Developing Employability Skills - Assignment Example

1A Financial rewards are remunerations for labour. It is a major tool for motivation, in that it can be used to get workers to meet certain requirements and expectations. As a tool for motivation, financial rewards are tied to the input that people make to organisational progress. Individuals are paid based on the quality of work that they do. In this sense, where the quality is exceptional, people will be paid more. Financial rewards can be used to get employees to work more and improve the quality of their work effort. Non-financial rewards are designed are rewards that satisfy the social needs of people like job security, benefits and retention. It addresses inherent needs in people. As such, when employees are given those rewards, they will be willing to do more to improve the quality of service that they produce for their employers. Financial and non-financial rewards can be used to boost the intrinsic and extrinsic desires of employees. 1B Two of the most popular motivation theories are Maslows Hierarchy of Needs and Herzbergs model of motiavtion. Abraham Maslow argued that there are five hierarchies of needs amongst humans. When one stage is met, human beings desire to achieve the next stage. The lowest stage is the Basic Physiological Needs or needs to survive. It include need for food and water. The second stage is safety needs. Thus, when a person has basic needs sorted, he wants security and a continuous attainment of the basic physiological needs. The third level is the desire to belong to a given group. The fourth level is the Esteem needs and the fifth level is the Self Actualization level. Every human being belongs to one of these levels and naturally, desires to move to the next level. Managers can always identify the level their employees or potential employees for a given job vacancy are on. Once they get this right, they can determine the best desires of that person. If they are able to do that, they can set a remuneration that meets the exact needs of the employee in question that will keep the employee motivated to attain his or her job requirement. Herzberg described two factors that influence motivation. They are the motivators: which positively motivate employees and hygienic factors which can demotivate an employee which absent. A business can always examine its position and identify its motivators and hygienic factors. With this evaluation, they can identify how they can improve their motivators and hygienic factors. This will keep employees balanced and willing to work for the organisation for the best results. 2A Issues: Scenario 1 1. The last few meetings have been difficult. 2. Team members hold a wide variety of views 3. Decisions cannot be made easily. 4. Inability to negotiate agreements as a team leader. 5. Leading to lack of productivity and procrastination. Scenario 2 1. Employees are doing well 2. Some employees performance is inconsistent 3. Flatuations in performance and meeting results. Scenario 1 Solutions I will need to assert my position as a leader in a stronger manner. I will have to define my role as leader and remind the followers by doing putting in place new systems and structures. I will use the Vroom-Yetton Model to address the issue by honouring the following steps: 1. I will create a system of holding individuals accountable. Members need to be reminded that there are tasks to be completed. As such, they all have objectives to meet individually and will have to account for what they did if they fail to attain the goals. 2. Work must be broken down and every individual should get an idea of what he needs to do to attain what is expected of them. 3. Delegation will be done and members of the team will be given tasks to carry out. 4. Consultation: Team members can make contribution on their role in the group. They should be make inputs that will lead to debates. However, that should not affect decision making. 5. Setting of definite timelines and deadlines 6. Monitoring and checks to ensure efficiency and the meeting of targets. Scenario 2: Solution In solving the problem with fluctuations in performance of employees, I will adopt the following approach: 1. Examine information about trends and shortfalls in performance. 2. Diagnose the problem by examining the possible causes of the shortfalls as and when they occur. 3. Set standards: After the diagnosis is done, there should be standards that should be set and targets that should be met. The standards should address the expectations that were desirable during the time in-between. 4. Establish discourse with affected employees: There should be a discussion with the employees who are not consistent. When this is done, they will be educated on what they need to do and what they are doing wrong. 5. Establish new rules: Together, I can agree on new metrics for employees. 6. Monitoring: The employees achievements and consistency over the future should be examined from time to time and their learning curve should be evaluated. 7. Motivation: Where the shortfalls persist, there will be motivation drives that would be meant to boost the morale of the employees in question. 2B Communication Report on Preferred Communication Styles Date: 20th July, 2012 From: New Department Manager To: Senior Manager This report describes the preferred communication style of the new department manager of the organisation. It outlines the different types of communication that this manager will prefer with senior managers and her subordinates. An organisation like ours requires communication. Communication is the only way that we can coordinate and can conduct business at a faster pace and meet our targets on time without confusion or conflicts. According to Shannon and Weaver, messages are encoded by the sender, transmitted to the receiver, received and decoded by the receiver (1949). In this process, there is the need to reduce noise, which is anything that can distort the import of the message transmitted to the receiver (Griffin and Moorhead, 2011 p299). In order to achieve this end in our own organisation, I propose the following methods of communication between my department and the two classes of work colleagues. Senior Managers I will prefer that I communicate with senior managers through written documents. This way, there will be documentary proof of the communication that went on. Also, the use of written communication with top level managers will enable the managers to compile their reports much easily. In other situations where the condition merits it, I will not hesitate to use unwritten forms of communication like verbal communication and electronic communication. In a top-bottom communication, I will expect my superiors to send me memos instructing me on what to do in certain circumstances. Subordinates: I will like to maintain strong interpersonal skills with my subordinates. This is because it will enable me to get a strong relationship with them. I will therefore propose that our communication be inclined towards oral and non-verbal communications. Thus, we could have face-to-face communication and electronic communications. However, where it is necessary, memos could be used. Regards New Department Manager 2B Time Management. Time management strategies involve the strategies that are meant to enable a worker or manager to complete all desired tasks within a defined timeframe. Time management strategies include effective systems and methods that are meant to allow workers to divide up their time and complete all their tasks optimally. Kelly (2011) identifies four main components in proper time management. They include: 1. Work break down: Every individual in an organisation needs to break down what is required of him by the organisation. This way, they can identify what needs to be done and what sequence work should follow. 2. Prioritise: Once the work breakdown is done, there is the need to prioritise work to be done. This is done by placing more important jobs ahead of those that are less important. 3. Estimate time requirements: The person must estimate the number of hours each task will take. This will give a framework of what needs to be done in each task. 4. Draw a timetable of how to complete each task within the available timeframe. How to Meet a Tight Deadline When assigned with a tight deadline, there is the need to use some practical approaches to complete the work within the limited timeframe. This happens in organisations and when they occur, they demand a lot of tact to complete them on time. In my view, the following steps can be used to meet tight deadlines: 1. Evaluate the total time available: The person required to do the job needs to identify the time available. This way, important plans can be drawn. 2. Evaluate task requirements: Each task must be evaluated according to its merit and all important stakeholders and activities must be noted. 3. Breakdown work into components. 4. Prioritise: There is the need to draw the sequence and prioritise what needs to be done and what is more important than the other. 5. Contact relevant stakeholders and explain the situation to them. Get their commitment as and when necessary. 6. Draw a schedule and begin to act immediately. 7. Monitor: Tick any task that is completed when you are through with it. 3 Belbins Model and Team Members The Belbin model argues for the formation of balanced teams to work towards the attainment of a common goal. In Belbins view, “a team is more effecit if it has a contribution of members who think, perform tasks and are good in dealing with people” (Belbin, 2009 p12). In this case, I will have to ensure that each of the nine members of the team play important and strategic roles that will enable the organisation to meet its goals in a holistic manner. This will merit the use of important techniques to select people to play certain roles based on their abilities and personalities. In doing this, each of the nine members will be assigned one of the responsibilities of that are in Belbins model. In this quest, I will ensure that there will be at least one of the following: 1. Implementer: This will be the person who will work for the organisation and seek to attain results for the organisation. Such a person will make sure that everything we plan is carried out to the best interest of the organisation. 2. Coordinator: This individual will be responsible for the linkage and networking of the different members of the organisation. This individual will have a high degree of self control and confident. If possible, the individual must be matured and more skilled. 3. Shaper: This will be a dynamic individual who will convert the vision to realities. He will come up with dynamic suggestions about the implementation processes. 4. Plant: This will be an unorthodox individual who will think outside the box. This individual will always come up with different views that will get the whole team to think and rethink about improving the systems and methods. 5. Resource Investigator: This person will be in charge of monitoring and implementing constraints on the activities that are carried out within the group. 6. Monitor/Evaluator: This individual will be tasked with the attainment of results. His role will involve the comparison of plans with actual results and passing a verdict on it. 7. Team worker: This individual listens and solves conflicts and disputes through a diplomatic approach. 8. Completer/Finisher: This individual in the team will ensure that final touches are given to the completed product. This individual ensures that the best deliverable is turned in. 9. Specialist: This is an individual who has expert power and unique skills. This person ensures that the technical details of the project are attained by the team. There are several alternatives to consider in choosing people to fill these slots. One is to observe and select the best person for the best role. Another is to appoint an appropriate person to take up a position where necessary. One other method is to do the strength deployment inventory whereby the different people in the team will be assigned roles based on their unique personalities. This is done through the use of certain metrics to examine and evaluate peoples unique competencies. In other situations, there can be psychometric tests and other arrangements that will give a view of what some peoples personalities are and make recommendations for which position they should fill up in the team. Thus, people who are analytical and critical about things can be put in the team as Monitor/Evaluator. On the other hand, there could be the employment of someone who is a good communicator as a team worker. This will ensure that the right people will be put in the rightful position for the attainment of the best group results. 3B Team dynamics refer to “the invisible forces that operates within teams” (Stevenson, 2001 p91). It refers to what influences team reaction, team behaviour and team performance. Thus, the structures and relevant features of the group that determines the groups make up is called team dynamics. The main elements identified as cause of team dynamics are the personality styles of the members of the team. This determines how the team members will interact with each other and how the teams overall structure would look like. Also, the team roles and responsibilities as well as targets, tols, technology and culture will determine the team dynamics. Tuckman states that team dynamics are reflection of the different stages that the team is going through (1965). When a team is formed, its output is not really strong. However, this gives room for a second phase which is storming, where the different team members adjust to each other. This leads to a period of performing. When the team falls into groupthink the team goes into a period of dorming, which is a period of decline. 4A Force field analysis refers to the framework for looking at the forces that influence a given situation. In the use of force field analysis, there are two different types of forces. There are the helping forces which enables a given person to move towards a given goal. There is also the limiting forces which block movement towards a given goal. They are used to examine important factors that support and those that are against a given trend. This can be useful in change management decisions and evaluating changes in socio-economic trends. It helps to diagnose and analyse situations Critical Path Analysis involves the break down of work into component parts. Each project is listed in a list of activities. The earliest start date of each project in the sequence is identified and their independence or linkage to other projects are identified. When this is done, the different projects are linked and the critical path is identified. Force Field V Critical Path Analysis I think that force field analysis is important for strategic level decisions. This is because strategic level decisions relate to issues and situations in the wider environment. They are not limited to given projects and activities. As such, it is important for strategic leaders of organisations to get broad frameworks of activities. On the other hand, critical path analysis is important for managers and team leaders. This is because they have definite goals and will need to use critical path analysis to ensure that they attain the best results in the face of all the constraints that might exist. Thus, critical path analysis is more suited for projects that require definite ends and employ definite resources. 4B Based on the facts identified, there are four possible strategies that I will employ to match the new competitor. This is based on the Ansoff Matrix. I will explore one or a combination of the following: 1. Expand market share: In this situation, I will find ways of promoting my products to different parts of the market. This can be done through marketing, promotions and other arrangements that will help to build consumer desire for the product. 2. Expand to new markets: In other situations, I may want to expand to other markets in other places around the world. This is desirable because the competitor seem to be making an impact on the current market. As such, identifying a new market will be a good idea to help in the attainment of higher profits. 3. Product Development: This involves the development of different and unique products that will be more attractive to customers than the products on offer currently. 4. Diversification: I can also consider investing in other business operations. This will help me to balance my portfolio. Hence, the shortfall in profits will not affect me much. Each of the strategies will involve a careful choice that will be based on the facts and situations on the ground. It will be based on the specific situations and activities that are going on in the market and based on that, one or several of the four options will be used to survive in this period of serious competition. Impact of Business Strategies Each of the four business strategies will have an impact on the industry. If I choose to expand the market share, it means that competition will intensify. This is because I will try to get more customers through the use of different marketing techniques. This can lead to advertising and marketing wars which will involve more spending on marketing. This might not be a good idea if the competitor has a strong working capital base to fight back strongly. If I choose to expand to new markets, I might need to consider setting up new operations in different geographical areas. This will demand some fixed costs to open up new outlets elsewhere. However, once this is done, there is the promise of sustained earnings over the long term. Product development comes with costs in relation to research and development. This can however lead to some improvements in the product offering. This will inevitably lead to laying out a product that would be attractive to new customers and increase earnings and profits. Diversification might be to find another business opportunity that can bring good earnings to my business. Thus for instance if I am into the sale of cosmetics and my competitor also sells cosmetics, I can consider going into real estate so that I can balance my earnings from cosmetics with my earnings from real estate. This will help me to earn more money and remain profitable as a business. References Belbin, R. M. (2009) The Belbin Guide: Succeeding at Work Cambridge: Moreton Hall. Griffin, R. W. and Moorhead, G. (2011) Organizational Behavior: Managing People and Organizations Mason, OH: Cengage Kelly, P. (2011) Nursing and Management Mason, OH: Cengage Stevenson, J. (2001) Team Dynamics Little Rock: Arkansas University Press. Vroom, V. H. and Jago, A. G. (1988) The New Leadership: Managing Participation in Organisations Englewood, NJ: Prentice Hall. Read More