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Psychology - Leadership - employees and company Question - Essay Example

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Why do you suppose that it isnt common in most organizations? What is difficult about the implementation of such a policy? Does everyone have the same definition of "doing your best?" Will slackers perceive their best in a different light? Can you count on most managers to…
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Psychology - Leadership - employees and company Question
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Leadership: Employees and Companies Why do you suppose that it isnt common in most organizations? What is difficult about the implementation of such a policy? Does everyone have the same definition of "doing your best?" Will slackers perceive their best in a different light? Can you count on most managers to model the appropriate behavior? Who supervises the managers, and how are they held accountable, not only for product, but for cultural expectations?
It is not common in most organizations to disclose that what is best for the organization’s personnel is likewise best for the organization as a whole because there are different factors that comprise the mission, vision, values and philosophies of organizations. Most of these factors are determined by the belief systems of the owners, managers, stockholders, or board of directors; on what the organization is offering (products, services, knowledge or other pursuits); on the type of organization (public, private, profit, non-profit); and overall organizational purpose. The implementation of such kind of policy is not difficult, per se; but rather, the support systems and resources, capabilities and skills of the owners and managers to instill these values and make them part of the culture of the organization. As emphasized, the term ‘best interest’ is subjective; since the best interest of one might not be applicable to another – more so for slackers, who might not be performing within the same pace as high achievers. An appropriate behavior that should be manifested by the employees should be contained in the organization’s policies and procedures; as well as code of conduct and discipline. Managers are supervised by senior officers; and some organizations allow employees to perform performance evaluation of managers, to include ethical, moral, legal, and cultural adherence to standards for their improvement and professional development.
2. A client I work with has a saying on the whiteboard in his office, "Things that get measured get done." How does this philosophy fit into our discussion? What do you think about it? (around 50 words)
One honestly believes that performance should indeed be measured according to well defined and reasonable standards. The measurement of one’s accomplishments should be the gauge of performance: how well one achieved defined goals. As such, the stated philosophy is actually being implemented in various organizations through regular performance evaluations to determine the efficiency and effectiveness of employees in achieving organizational goals. Their rating becomes the basis for promotions and salary increases or bonuses, as needed.
3. SMART goals is a concept that I feel is quite useful, Stephanie, as they help people to come up with realistic and action oriented process goals. Class, can you apply this model to a goal you are tyring to achieve? (around 50 words)
SMART goals are acronyms for specific, measurable, attainable, relevant and time bound (Creating S.M.A.R.T. Goals). Applying this model to a goal such as pursuing higher education should specify the intended degree course, say: MBA (specific); through taking 20 course modules (measurable); within the next three tri-mesters (attainable); to enhance opportunities for gaining employment (relevant); and to be completed within 2016 (time bound).
4. What are some things your organization does to show employees that they are important? (around 50 words)
To show employees are important, organizations or even academic institutions recognize the exemplary achievement of high performers through announcing and providing merit awards (bonuses, plaque of appreciation); through promotions and higher salary increases) and by frequent words of praise and appreciation to acknowledge that what has been contributed is being recognized as contributory to the growth of the organization and its members.
5. What values do you notice in your colleagues? Do you find that they are similar to yours?
Values are different and unique per individual; based on one’s upbringing, cultural values, traditions, religious affiliations, and the like. There are those who value work more, or relationships and family more. As such, there could be similarities in terms of giving importance to honesty, integrity and loyalty in one’s work; and in valuing family relationships, among others.
6. Respond to Sarah Karo’s post
One agrees with Sarah’s contentions that most organizations fail to recognize the potentials and best efforts exerted by employees. Likewise, since each employee is distinct in values, needs, interests and drives, it would be challenging for managers to just measure performance using a general gauge and apply this to everybody. As such, managers must first assess the needs and drives of their subordinates, and design motivational programs that would ensure that workers perform, not only to serve the interest and goals of the organization; but also for the personal and professional growth of the personnel.
Work Cited
"Creating S.M.A.R.T. Goals." n.d. oma.ku.edu. 17 November 2012 . Read More
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