Developing Others with Synergy
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This document discusses how managers can get the most out of their employees. It recommends that managers understand each employee's strengths, talents, and fit within the organization. Managers should clearly communicate expectations and goals to employees, and revisit progress over time. Recognizing employees' accomplishments and allowing responsibility and development will build a strong organization through engaged and motivated employees.
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7-Class,
When interviewing for a new job, how might you go about discovering how the job characteristic dimensions are ranked for that position (i.e., high autonomy and low skill variety, task identity, task significance, autonomy, and feedback),)? In general, do all positions for a given organization generally have the same weighting across the organization? Why or why not?
8-Class,
Looking at the five elements of well-being (Positive emotions, Engagement, Relationships, Meaning, and Achievement--PERMA) how do these elements shape organizational climate? Which of these do you think can have the greatest benefit or do the most harm to the culture or an organization?
PLEASE ANSWER THESE QUESTION ASKED BY MY PROFESSOR. THANKS!
7
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Class,
When interviewing for a new job, how might you go about discovering how the job
characteristic
dimensions are ranked for that position (i.e., high autonomy and low skill
variety, task identity, task significance, autonomy, and feedback),)? In general, do all
positions for a given organization generally have the same weighting across the
organization
? Why or why not?
8
-
Class,
Looking at the five elements of well
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being (Positive emotions, Engagement, Relationships,
Meaning, and Achievement
--
PERMA) how do these elements shape organizational climate?
Which of these do you think can have the greatest ben
efit or do the most harm to the culture
or an organization?
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7-Class,
When interviewing for a new job, how might you go about discovering how the job
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Looking at the five elements of well-being (Positive emotions, Engagement, Relationships,
Meaning, and Achievement--PERMA) how do these elements shape organizational climate?
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Soft skills are important for managers to develop to effectively handle their responsibilities. Key soft skills for managers include active listening, emotional intelligence, constructive feedback, communication, problem solving, time management, teamwork, self-confidence, flexibility, and motivation. Developing soft skills helps managers understand employees, allocate roles, improve work quality, and build better relationships and trust within the organization. Employers value soft skills like communication, empathy, work ethic, and adaptability in managers.
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This document provides guidance on conducting effective one-on-one meetings between team leaders and team members. It discusses preparing for the meetings, focusing on listening to understand the team member's goals and challenges, and providing support through coaching. The document outlines steps for delivering feedback, including using the SBI (situation, behavior, impact) method. It also discusses using goal setting and the GROW model (goals, reality, options, will) to help team members develop and take action. Regular one-on-ones are presented as important for tracking individual performance and development, strengthening relationships, and improving teamwork.
Keep Employees Productive
Keep Employees Engaged, Happy, Productive, and Loyal to an Organization. Be flexible: Not just with hours but how you treat them. Motivating employees is an important component to a successful company.
Organizational behaviour part 02
The document discusses organizational behavior and how it can be applied scientifically to manage workers more efficiently. It defines organizational behavior as the study of how people interact within groups, especially in business organizations. The central idea is that a scientific approach can optimize individual and group output. Organizational behavior theories are used in human resources to maximize productivity from group members.
Creating a Culture of Feedback & Recognition.pdf
- Feedback improves employee engagement, retention, and performance when provided frequently and meaningfully. It should be a regular part of conversations between managers and direct reports.
- Effective feedback is specific, actionable, and focused on performance rather than personal attributes. It also includes recognition for positive behaviors and achievements.
- Building a strong feedback culture requires training employees to give and receive feedback well, setting clear expectations, emphasizing feedback for all levels, and using feedback to inform decisions.
Organizational behaviour
This document discusses ways that understanding organizational behavior (OB) concepts can help managers address various challenges in the workplace. It identifies 11 key challenges that managers face today, such as globalization, managing workforce diversity, improving quality and productivity, and creating a positive work environment. Understanding OB topics like motivation, communication, leadership and managing change can aid managers in coping with these challenges and capitalizing on opportunities. The document also provides advice to a manager, John, on building trust with his team, communicating positively, and having high expectations of his staff to keep the work environment positive.
ladin essay..docx
Personnel management involves obtaining, using, and maintaining a satisfied workforce. It is concerned with employees and their relationship within an organization. Organizational effectiveness measures how efficiently an organization meets its objectives using resources without straining employees. It is impacted by leadership, mission/vision, and human resource retention, motivation, and development. Personal development is a lifelong process of self-assessment, goal-setting, and maximizing one's potential. It improves through activities that enhance talents, employability, and wealth. Personal development is important as it keeps people motivated, allows reflection on talents, refines existing skills, increases employee confidence, reduces staff turnover, supports healthy work culture, improves self-awareness, provides direction, increases creativity, and
Team Creating And Implementing Visions
The document discusses several key aspects of building effective teams and becoming an effective team leader, including establishing trust, communicating vision and goals, empowering team members, and problem solving as a team. It emphasizes that changing an organization's culture requires full commitment from leaders, while climate can be adjusted more quickly by how leaders act and what they praise. An effective team leader shares leadership, participates with employees, and relies on the team to resolve problems.
How To Build An Assertive Team by Prakash Rana
How To Build An Assertive Team
Everyone, from management to the workforce, agrees that a strong and united culture is key to the success of the business. It is the mindset and beliefs that guide workplace behavior and decision-making in the company.
Whatever culture the leader wishes to cultivate has to become part of everyday business. It should be evident in every aspect of the business and every decision, no matter the department. As a leader, you make those working with you stronger when you use your power to make them more confident.
The Employee Experience Platform - Empower Employees, Employee Motivation, Em...
The document discusses the need for organizations to shift from a focus on employee satisfaction to creating a positive employee experience. It notes that the new era of engagement must make employees' social and emotional needs the center of the business. This will lead to meaningful and lasting change within the organization. The employee experience should include opportunities for growth, continuous feedback, recognition, collaboration, autonomy, and ensuring work is meaningful and promotes well-being. Weaving these threads into an employee's journey will create a positive employee experience.
Managing Rapid Change Through Employee Engagement.pdf
How can organizations promote individual engagement to meet the extreme challenges and uncertainty of the times? And what can PXT Select™ do to help?
We explore the answers to these questions in Managing Rapid Change Through Employee Engagement.
Gallup Q12's Employee Engagement Findings
The document discusses Gallup's research on employee engagement based on surveys of over 17 million employees. It finds that only 33% of US employees are engaged at work, while 49% are not engaged and 18% are actively disengaged. The 12 questions that most impact employee engagement and organizational performance are presented along with insights into how managers can improve scores on each question.
Mentoring & coaching for optimal performance
This document provides information on coaching and mentoring for optimum performance. It defines coaching as helping individuals realize their potential and mentoring as a long-term relationship that helps proteges advance their careers. The document outlines the GROW model and coaching discussion approach for effective coaching sessions. It also identifies characteristics of good coaches, such as believing in individuals' potential, giving feedback, and creating opportunities for growth.
Discovering Your Strengths - Customer Service Supervisors
Geared toward undergraduate student-level supervisors, this presentation gives students a chance to review their results from the StrengthsQuest assessment and learn how to apply their Strengths to the work they will do as a peer leader and supervisor.
Six Shifts to Turbo Charge Your Leadership and Gain Accelerated Results - Part 2
Gain unity around your values, visions and goals: We build collaborative goal oriented cultures
saving endless hours in problem solving.
Coaching and Emotional Intelligence.pdf
1) Coaching can impact emotional intelligence by addressing behaviors that limit performance, such as lack of self-confidence or inappropriate displays of anger.
2) To be an effective coach for emotional intelligence, the coach must continuously improve their own emotional intelligence, have strong personal relationships with direct reports, and provide frequent spontaneous coaching and structured conversations when needed.
3) Building personal influence through strong relationships is key to coaching emotional intelligence, as direct reports need to feel genuinely cared for and supported in achieving goals.
LECTURE 4 MANAGEMENT STYLES.pptx
This document discusses different management styles and the importance of management by objectives. It describes several management styles - autocratic, paternalistic, democratic, laissez-faire, and management by walking around. It emphasizes that management must understand employees, ensure clear communication, motivate workers, and set objectives to extract the best performance. Management by objectives involves setting goals to guide employees and help the organization achieve its targets. While it provides direction, its limitations include potential mismatch with company culture and overemphasis on targets.
Mentoring & coaching
At the end of this session you will be able to:
Identify the differences between coaching and mentoring and know when to use which
Determine the characteristics of a good coach
Identify the elements of a good coaching session in order to implement them
Establish the importance of communication in the coaching process and
Identify how to give feedback to coaches
How to create supportive,conductive and productive work enviornment
For an employee to be productive he has to be satisfied and happy at his work place. An apt work environment gives a boost to employee morale and inspires him to be focused and dedicated.
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Developing Others with Synergy
- 1. With Synergy Presented by Tiffany Johnson
- 2. Does what I am doing everyday need to be done? Do I have the talent to complete what I am doing everyday effectively? Should someone else be performing my job duties? What am I doing that is specialized that only I can do? What are my strengths? Do I produce everyday?
- 3. Who am I? What are my strengths? How do I work with others? Where do I belong in the organization? What am I contributing each day to the organization as a whole?
- 4. A manager should be able to effectively answer each of these questions about their employees by analyzing each employee and listening to feedback from other employees and mangers. Managers should clearly communicate their expectations to further employee development.
- 5. Whenever you as a manager set a goal for an employee write it done. In six months revisit your notes to analyze the employees progress. Recognize different people need different types of development.
- 6. An employee should be able to look back over the year and recognize what they have done well. An employee should feel comfortable discussing their qualities and abilities with their manager if the manager promotes open communication.
- 7. Using succession planning can help employees understand where they fit in in the organization which will lead to getting the most benefits from each employee. Are they managerial material or are they just hard workers? Can you delegate or do you need to supervise them all of the time?
- 8. How much responsibility can you give your key employees? It is important to be motivational when delegating responsibility. Trust each employee with the responsibility you are giving them. This will build a strong organization. Allow people to develop their own motivation.
- 9. As your organization grows and develops conflict will arise. It is important to remember you as a manager have the responsibility of relationship management and listening to the issue rather that having a one solution fits all.
- 10. Most conflict arises from people not feeling like there is an equal workload. Reward those who do work hard. Coach those who do not. Lose those who do not have the right talent quickly.
- 11. Set realistic goals for your employees Understand their talents and individuality Communicate those goals effectively Show your employee your appreciation Lastly, know your key employees and effectively use succession planning