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Jumpstart:HR Guide for Management: Management Theory and Application
 

Jumpstart:HR Guide for Management: Management Theory and Application

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Jumpstart:HR is your trusted HR Outsourcing and Strategic Counseling partner. We work with your organization as a virtual and on-site service provider to solve your HR challenges, alleviate your ...

Jumpstart:HR is your trusted HR Outsourcing and Strategic Counseling partner. We work with your organization as a virtual and on-site service provider to solve your HR challenges, alleviate your burdens and free up your time.

Visit us at http://www.jumpstart-hr.com to learn more about how we can save your organization time and bring about a greater ROI on your Human Capital Management strategy.

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  • first bullet : Sometimes a manager doesn't interact directly with the customers, products, machinery, or software, so there are some things that they may not be aware of. A good manager must find out what his team can do better, how can he help, the problems they have and how can it be fixed. A good manager listens to his team of employees because they may know more than the manager at some point and time. feedback is very important second: a manager must always display  good and professional behavior  and set a good example for the employees third: a good manager understands the jobs being performed. they must also be familiar with any possible handicaps or problems one might encounter while trying to complete the job. A good manager expects high quality work and makes sure that it is possible  fourth: a good manager must communicate clearly and that his orders cannot be misunderstood.

Jumpstart:HR Guide for Management: Management Theory and Application Jumpstart:HR Guide for Management: Management Theory and Application Presentation Transcript

  • Jumpstart:HR Guide for Management: Management Theory and Application By: Sarah Etuk Chuck Cherry Brittany Kaufman Roland Pierce
  • What makes a BAD Manager????
      • Does not communicate well with their employees
      • Does not treat their employees with respect
      • Provides little direction
      • Micromanages
      • Belittles and puts down staff
      • Gives little or no recognition for success and/or hard work
  • What makes a GOOD Manager?
      • Listens and requires daily reports
      • Exemplifies professional behavior
      • Understands every job responsibility
      • Communicates a clear message
      • Encourages a healthy work environment 
      • Treats ALL employees with respect
  •   Management Theories & Concepts:  Management theories are implemented to help increase organizational productivity and service quality.
      • Contingency Theory
      • Systems Theory
    • Chaos Theory
    • Theory X and Theory Y
  • Contingency Theory   The manager makes decisions based off what is happening at that moment of time. Contingency theories are a class of behavioral theory that contend that there is no one best way of leading and that a leadership style that is effective in some situations may not be successful in others. An effect of this is that leaders who are very effective at one place and time may become unsuccessful either when transplanted to another situation or when the factors around them change.
  • Systems Theory   Where managers examine the workplace and the employees and how they interact with each other.  Basically, the manager looks for common traits amongst all employees and then conducts meetings addressing similar ideas that the employees share.   The goal is to address common problems and concerns in order to make the employees happy and feel appreciated.
  • Chaos Theory Since change is a constant thing that cannot be avoided, Change leads to having the organization work harder and become more efficient with the new change.  Immediately the company needs to hire new employment and after they are hired, space would have to  become available for the new employees and finances would have to be budget for the new team.  By just adding employees to a new team, many changes must take place.
  • Theory X and Theory Y This theory involves the way a manager should treat certain employees depending on the work attitude of the employee.   Theory X involves employees that are not as ambitious and need motivation from managers.  However, Theory Y involves employees that are independent and responsible, and are self-motivating. 
  • Organizational Behavior (OB)... The organizations base rests on management's philosophy, values, vision, and goals. This in turn drives the organizational culture which is composed of the formal organization, informal organization, and the social environment.  Is the study and application of knowledge about how people, individuals, and groups act in organizations.  Purpose: to build better relationships by achieving human objectives, organizational objectives, and social objectives.
  • All these elements combine to build the four major models or frameworks that the organization operates from, which are: 
      • Autocratic
      • Custodial 
      • Supportive
      • Collegial 
  • Autocratic: 
  • Custodial:  
  • Supportive:    
  • Collegial:
  • Organizational Development...   OD is the systematic application of behavioral science knowledge at various levels, such as  group, inter-group, organization that brings about planned change. Its objectives is a higher quality of work-life, productivity, adaptability, and effectiveness.  It accomplishes this by changing attitudes, behaviors, values, strategies, procedures, and structures so that the organization can adapt to competitive actions, technological advances, and the fast pace of change within the environment.  
  • Characteristics of Organizational Development:  1. Humanistic Values   2. System Orientation 3. Experiential Learning 4. Problem Solving 5. Contingency Orientation 6. Change Agent 7. Levels of Interventions  
  • Quality of Work Life...  is based on the favorable vote of the job environment. Its purpose is to develop jobs and working conditions that are excellent for both the employees and the organization. When redesigning jobs there are two spectrum to follow- Job Enlargement & Job Enrichment.  
  • Benefits...
    • The benefits of enriching jobs include:
      • Growth of the individual
      • Individuals have better job satisfaction
      • Self-actualization of the individual
      • Better employee performance for the organization
      • Organization gets intrinsically motivated employees
      • Less absenteeism, turnover, and grievances for the organization
      • Full use of human resources for society
      • Society gains more effective organizations
  • There are a variety of methods...
    • Improving Job Enrichment:
    • Skill Variety
    • Task Identity
    • Task Significance
    • Autonomy
    • Feedback 
  • Survey Questionnaire...
      • Have you experienced a terrible situation with a boss or  manager?
      • Have you ever experienced any hostile situation in your work place or environment?
      •   Do you have a good relationship with your boss?
      • Do you have good communication with your boss? 
      • Are you satisfied with the management skills your boss has displayed?
      • Do you feel that "your" issues are taken seriously/professionally by your boss?
      • Would you say your boss treats his/her employees fairly?
      • As an employee, do you know what your boss expects from you?
      • Within the last four months, have you learned anything from your boss?
      • Do you feel your boss needs improvement? 
  • These are our Polled Results....
  • We the Square Socialites would like to Thank YOU !!!!    
  • To contact Jumpstart:HR for more information on Leadership and Management Consultation : Joey V. Price, MS, PHR [email_address] http://www.jumpstart-hr.com http://www.vcita.com/joey.v.price/send_message