Working with and Leading People - Assignment Example

Table of Content Introduction ……………………………………………………………………………………….2 Recruitment process……………………………………………………………………………… 2 Retail Store Manager Job Description…………………………………………………………….3 Personal specification of store manager’s job…………………………………………………….4 Legal issue on employment……………………………………………………………………….5 Role of recruitment manager……………………………………………………………………...6 Leadership skills and attributes……………………………………………………………………6 Leaders vs. managers……………………………………………………………………………...8 Case studies………………………………………………………………………………………..9 Benefits of a team rather that individual performance…………………………………………...10 Working as a team member vs. working as a team leader……………………………………….11 Reviewing the success of a team………………………………………………………………...12 Planning to monitor a team………………………………………………………………………13 Evaluate the success of the assessment process………………………………………………….14 Conclusion……………………………………………………………………………………….15 Bibliography……………………………………………………………………………..………16 Introductions Managers are quite different from leaders. In this case, managers basically apply rigid and strict structures that are characterized with a system of policies, regulations and rules that staff must adhere to. In general, organizations under managers are self-regulated: promotion and firing are used to compel workers to deliver on targets and deadlines. Leaders, on the other hand, are popular for direct interaction with the staff through team and capacity building. In this case, a system of rewards, training and encouraging team work is used to motivate workers to achieved set goals and objectives. Similarly, there are various aspects that surround team and working groups. They include leadership, measuring goals against targets and appraising achievement as well as encouraging weak team members to deliver accordingly This article evaluates various aspects around work team, leadership and methods of encouraging individual and group performance. Task one 1.1 Recruitment Process The first crucial step in hiring personnel is to define the objectives and the role that the position will carry out, (Shields, 2007, p.120). In this case, it has already been identified that the individual to be hired will serve as store manager. One the hiring supervisor approves the hiring a requisite is submitted to the HR manager. The HR manager assigns a reference number to facilitate easier tracking and reporting in regard to the position. After the above preliminary procedure, the most effective and economical procedure is determined and adopted in the hiring. The advert concerning the position may be placed in Newspaper, Internet, Retained agency search, Employee referral and social media among other platforms. in this case, the HR manager will receive a pool of prospective employees from where the selection process begins. The HR department will choose a small group of applicants from the pool. This group will be contacted for face to face interviewing to determine the best person with matching skills, knowledge, personality and expertise, (Shields, 2007, p.125) Retail Store Manager Job Description: Completes store functional requirements by assigning and scheduling employees and making a follow up on work results. Maintains store employees by selecting, recruiting, training and orienting employees. Maintains store achievements by counseling, coaching, and disciplining staff; monitoring, planning, and rewarding job results. Creating an enabling environment that allows workers to achieve financial and effectiveness objectives by scheduling expenditures, preparing an annual budget, initiating corrective actions and analyzing variances. Predicting future customer requirements by creating a feedback mechanism that allows customer to constantly communicate with the company. Ensures availability of merchandise and services by approving contracts; maintaining inventories. Formulates and assimilate the best pricing policies by analyzing merchandising activities; determining the requirement of additional sales promotion; authorizing studying trends in stocking and economic order and clearance sales authorization. Markets merchandise by studying sales promotion, advertising, and display plans. Identifying and implementing security measures and systems. Protects customers, general public and employees by providing a clean and safe store environment. Maintains the reputation and stability of the store by making sure that all legal requirements are complied with. Determines and enforcing marketing strategy changes by reviewing financial and operating statements and departmental sales records. Maintains technical and professional knowledge by participating in educational workshops; establishing personal networks; analyzing professional publications;; abd participating in professional societies. Maintains operations by coordinating, initiating, and enforcing operations, programs, procedures and policies. To contribute effectively to team effort by accomplishing goals as needed, (Shields, 2007, p.127) Personal specification Demonstrable understanding contribution of Store to achieve company goals Proven prioritizing and organizational skills Demonstrates excellent interpersonal and communication skills. Ability to provide excellent customer service. Ability to motivate self and others. 1.2 When staffing a company, it is important to acknowledge the existing legal, ethical and regulatory requirements that are set by various authorities. Legally, it is important to consider employing a person with necessary legal documents such as work permit, national identification documents and without previous criminal records. In this case, the hiring officer should consider all legal provisions that govern a given profession, (Sims, 2006, p.55). Ethically, the hiring officer should make sure that the suitable candidate should be a member of the respective professional body, (Shields, 2007, p.127) In this case, the personal should meet the minimum requirements for a persona to be registered as a member of a given body. Other ethical considerations should be honesty in hiring the best without favor and corruption and ensuring gender equality in the hiring process. 1.3 Selecting process From the pool of prospective employees received as a result of advertising, the application letters are considered one after the other, the best CV are set aside for further considerations. From those set aside, the best of them are chosen. In this case, the number does not exceed ten. These are the people who will be invited for a face to face interview. The significant of the interview is to establish other skills and personal attributes that may have not been included in the CV. The person who demonstrates unique strength is picked for the position. 1.4 Role of Recruitment manager To ensure that the entire hiring process is conducted in accordance with the policies To ensure that every applicant gets equal consideration To ensure that the company gets the best employee To facilitate the process so as to run smoothly To ensure transparency and honesty of the process. Task two 2.1: leadership skills and attributes Communication A good leader should communicate effectively with both lower and higher level staff in the company. In this case, the communication should involve the giving of instructions and receiving if feedback from all levels of employees. The leader should communicate instructions in the most effective way so that workers can have easy time understanding and articulating instructions, (Sims, 2006, p.58). Through effective communication, the staffs are always up to date when changes occur in a particular project and hence can easily reorganize themselves to address the change. In addition, the leader can receive feedback concerning arising challenges and hence counter them accordingly. Passion A good leader should love what they do and hence attach a lot of importance to it. As such, they should share the enthusiasm and passion with the employees so that they are motivated for better productivity. Passionate leaders should praise their juniors for each and every achievement and also help them to work out various challenges that they have. Team Building A good leader should be able to appraise the working together of staffs. In this case, the leader should encourage team worker over workers competing against each other, (Shields, 2007, p.120). Teamwork is credited for achieving more goals compared to cumulative achievement of all workers. Encouraging a cooperative and coordinative atmosphere and group problem solving will ensure that department completes tasks on time without conflicts, (Sims, 2006, p.60). Commitment to Staff Good leaders recognize the importance of each employee in achieving the goals. In this case, they should be committed to providing generous training opportunities for the staff and expressing confidence in their achievement. Further, the team leader should recognize that non of them is perfect and hence should help each of them to overcome personal and competence challenges rather than condemning non-achievers, (Sims, 2006, p.63). Leaders who are committed to their employees ensure that they are treated equally and hence preferential treatment is not accorded to a particular employee. 2.2; leaders verse managers Leader focuses on people while manager focuses on systems and structure Leaders mainly focus on the people to deliver objectives. In this case, leaders put effort in empowering people and providing enabling environment for workers to achieve set goals and objectives. On the other hand, managers focus of laid down structures and system. in this case, managers work with a system where workers follow strict rules and procedures. Any deviation from these procedures will earn them disapproval from the management, (Sims, 2006, p.64). The manager relies on control while the leader inspires trust In this case, managers set out control measures that prevent employees from engaging in excessive endeavors, (Shields, 2007, p.123). As such, the control system operates people as if they are automated machines that are required to give particular outcomes so long as specifics inputs are used. On the other hand, leaders inspire trust among the employees. Though extensive training and imparting of skills and ethics, the leader is able to transform leaders and hence induce a sense of honesty and transparency. In addition, they use a system of reward to those who demonstrate outstanding qualities, (Sims, 2006, p.68). Managers receive report while leaders receive feedback In this case, managers have established a reporting system where employees report what was done and what was not done. As such, the system does not recognize faults before hand and hence huge losses may be incurred. On the other hand, leaders emphasize on receiving timely feedback on the progress, (Price, 2007, p.360). In this case, they are able to receive timely progress report so as to solve any challenges beforehand. 2.3 Max Worthy can be describes as a manager whose eyes are fixed on objectives and goals set for the company. In this case, Max is concerned with seeing individuals working up and down the factory. He disregards the fact that people can be seen very busy but at the end of the day they have not achieved anything. Similarly, Max Worthy does not look at the work being carried out by employees as he relies on the set systems to establish workers who are not carrying out their duties. By the virtual that his office is positioned in the topmost floor, it means that communication if not effective as his office is inaccessible, (Price, 2007, p.364). On the other hand, Brenda Hogan is a team leader who is concerned with the performance of individual member of staff. As such, she operates in the second floor office where she can be accessible for consultation by the staff. Her style of management involves walking around where workers are carrying out their duties so as to identify their challenges and hence solve them before they get out of control. Still she interacts with employees and hence make them to feel important to the system 2.4 Ms Hogan should motivate here employees by establishing a reward system that will recognize and appreciate each and every effort put by employees. In this case, individual efforts should be acknowledged so as workers can feel the urge to continue working hard, (Price, 2007, p.366). Ms Hogan should encourage team work where each team would be allowed to have leadership. This will encourage teamwork which will give better results when compared to individual efforts. Task three 3.1. Benefits of a team rather that individual performance When people work together as a team, they are able to accomplish more goals that when they work individually. This is because different people possess unique skills and hence the process of solving a problem will be easier as there are more alternatives, (Price, 2007, p.369). The teamwork creates outcomes whose quality supersedes those of individuals. In this case, the quality would be enhanced by the combined efficiency and creativity that each member will demonstrate. In this case, each member will input their thoughtfulness in the process to make sure that the quality is improved (Shields, 2007, p.125). Another significant importance of teamwork is complementarities. In this case, workers are able to help each other in respective weaknesses. The strength of some members complements some difficulties that other members are facing. As such, the team is able to overcome the challenges that may face them. Since individual performance is not highly regarded, team members mainly focus on helping weak teammates to overcome challenges. This is because at the end of the process, team members will be rewarded collectively but mot as an individual. Lastly, working as a team brings about a sense of accomplishment and fulfillment, (Price, 2007, p.370). This is because the performance of a group is more than that of individual members. High performance serves to motivate team members and hence they are encouraged to undertake even more complicated tasks. Since the team leader is also a component of the entire team, they are able to communicate effectively with the team and, therefore, recognize shortcomings before they affect the final performance. 3.2 There exists a clear distinction between working in a team as a leader and working as a normal member. When working as a leader, you are supposed to carry out two distinct roles-leading the people and carrying out individual tasks. A leader is supposed to give directions on various tasks that the team is supposed to carry out. In this case, he or she receives instructions from the management and communicate the same to the team. As such, the team leader works as a link between the team and the management. On the other hand, an individuals working as a normal member is only required to take and implement the communication received from the team leader. As such, their main role is to carry out tasks as requested by the leader and to give feedback on the progress, (Shields, 2007, p.127). The team leader works to ensures that other members of their team have accomplished the set targets. In this case, the leader is carrying out the supervision role of making sure that he or she helps those with difficulties. This implies that if a member experiences a challenge, the team leader is always there to help them overcome. On the contrary, the normal member works to consult the team leader on various aspects of the progress. In this case, they primarily rely on the decisions made by the leader, (Shields, 2007, p.127). Lastly, the team leader functions to solve any conflicts arising in the course of operations. As such, they mediate between members when differences arise from the process. Still, the team leader faces difficulties since as all back stop at them. on the other hand, the normal member will simply report a challenges or a conflict to the leader and the rest is taken care of, (Bogardus, 2009, p.220). 3.3. Reviewing the success of a team It is imperative to monitor the progress and achievement of tasks in a team. This will help members to establish when goals and tasks are on track to meet the deadline and targets or if alternative strategies are required. The success of a team can be reviewed though comparing the set goals with the goals that have been already achieved. In this case, the progress will be determined as a fraction of the work that has already been done. This can be done through: Holding regular meetings to report any progress or challenges Setting milestones and mini-deadlines where work is presented to team leader at regular intervals Monitoring daily work schedules and hence measuring it against the long-term goal, (Bogardus, 2009, p.223). Task four 4.1. Factors to consider when planning to monitor and assess the work done by a team Often, the management or the team leader may decide to monitor and assess the amount of work or objectives that have been achieved by a particular team. In this case, there are various factors that they may need to consider so as to make the assessment a success and hence obtain a true picture of the progress. These factors may include but are not limited to the following: Task 4 4.1 Explain the factors involved in planning the monitoring and assessment of work performance for your team. There are targets and objectives that must be achieved. The targets are specific, measurable, achievable, realistic, and within a specified time (Shields, 2007, p.129). The targets and objectives include paperwork completed, follow-ups with customers, number of errors, number, way, and how to serve customers. Another factor involved in planning in planning the monitoring and assessment of work performance for the team is the wok assessment techniques. They are needed to determine the progress of the Bill and Carol. They are used to determine their behavioral performance, output performance, and task performance (Whiddett & Hollyforde, 2003, p.78). The techniques to use in measuring the performance of Bill and Carol include observations and discussions with them. It also helps to identify the challenges that Bill and Carol face. 4.2 Make a plan to assess the development needs of individuals and how to implement it. A plan would set effective goals and desired results. It involves setting the expected performance of each employee and the results expected at the end of a task (Armstrong, 2012, p.345). We discussed and agreed on the desired results that included paperwork completed, follow-ups with customers, the number of errors, number, way, and how to serve customers. We would enhance communication through discussion in meetings. The team would discuss target performance in meetings so that no one can say they had not heard about the issues. I would also discuss performance with individuals separately. I would ask Bill why he was not meeting targets and ask Carol why she was very slow. However, with the clear targets and communication, I hoped they would improve their performance. Support is required to assess the development needs. Training is also important in developing the need for an individual (Reid, Barrington & Brown, 2004 p.181). I offered Bill and Carol an opportunity to attend a workshop on customer service to sharpen their skills. Documenting the result of the assessment is also important (Werner & DeSimone, 2011, p.309). I documented the training so that corrective action would be taken. Feedback is critical in assessing the development needs of an individual. Bratton and Gold say that it is important for managers and supervisors to provide employees with feedback (2012, 256). I would check on any information that my team members would use to improve their performance, for instance, customer feedback. I would provide resources to show that Bill and Carol were being treated fairly and show that I was offering my full support for their progress. Feedback is also important in assessing the development needs of individuals. I would identify the expected performance or behavior that the team had agreed upon and describe specific examples of how they were not met. It means that I regularly engage with customers and ask for feedback. I also ensure that I regularly evaluate other team members so that Bill and Carol do not feel unfairly targeted. Schraeder and Jordan (2011) also recommend coaching to develop the needs of employees. I would provide coaching and mentorship to Bill and Carol so that they can comfortably achieve their targets. I would also recognize, appreciate, thank, and give positive comments to Bill and Carol when they showed improved performance (Bogardus, 2009, p.229). 4.3 Evaluate the success of the assessment process. The assessment process was successful. This is because the goals and purpose were well defined and clearly communicated. Bill started follow-ups with employees, few computation errors, polite with employees and customers and started delivering his work timely. Carol also showed achievement with increased speed and no backlog of work. The methods that were used to undertake the assessment was valid (Price, 2007, p.365). The assessment methodology was also feasible, realistic, and achievable. It was also transparent to the employees because the evaluation process was communicated and understood clearly by Bill and Carol. The assessment also allowed for feedback with Bill and Carol able to identify their strengths and weaknesses, and they were also involved (Sims, 2006, p.70). The assessment was also done periodically to monitor and communicate the performance of Bill and Carol. Also, the assessment process was free of prejudice so that the result would be correct. Bill and Carol also recorded tremendous performance that led to more accuracy, time-saving, communication, efficiency, accountability, conflicts, productivity, and performance. Conclusion The article has clearly explained the boundary between leaders and managers. As such, managers only focus on laid down structures and system where there main role is to make sure that workers strictly abide by the rules and structures. Conversely, leaders seek to bring out the best out of a staff member through skill and expertise acquisition. Furthermore, leaders encourage workers to come together and combine different skills and creativity in order to produce results according to their best levels. According to the evidence that has been presented in this paper, leadership is the best style in management as it focuses not only on the profitability of a company, but also on development of individual workers. Bibliography Armstrong, M., 2012, Armstrongs handbook of human resource management practice, Kogan Page Publishers. Bogardus, A. M., 2009, PHR/SPHR: Professional in Human Resources certification study guide, John Wiley and Sons. Bratton, J., & Gold, J., 2012, Human resource management: theory and practice, Palgrave Macmillan. Price, A., 2007, Human resource management in a business context, Cengage Learning EMEA. Reid, M. A., Barrington, H. A., & Brown, M., 2004, Human resource development, CIPD Publishing. Schraeder, M., & Jordan, M., 2011, Managing Performance. Journal For Quality & Participation, 34(2), 4-10. Shields, J., 2007, Managing employee performance and reward: concepts, practices, strategies, Cambridge University Press. Sims, R. R., 2006, Human resource development: today and tomorrow, IAP. Werner, J. M., & DeSimone, R. L., 2011, Human resource development, Cengage Learning. Whiddett, S., & Hollyforde, S., 2003, A practical guide to competencies: how to enhance individual and organisational performance, CIPD Publishing. Read More