Many new employees have a major desire of rising to top managerial ranks. It is therefore essential that an individual aspiring for this leadership role be effectively groomed in order to qualify for the specifications of the desired position, for instance, the rank of an executive director. The HRD program involves the following main procedures; Step1; Provide job performance rating The executive manager should rate all employees’ performance within the organization. This rating process should however be carried out by an independent person, who is free from biasness and influence from any parson or other individual within the organization Step 2: Interviewing job applicant aspiring for the new position The executive manager carries out an interview to the employee in order to determine his / her abilities in that particular field of work. This interview includes checking the employee’s skills and qualifications. The procedure used in interviewing old and first time applicants is all the same. Step 3: Provide job training The executive manager organizes a seminar meant to educate and evaluate the employee’s abilities to be promoted. In these seminars, the executive manager carries out training process if he /she find the employee competent for the given position in the organization. Step4; Promote on the basis of qualification The executive manager will then promote the employee on the basis of his / her skills attributed by his performance at work place and interview. The executive manager investigates the employee’s interest in that particular organization. The qualifications used are the basic proof of an employee competence in an organization. Analysis of Training Based on Principles of Learning In Human Resource Development There are several principles used by human resource on adults learning activities; Delahaye (2005) states in one of his principles that; learning is an ordinary activity in an adult life. He further exclaims that adult learning does not necessarily involve a teacher to initiate and inspiration throughout an adults learning process, but instead it is more of the teacher eradicating some of the learning difficulties. When this obstacle are eradicated or reduced it provides a good environment for adult learning even with few obstacles such as anxiety and family problems at hand. It is therefore crucial that during the process of training, when preparing an aspiring manger, all obstacles that may bring about difficulty in the learning process, should be eliminated. These obstacles may be in terms of finance or even lack of mental preparedness. Another principle is that, adult learners must have a high self esteem to facilities effective learning process. Delahaye (2005) highlights that Adults learn best in a surrounding that does not put their self esteem at jeopardy. It is however important that an individual aspiring for a promotion such as that of an executive director must believe that they are actually capable of handling the position. Another important concept in this particular learning process is that one should avoid tasks that they are incapable of handling. Sometimes adults are reluctant to obtain advice concerning what they can and cannot handle. However it is essential to ask questions in order to follow the right procedure. Delahaye (2005) also states that, adults learn best if they value their role as an adult and posses their competence for running their own learning activities. An adult learner is different from a child learner. Most child learners tend to learn matters that are story telling in nature while adults tend to think of themselves as achievers. Thus Adult learner should take part in new skill if they are informed on how they are progressing in their learning process; this is because an adult has a clear objective in mind of what ought to be learned. When undergoing the training process in the HRD development program it is essential to give feedback to the aspirant on their progress in terms of acquisition of the desired skills for the position. Success motivates changes thus increase the ability and interest to learn more. For an adult learner, meeting their objectives at the end of the learning process motivates their learning abilities and processes. Their satisfaction of great achievement comes in the learning process. However learning should be arranged in a hierarchical order so that the learner will experience and establish their success in the first few studies made. Delahaye () in his last principle, states that an adult his / her learning programs with have a lot of anxiety and expectations which may alter their progresses through their learning process. They will start experiencing stress when a new topic or program is introduced in their learning activities. However, this stress may also be as a result of family or financial constraints. Most adult do not like appearing to the public as being upset of something in life, they most of the time prefer hiding their anger under the mask. They usually curb some of their stresses through a repetitious speech, inability to listen and confused emotions. However, a receptor program should be installed or put in place to reduce the level of anxiety in adult learners. This may be reduced through curbing threatening situation throughout their learning activities in order to motivate some of them if not all, creating a conducive environment that supports their learning activities, providing adequate time for learning and a chance to practice or administer new behaviors, providing an effective opportunity to talk through their anxiety situations that might have occurred in their learning process. Conclusion The aspect of promotion is essential for the workforce to feel motivated. It is therefore essential that the process of training is well organized and undertaken in order to produce an effective manger such as an executive director. It is also to important to take note of the fact that an individual aspiring for a higher position should be given training that is based on the adult learning principles . References Becker, Karen . (2004) .A model of individual and organizational unlearning. New York; Sage. Delahaye, L.,  2005  Human resource development : adult learning and knowledge management / Brian L. Delahaye  John Wiley & Sons, Milton Dessler, G. (2004). Human Resource Managemetnt. 10th ed. Englewood Cliffs: Pearson/Prentice-Hall. Gill, M. (2004).Building organizational capability: Your future, your business, Queensland University of Technology Hansford, C & Tennent, L. (2002). Mentoring, business, organizations, outcomes, impacts, Journal on Business Mentoring. Kleiman, L. (2000).Human Resource Management: A Managerial Tool for Competitive Advantage. Cincinnati: South-Western College Publishing. Lado, A & M, (1994) , Wilson. "Human Resource Systems and Sustained Competitive Advantage: A Competency-Based Perspective." Academy of Management Review 19, no. . Watson, R. (2008). Nursing research: designs and methods. New York: Elsevier Health Sciences. Read More