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This document discusses relationship management. Relationship management refers to managing relationships between employees within an organization. It is important for organizations to encourage transparency, group activities, challenging work, and avoid politics and partialities to promote healthy employee relationships. Activities like assigning a single point of contact, motivating teamwork, giving interesting work, and avoiding backbiting and over-familiarity can help build positive relationships among employees.
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Organizational behavior (OB) can help describe the sudden changes in Dinesh's life by studying individual behavior, group behavior, and organizational behavior. At the individual level, Dinesh experienced stress from his child becoming disabled and lack of a promotion. At the group level, a minor workplace flirtation led to a scandal. At the organizational level, Dinesh was passed over for a promotion in favor of a less qualified outsider. OB can provide insights into motivation, leadership, communication, and change processes to help understand Dinesh's decreased morale and productivity. Potential solutions from an OB perspective include improving communication, maintaining good relationships, setting goals, and building social support.
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Physician practice managers need strong leadership skills to successfully manage a practice. While skills like communication, problem solving, and business acumen are important, emotional intelligence skills are particularly crucial. Emotional intelligence includes self-awareness, self-regulation, motivation, empathy, and social skills. These skills allow managers to understand themselves and others, control disruptive impulses, motivate employees, empathize with staff, and build relationships. Managers with emotional intelligence are able to create a positive work environment and culture with satisfied employees, leading to good patient experiences and satisfaction.
Essentials of leadership
This document outlines the essentials of leadership. It defines leadership as the ability to influence and guide others towards a clear vision. Effective leadership involves establishing a vision, sharing that vision, providing knowledge to achieve it, and balancing interests. Business leadership requires motivating employees, delegating tasks based on strengths, and having courageous conversations. The document then lists and describes eight qualities of great leadership: sincerity, integrity, communication skills, loyalty, decisiveness, competence, empowerment, and charisma. It provides examples from leaders like MS Dhoni and quotes on leadership.
14 principls by henri fayol
Henri Fayol was a French mining engineer considered the father of modern management. He presented 14 principles of management in his 1916 monograph that provide guidance for managers. The principles include division of work, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, order, equity, stability of tenure, initiative, and esprit de corps. The principles were intended as general guidelines for effective management practices.
Unit 06
Power refers to an individual's ability to influence others, while politics involves using power to achieve tasks and protect interests. Authority is the formal right of managers to issue orders. It is important for managers to understand power, politics, and authority to efficiently manage organizations and balance individual and organizational goals. Job design and delegation of authority are also crucial for optimal performance.
Module 3 material_sample Vocational Training
- Socializing in a culturally diverse workplace can help build strong professional relationships, confidence, and success, but can also be challenging. Having differences connect employees and valuing each person's uniqueness can lead to improved ideas, processes, and strategic initiatives.
- Practical ways to socialize include sharing work updates, getting to know colleagues personally, avoiding debates on sensitive topics, maintaining eye contact during conversations, and joining different social groups at lunch. Building positive relationships through socializing can make employees feel more comfortable and influential at work.
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.
Reply to TEVA 2No matter where you go or what you do, they are t.docx
Reply to TEVA 2
No matter where you go or what you do, they are there, millennials. Not necessarily a bad thing, except trying to figure out their intentions. In any work force you will have multiple generations of people, they all offer something different. Attitudes, beliefs, experience, goals and expectations. What we all want and share a common thing in are the three R’s: Respected, Recognized and Remembered (Organizational Behavior, 2014). Respecting each generation regardless of age goes a long way. We may not understand why they do the things the way they do, however we can all learn from each other. Recognition..as managers, employees at all levels want recognition. Show them they are appreciated for what they bring to the table, to the mission, to the organization. Show them you care about them, how hard they work and that what they do does not go unnoticed. Provide them feedback (Organizational Behavior, 2014). Being remembered is also important as it tells them the organization values them.
Finding out what motivates each generation is not easy, you have to put some effort into it. Get to know them, gain their trust, find out what they are good at, what they desire to know and learn and use it to your advantage. Each generation can help and motivate each other. Millennials are technologically savy, where as the older generation is used to doing things the old fashioned way. Getting the generations to talk to each other, ask questions, break the barriers, can help make a huge difference in productivity in the work place. Telling them what the company vision is and purpose of their efforts. Showing them that working together as a team, that they can reach the same goal in the end to get the job done will help motivate them to work together. Give the younger generation goals to reach and milestones to progress. Give the older generation time and flexibility with how to get the job done (Lloyd, n.d.). In the end the bottom line is get to know your people, appreciate them and what they do and ensure they understand their purpose in the organization.
Reply to LARE 2
With the advancements in technology the speed of how things get done are faster and for any organization to remain sustainable in the 21st Century they will have to embrace technology and globalization. Having a diversified work environment can result in success for an organization by first bridging the “gap” between generational workers. By first, discovering the needs of the employees in order to frame what motivates them, because motivational tactics are not one-size fits all. Trader Joe, was a good example of how they keep their employees motivated through a collaborative environment, Manager’s helping out, and employee empowerment. (Organizational Behavior, 2014, ch 5, p.4)
Another way to motivate an age-diverse workforce is through, mentorship, where experienced workers coach and train the younger employees. Offer opportunities of “reverse mentoring in areas of techno ...
Infosys
Infosys is an Indian IT company known for its HR practices and communication. The document discusses HR communication at Infosys, including how communication flows in the organization, HR initiatives, and their results. It also provides background on Infosys, outlining its vision, mission, values, capabilities, and competitive advantages in areas like talent, process excellence, technology, and project management.
Employee relation
Employee relations refer to the relationships between employees within an organization. Healthy employee relationships are important for employees to feel comfortable, motivated, and able to work together effectively to achieve organizational goals. Maintaining positive employee relations requires transparent communication, encouraging teamwork and collaboration, and making sure employees feel valued through recognition and opportunities. Managers play a key role in modeling good behavior and ensuring information is shared openly to strengthen relationships among employees.
Performance management defined
The document discusses performance management, which involves defining objectives, reviewing performance, and rewarding achievement. It notes that planning is crucial and stakeholder expectations should drive performance management. A well-implemented process provides benefits like improved performance, training, and equitable compensation. Key factors for success include relevance to strategy, consistent measurement, ability to differentiate performance, and legal compliance. The document then discusses personality traits and their impact in an organizational context.
lead ana manage team effectivness relationships report
This document discusses the importance of effective workplace relationships and leadership. It addresses the significance of interpersonal skills, communication, consultation, cultural sensitivity, networking, conflict resolution, organizational policies and procedures, trust, and legislative requirements. Developing strong interpersonal relationships through communication, respect, and trust helps create a productive work environment where employees feel valued and are motivated to achieve organizational goals. Managers must also ensure compliance with relevant legislation through fair policies and procedures.
1 emotional intelligence
The document discusses emotional intelligence (EI) and its impact on organizational effectiveness. It defines EI as the ability to perceive, understand, and manage emotions. Research shows that employee retention and productivity are strongly influenced by relationships with supervisors. Employees with excellent bosses are four times less likely to leave than those with poor bosses. Developing talent, teamwork, commitment and other factors are influenced by EI and important for addressing challenges organizations face. The four domains of EI - self-awareness, self-management, social awareness, and relationship management - are also outlined.
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Supervisors play a pivotal role in influencing employees' perceptions and engagement through day-to-day interactions. While supervisors are not responsible for high-level decisions, their impact is still significant through communicating, providing feedback, and eliciting employee input. The way supervisors interact with employees can increase their commitment to the job and organization. Effective supervision focuses on building trust, fostering respect, recognizing contributions, communicating positively, and maintaining open communication.Similar to Mob (20)
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Below is 4 questions that I need answered. I usually just get other .docx
Below is 4 questions that I need answered. I usually just get other .docx
How to create supportive,conductive and productive work enviornment
How to create supportive,conductive and productive work enviornment
Reply to TEVA 2No matter where you go or what you do, they are t.docx
Reply to TEVA 2No matter where you go or what you do, they are t.docx
lead ana manage team effectivness relationships report
lead ana manage team effectivness relationships report
Memphis business journal.supervisors' interactions with employees make a diff...
Memphis business journal.supervisors' interactions with employees make a diff...
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A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
Disaster management;
Cyclone Disaster Management;;
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Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
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Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
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m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
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Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
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sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
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In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
9 Ways Managers Kill Morale (and What to Do Instead)
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
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team presentation of the role and responsibility of HSE teamreviewed.pptx
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Mob
- 2. RELATIONSHIP MANAGEMENT Introduction: A strategy employed by an organization in which a continuous level of engagement is maintained between the organization and it’s audience. Relationship management can be between a business and it’s customers (customer relationship management) and between a business and other businesses (business relationship management).
- 4. Meaning of Relationship management: Relationship management refers to managing the relation between the various employees in an organization. The relationship can be between employee and employer as well as between employees at the same level.
- 5. Let us go through certain activities which are imperative for a healthy employee relationship management: 1. Transparency in communication is of utmost importance for a healthy employee relationship management: A single point of contact must be assigned who should be made responsible for handling queries of all the team members and escalating it to the seniors.
- 6. 2. Encourage group activities at the work place. Motivate individuals to work together probably in group so that the comfort level increases. The more they talk, the more they get to know each
- 7. 3. Assign challenging work to your team member so that they feel motivated to deliver their level best. Do not assign something which they do not find interesting. Every employee should be aware of his key responsibility areas to avoid confusion.
- 8. 4. The employees must be motivated to avoid politics and blame games at work. Such activities are considered highly unproductive and spoil the relationship among the employees. Backbiting is a strict no no at the work
- 9. 5. Partialities must be avoided for better employee relationship. Treat everyone as one and every individual must respect each other’s privacy. There is a limit to everything and thus over indulgence in each other’s work, too much of a friendly nature should be
- 10. POWER
- 11. Meaning and Basis of Power Meaning of power: The ability to influence another person. Power is one’s capacity to influence others.
- 12. Basis of power Reward power: power comes from ability to reward others. Coercive power: comes from ability to punish others. Legitimate power: comes from position in hierarchy. Referent power: (role model) Followers desire to be like the leader. Expert power: power through knowledge, skills, and information.