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Longmore (2005) states that ‘Conflict is an inevitable aspect of life’. Coming to the organization, the name of the organization is Greenland and it deals with developing and maintaining the structures of houses and other buildings. The working structure of the organization is that there are sub contractors who take orders from the management to get them completed in the time given by the management of that specific organization. There are three departments of the organization. First department is the information department which gathers information regarding presence of any contract opportunity in any specific area. The head of this department is information manager whose role is to supervise all work related to his department and submit the weekly report to the management department. The second department is the management department whose role is to analyze the weekly report given to them by the information department and assign different contracts to different sub contractors depending upon their experience and capabilities. The head of this department is executive manager who is responsible for all the acts not only related to the management department but also related to the whole organization as he is the head of the organization too. The third and the last department is of the selected sub contractors who take contracts from the management department and get them completed in the given time frame by the management. The head of this specific department is the chief contractor whose role is to manage all other sub contractors and submit their weekly efficiency report to the management department.
Now, let’s come to the conflict which has occurred among some of the employees of the management and the sub contractors’ department. Bhushan (n.d.) said that ‘Conflicts are inevitable in ones organizational life and personal life’. Here, the conflict is that one of the sub contractors has
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I learnt a lot of things through the book and the course. If an individual performance situation requires the goals to be clearly communicated to the employee then they should be, if it demands constructive criticism to be done, then it should be done for the development of employee if not for anything else.
During the course of research on the meaning of the term ‘quality improvement’, one encountered the definition noted by Batalden & Davidoff (2007), who averred that quality improvement is a process that necessitates the united and unceasing efforts of various stakeholders in the organization, particularly those in a health care setting, towards identifying facets that require changes to attain improved patient results, overall performance within the processes, procedures and systems, and in the development of healthcare professionals.
According to the paper an organization is generically split into number of departments. Each of them having its own unit of working team that comprises of the team head, the managers, the middle management, the technical unit. Depending on the nature of department, for example, a marketing department would not need a technical expert. However leader is a generic trait of each unit.
According to the paper in understanding that new changes often trigger new problems, or at least exacerbate the existing tensions, the new management team will often face various previously inexistent problems in terms of the coordination of our new workforce outfit. Here I identify key such problems and identify the best interventional strategies and adjustments so that a streamlined workforce may be established.
According to the paper teams have one leader who directs the undertakings of the group. Group leaders play a major role in determining the performance of the group. Some leaders are born with the leadership qualities while others acquire them through the daily experience and the environment in which they are brought up. Intensive research to determine the role of leadership in fostering the success of a team has been is in progress because the use of teams in many organizations is increasing at a faster rate.
According to the paper the market revenue and performance of Tesco depends upon the legislative and political conditions and European Union of these named countries. For employment in the country, government supports foreign retailer companies to provide jobs from lower paid, and flexible to high paid and highly skilled jobs to the students and other workers.
Achieving growth strategies in an organization requires calculated planning, risk assessment and smart objectives. A clear growth strategy and a well-organized implementation plan is significant to the success of profitable expansion. It is important to put in to consideration the various growth opportunities that exist within the business, in the business environment as well as the sub-segments that emerge in the new markets.
The second question is all about the change management style after the merger of the two firms which has been followed by a brief conclusion. Question 1 Analysis of the strategic capability of HSBC and OIB that each possesses which prompted them to decide merge:- Strategic management describes the main initiatives that are taken by the top management regarding resources and the performance of the company in external environment behalf of owners of the company.
Although conflict in the workplace is anticipated and in many cases prepared for, its method of resolution may determine if interoffice harmony can resume. Frances Hesselbeing, (2002: 4) recommends in the article “Crises Management:
According to the paper this process includes the use of techniques such as inducement, incentive provision, implementation of situational stimulants and multiple more. Moreover, by taking into consideration the current marketing scenario, it can be viewed that this process has found its niche as key component in a majority of the sales industry based corporations
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