management

Running the Meeting

Our team’s goal was to offer adequate solutions to the problems affecting our clients. The second meeting was critical towards improving our clients’ trust and confidence. The team designed the best plan to make the meeting successful. I created the best agenda for my team. I also prepared a good timetable for every activity. The strategy would make the convention meaningful. I was the team’s secretary. My duty included communicating every detail to the targeted team members and clients (Burdett 2003). I also communicated with the team’s manager to achieve our targeted goals. I always interacted with every member of the team. This approach helped the team achieve its targeted goals.

Every person wants to achieve the best results from his or her team. My efforts succeeded because the meeting realized its goals. The clients and team members were grateful after the meeting. I must offer quality solutions to our customers. I used my studies to present the best ideas for international business investment. The team’s trust and confidence increased. These results explain how I succeeded as the team’s secretary. The activity also improved my leadership competencies (Smith & Blanck, 2002). I also widened my research skills.

The above discussion shows how every individual in the team focused on the clients’ expectations. I prepared the best marketing strategy towards successful business investment. I used my position to prepare a comprehensive marketing strategy for our clients. My team used both PESTEL and SWOT frameworks to analyze China’s economic environment. The practice also widened my consulting competencies. My present goal is to focus on the best practices and ideas to become a critical thinker. I will also attract individuals from different backgrounds to be part of our consultation team. The practice will help every individual develop new organizational competencies and interpersonal skills (Smith & Blanck 2002).

My Impact

I presented numerous contributions to our meeting. To begin with, I cooperated with every team member to analyze the external and internal factors affecting the business. I presented new factors that can potentially affect the company’s performance. Such factors included ‘organisational culture, motivation, accounting practices, and leadership strategies’ (Burdett 2003, p. 184). I also prepared the best business plan to help the company market its services and products to the targeted customers. I also advised my teammates about the best strategies to achieve their goals. I also examined the challenges affecting our clients. I used the findings to influence my team members. This explains why the team focused on its expectations.

I remained confident throughout the period. My first goal was to identify the changing needs of our clients. I used the ideas to conduct my research confidently. I was ready to communicate and share my ideas with the clients and team members. I made honest decisions and encouraged the members to conduct their studies ethically. I also used my best interpersonal and communication skills during the process. I was interested in the event because it equipped me with new skills as a secretary. According to Smith and Blanck (2002, p. 298), ‘every employee or leader wants to be part of a successful team.’ I was ready to conduct my research and use the findings to address the challenges affecting my clients. This explains why I will be part of our next meeting.

I played a major role throughout the meeting. I carried out more researches to come up with new skills that can help our clients. I will read widely to increase my organizational skills (Vries et al. 2010). I am also planning to look for new organisational concepts from my friends and mentors. The approach will improve my confidence and interactional skills as an organizational leader.

My Team’s Impact

Teamwork is the solution to any problem affecting an organization (Smith & Blanck 2002). The members worked as a team to address every challenge encountered. It was my duty to encourage the members of our team. This explains how the team focused on the clients’ expectations. Every person shared his or her findings with other members. We also made unanimous decisions about the findings. My team identified the best Foreign Investment Strategy (FIS) for the business (Vries et al. 2010). Every person used his or her concept to guide our clients. My team advised the company to merge with one of the biggest Chinese companies. The strategy will help the company achieve its business goals. Every member of the group also widened his or her interpersonal, analytical, and communication skills (Smith & Blanck, 2002). The above facts explain how we came along as a team.

Our team encountered a few obstacles. The team lacked the best plan for its duties and activities. Some members complained that some of their duties were quite hard. However, this did not affect the team’s performance. The team did not reexamine the practicability of its findings and suggestions. The team also failed to embrace the benefits of proper leadership. This single fact explains why some of the individuals were not confident about our team’s goals (Vries et al. 2010). The members failed to offer conclusive arguments to support their recommendations.

The above challenges did not affect the accuracy or quality of the team’s findings. However, such issues can be disastrous in the future. The team will embrace new practices to make our next meeting successful. The first strategy is to ensure every member is comfortable with his or her position in the team. We will also develop a proper time-plan for the team’s activities. I will motivate every member to make the team successful. Every member should ‘tackle any challenge or obstacle affecting the team’ (Burdett 2003, p. 185). The team will reexamine the findings and present quality recommendations to the targeted clients. I am ready to improve these practices to make our team successful.

Reference List

Burdett, J 2003. ‘Making groups work: university students’ perceptions’, International Education Journal, vol. 4. no. 3, pp. 177-191. Web.

Smith, P & Blanck, E 2002. ‘From experience: leading dispersed teams’, The Journal of Product Innovation Management, vol. 19. no. 1, pp. 294-304. Web.

Vries, R, Bakker-Pieper, A, & Oostenveld, W 2010, ‘Leadership = Communication? The Relations of Leaders’ Communication Styles with Leadership Styles, Knowledge Sharing and Leadership Outcomes’, Journal of Business and Psychology, vol. 25. no. 3, pp. 367-380. Web.

Performance appraisal purpose, process, and frequency

Performance reviews play a significant role in developing employees and helping an organization to achieve its goals (Walker & Greenhall, 2011). For a new employee, the review should be after probation. Reviews are supposed to be conducted annually. A performance review process involves preparations, discussion meetings, and recording of the review outcomes (Robbins, 2007).

Preparation

Planning involves planning and setting agendas for performance reviews. Planning involves confidential review of the performance of previous periods by completing review forms of a preparatory progress. It is conducted by a manager and a concerned employee.

Discussion meeting

It involves reviewers and concerned employees. The progress of employees within the review period is discussed in a meeting. Training and development requirements are also discussed in the meeting.

Recording and company response

The review outcomes, decisions, or the results of a discussion meeting are recorded. The recording needs to be confidential. A manager is required to summarize the review issues before a director confirms the completeness of the process, and identifies actions to be undertaken.

Managing performance

Managing performance aims at encouraging and retaining good performers and improving poor performance (Walker & Greenhall, 2011). Organizational factors such as induction period, training, and supervision determine the performance results. Quality induction produces a good performance.

Sufficient job training and supervision enhance good performances. Workplace interpersonal relations can also affect the performance of employees. For instance, poor performance is common in cases where employees and employers are not in good terms.

In addition, poor performances can be explained by unacceptable, unethical, and inappropriate employee behaviour. They can also be caused by family or personal issues. For instance, an employee who struggles to balance family and work responsibilities is likely to perform poorly (Walker & Greenhall, 2011).

Good performance should be encouraged through rewards, challenging job and standards, training, and promotions. Poor performance can be improved through clear communication. This promotes interpersonal relationships and supports employee work-life balance. Quality induction, training, and supervision processes can be used to enhance employee development. A poor performance that is caused by behavioural factors should be dealt with through workplace counselling and positive formal disciplinary actions.

Performance appraisal review data items

A handbook for staff provides data that supports the performance management process. It serves as a reference material for issues related to employment (Walker & Greenhall, 2011). In addition, it provides managers and supervisors with information that is useful during the review process.

Training records and last review forms are used to support the performance management process (Walker & Greenhall, 2011). The last review forms provide data of previous performances against the current review results. The training records provide lists of trainings that employees go through. For instance, these records are used to check the impact of training, on employee performance.

References

Robbins, M. (2007). Performance management revisited: A toolkit for all those involved in the performance management of head teachers, teachers and support staff. Norwich: Adamson Pub.

Walker, S., & Greenhall, M. (2011). Practical and effective performance management: How excellent leaders manage their staff and teams for top performance: lots of exercises and free downloadable workbook. Lancashire: Universe of Learning.

Throughout its rather steady development, the McDonald’s organization has adopted a rather responsible approach towards maintaining high quality standards of its production by incorporating the TQM model into the design of its quality assurance process. According to the description of the specifics of quality management within the organization, the TQM model is applied in the course of a twofold process. Particularly, the company works on the improvement of the ingredients included in products and on its human resource management so that the organization’s personnel could be highly qualified and provide the services of an outstanding quality. While the specified method has its problems, such as the lack of focus on other elements of the production process (e.g., logistics, customer relationships, etc.), it still can be viewed as a giant step towards facilitating sustainability within the organization. Indeed, a closer look at the phenomenon of quality assurance will reveal that it needs to address the areas such as the production process, the staff’s competency, the time consumed in the process, communication with customers and the process of budget planning. As far as the measurement of quality within McDonald’s is concerned, the tool such as regular audits needs to be mentioned. According to the company’s principles, a consistent check of the food quality needs to be carried out so that the customers could be provided with the finest product possible (Nakip & Kandemir, 2014).

Traditionally, several key quality assurance and management models are defined. These include Six Sigma, TQM, ISO 9000, to name just a few. Each of the specified tools has its benefits and problems. Particularly, the TQM model helps focus on the communicational aspect of work organization and quality improvement, which is an obvious benefit, deserves to be mentioned. However, the model also presupposes that quality management is viewed from the customer’s perspective most of the time (Karahan & Tetik, 2012). The Six Sigma approach, in its turn, offers efficient methodology statements. However, Six Sigma also has limitations in terms of management (Woodall & Montgomery, 2012). Excellent management control and enhanced marketability are the key assets of ISO 900; however, the strategy lacks clarity in its certification process (Asaad & Aziz, 2014).

When it comes to defining the approach for quality measurement and improvement, one must admit that the choice of an appropriate tool depends on the specifics of a company. While the Six Sigma model may be considered appropriate for a certain organization, it may lead to completely disastrous effects in another one. Therefore, the decision to use a specific approach must be based both on the specifics of the market environment and the needs of the organization. That being said, the principles of Total Quality Management should be considered as a prime example of an outstanding model. The reasons for choosing the specified model are quite basic; while offering a set of rather rigid rules for managing quality within an organization, it, nevertheless, offers more flexibility in terms of scheduling regular quality checks, defining quality standards based on the organization’s assets, etc. In other words, the specified model helps identify and allocate the resources that an organization has at its disposal and make the most efficient use of them possible. With the introduction of an appropriate quality management approach, any organization is likely to improve its performance impressively.

Reference List

Asaad, M. N. & Aziz, U. U. (2014). ISO 9000 soft factor and organizational performance: examining the relationship and level of implementation using Rasch model in Malaysian automotive companies. Web.

Karahan, M. & Tetik, N. (2012). The determination of the effect level on employee performance of TQM practices with artificial neural networks: A case study on manufacturing industry enterprises in Turkey. International Journal of Business and Social Science, 3(7), 133–142.

Nakip. M. & Kandemir, D. (2014). TQM excellence model to examine the role of strategic change and organizational. Epistemologia, 11(6), 64–68.

Woodall, W. H. & Montgomery, D. C. (2012). Some current directions in the theory and application of statistical process monitoring. Journal of Quality Technology, 46(1), 78–94.

Introduction

There is no use denying the fact that our world is based on the interaction between individuals. Since the first primitive human societies, people had been interacting with each other in order to survive and promote development of their group. However, in the course of time, humanity had evolved and obtained a great variety of new remedies and methods. However, the teamwork still remains one of the most efficient ways to achieve some needed purpose and guarantee success (Quora, 2013).

Due to this fact, the concept of team training and team development obtains great significance as it could help to increase the level of performance of any organization, which is very important in the age of rivalry and high tempos. With this in mind, the main aim of the given paper is to analyze the main concepts of teamwork and the ways in which its efficiency could be increased. The work revolves around the training principles, that could promote development of a team, stages of its development, importance of communication within a group and the ways in which it could learn.

Importance of Team Development

First of all, it should be said that as a great number of other phenomena, a team should never stop its evolving. In other words, team development becomes a very important factor which shows that a group still exists and has not run its course. There are several points to prove this statement. The thing is that the absence of development means stagnation, which is very dangerous for a human collective. Having no purpose to achieve or no clear perspectives, people lose interest towards the activity they perform. Additionally, motivation, which is extremely vital for any collective, also decreases and general performance becomes less efficient.

It should also be said that history has a great number of examples which show that society or a team, that has stopped in its development, collapses, having no idea how to move and what tasks to accomplish (Team Development – Meaning, Stages and Forming an Effective Team, n.d). That is why, team development is extremely important as it helps team members to consolidate and move towards the chosen aim.

Effective Training Principles

However, to be able to evolve, a team should be comprised of professionals, who are able to cooperate and perform their tasks at the high level. With this in mind, the necessity of training becomes obvious as people should be taught how to interact in the way that could be the most efficient and bring benefits. To be beneficial, training should be based on some important principles. The first one means motivation and inspiration.

A person should be interested in the acquisition of new skills and knowledge in order to train with a great intensity. It could be made by showing advantages and benefits obtained with the help of this training. Moreover, training should take into account the main needs of workers in order to be efficient. The emphasis should be made on skills and knowledge needed for a team to perform their duties better. Nevertheless, it is obvious that training, which takes into account these principles, are more efficient and make a team more consolidated and beneficial (The seven principles of effective training, n.d).

Stages in Team Development

It should also be said that any team has 5 stages of its development. The first stage is Forming. This stage is characterized by a great excitement of team members, who have great expectations and are eager to work together in order to achieve some result. The main task at this stage is to outline goals and perspectives.

The next one is Storming. At this stage people realize that it is not so easy to achieve a certain aim without some efforts and extra training are needed. Members of a team can be angry with each other because of the failure of their expectations. That is why, it is necessary to reconsider the goals of a team and outline a perspective for people to obtain the new aim.

Storming is followed by Norming. During this stage members of a team are more concentrated on relations within a collective, understanding each other better. In its turn, it helps to increase the level of performance of a team and move towards a certain goal.

Stage four is called Performing. It is characterized by the satisfaction of all team members. They work in order to achieve some goal and they feel attached to the team (Stein, n.d.), helping each other.

Finally, the Ending stage comes. Some teams break down when the goal is achieved and there is no other task to accomplish. Usually, evaluation of teams successes is given and new projects are discussed.

Communication in Teams

Nevertheless, it should be said that all these stages of development could be achieved only in case of the efficient communication within the group. There is no use denying the fact that the level of understanding between the members of a team has a great impact on its performance. In other words, the better workers are able to explain each other their tasks and expectations, the higher level of performance would be.

Resting on this fact, it becomes obvious that great attention should be given to the way in which team members communicate. Nowadays, there is a tendency to provide some training for people to be able to formulate their thoughts and share them in the way which is the most appropriate and efficient within the given group (Team communication, n.d.). Thus, it is possible to say that communication, as well as training, is another important aspect of the efficient functioning of every group.

Team Learning

Finally, is should be said that another thing needed for the development of a group is learning. It involves the process of interaction between people in order to learn from each other a great number of various things, starting from weaknesses of one member ending with the way in which a group prefers to organize its functioning. It should be said that team learning is the process which occurs in the course of the functioning of a group and in collective problem solving, when people observe the way in which another person performs some task (Team Learning, n.d.). It helps to make all members more efficient and increase the general performance at the same time.

Conclusion

Resting on these facts, it is possible to make a certain conclusion. It should be said that nowadays the concept of teamwork is extremely important and, that is why, great attention is given to its main points. Taking into account great importance of the development of any team, it should be said that such factors as communication within a team, training, and learning should be given particular emphasis as they have a great impact on the functioning of any group.

References

Stein, J. (n.d.). Using the Stages of Team Development. Web.

Team communication. (n.d.). Web.

Team Development – Meaning, Stages and Forming an Effective Team. (n.d.). Web.

Team Learning. (n.d.). Web.

The seven principles of effective training. (n.d.). Web.

Quora, E. (2013). Why And Where Is Teamwork Important? Forbes. Web.

Staff Turnover In Hospitality Organizations

The greatest asset in any industry is manpower. This is a fact that can never be refuted. Over the past, many people have been viewing employees in the industry to have the ability of saving rapid cash. However this is not always the case. There are several stresses causing situations in the industry that result in a high turnover among the employees. However, the management in these industries should be able to fathom why their employees quit their jobs. The high turnover results from such factors as unsuitable working hours, ineffective leadership, failure of training programs and also for the fact that most of the staff are in seasonal or casual (Helium, 2002,para 2-6).

Although working for a hospitality industry can be rewarding, the career can be challenging leading to employees leaving their jobs. Most workers complain of the high stress that characterizes the sector. American Hotel Association released a report showing that the estimated staff turnover for non- management employees is considerably high with 60-300 % for all employees in the industry all through a year (E-how, 2010, para6).The research also indicated that employee turnover in a hospitality sector is high compared to other sectors.

The work stress majorly comes from the disrespectful attitudes and lack of communication as shown by the management towards their employees. The industry, over the past, has been attracting college students and at some instances unqualified personnel. It is very possible for one to be hired and be replaced within few months. Another research was carried out by psychologists in one of Australia’s University among workers in efforts to establish causes of stress in the hospitality industry employees. The results of the study clearly revealed that workers get intimidated and that they can quit their jobs due to lack of communication in the management (Article-click. 2010, para. 3-6).

From the stated case, Susan was working with fears of been replace with another person. She did not receive the lucrative package of salary as promised at the time when she was hired. This is a common problem that most staff in hospitality industry faces.

Susan as a casual employee in the hospitality industry faced these same problems that most non-management employees in the hospitality sector face. Susan was employed on casual basis. She was promised to be trained fully for the position. Whether qualified or unqualified, there was need to explain the reason as to why the training failed to be executed. All the other benefits accruing to the position from transport allowances to security. These are pertinent issues that determine a worker’s security. It was critical for the hotel’s management to explain the reasons for the delay in fulfilling the promises. From the description, it is also clear that there lacked communication between the management and the workforce, situation that can negatively affect a business.

To avoid such incidents, it was important for the management to set transparent policies and procedures to govern the firm. The policies should stipulate that after an employee has been recruited to work for the hotel, then a thorough induction is given to familiarize them with the business operations. More so, the policies and procedures in the hotel must be kept transparent, consistent, applied fairly among all staff and all details adhered to. This makes the staff view the management in good light.

Further, the management must be guided by the need to compensate the workers for their efforts. The compensation may be in form of bonuses and rewards. Insurance perks and security measures are some of the key essentials in a recognition strategy. Training programs should be made part of the employee’s jobs. Trainings enhance workers skills and knowledge (Davidson, Simon, Woods P & Griffin, 2009, p.

The other imperative requirement in satisfying employees in hotel industry or other businesses is for the management to be approachable. From the description, it is clear that there existed no good employer- employee relation. The management should have placed themselves at a position where the staff can share with them concerning problems they are encountering in their daily routines (Helium, 2002, para 1-5).

Leadership style and alternative styles at the organization

The management at ‘Harbour Inn’ demonstrated autocratic style of leadership. This is a style of leadership in which leaders have a complete power at the place of worker. In most case, the staff will have no opportunity or very minimal if available, opportunity to give suggestions or contribute in decision making processes.

The suggestions of the employees are considered insignificant to be applied in the management’s decisions. Autocratic style of leadership results in high staff turnover and absenteeism. From the above case, the employee says that the managers and supervisors are not close to the staff and are not friendly. Such leaders do not associate with the workers and would therefore have nothing to discuss with them (Mind tools limited, 2010, para.1).

Democratic style of leadership is one of the best styles of leadership that the management can adapt. Although the management in this style makes the final decision, they also give the other members of the staff or team to give their contributions in the process of making decisions. By so doing, the style encourages skills development among the staff. It also enhances good communication habits employees and the management (Mind tools limited, 2010, para.4).

Leissez faire is another style of leadership that the management of Harbour Inn would have used. This is because of the big difference in age between the mangers and the staff. In this style of leadership, leaders monitor the results of what the employees are assigned to do and then respond to them. The communication happens regularly (Mind tools limited, 2010, para.5).

Motivation Theory for 18-25 age groups of workers

In order to have a strong team of employees who are determined and dedicated to offer the best for optimum production, there has to employees’ motivation at the place of work. There are several theories which explain employees’ motivation towards work.

According to Fredrick Herzberg, workers are motivated by two factors which form his theory of motivation. Firstly, hygiene includes the environment of the organization and work. It says that the organizational policies and its management will highly influence the attitudes of employees at the work place. The kind of supervision and the perception that individuals have concerning the administration also dictates their level of motivation.

For team of teenage individuals, they are in the category of people who wish to have strict supervision. They would want to have a situation whereby they are allowed to make their own decisions. This theory also says that employees work well when they have good interpersonal relations at the place of work. Youth relate a lot at work place compared to people who are in the age bracket of 40 years and above (Chapman, 2001, para. 2-5).

Motivation also comes when employees are given the opportunities to grow and advance in their careers. This in turn stimulates their interests in the job. He also says that motivation can be in the form of incentives and salary rewards (Chapman, 2001, para. 2-5).

Hawthorne effect is another theory of motivation that can be used to describe motivation in youth employees. According to this theory, managers and administrators reap a lot of benefits when they pay attention to the workers. Individuals within the bracket of 18-25 require command a lot of attention by nature. There fore, the more the managers show interest in them and associate with them, the more the staff will be motivated (Riley, 2010, para.2-4).

Conclusion and recommendation

It is important for the management of any business to consider the age differences that exist at the work place between employees and the administrator. This will help in formulating policies and procedures that will be effectively embraced by both, hence a good working relation and successful achievement of the set goals and objectives (Accel-team, 2010, para.4). This is because different age categories can be chaotic in business management if not properly handled. Research indicates that satisfied workers in an organization results into satisfied customers. In the service industry, the case is not different.

Reference List

Accel-team, 2010. Employee motivation, theory and practice. [Online]. Web.

Article-click., 2010. Reducing employee turnover in hospitality. [Online]. Web.

Chapman, A., 2001. Frederick Herzberg motivational theory. [Online]. Web.

Davidson, P., Simon, A., Woods, P. & Griffin R. W., 2009, Management: core concepts and applications [E-book] 2009. (2^nd Ed). Sydney: John Wiley & Sons.

E-how., 2009. How to incorporate motivation theory in work place. [Online]. Web.

Helium., 2002. Why Turnover is high in hospilaity industry. [Online]. Web.

Mind tools limited., 2010. Leadership styles. [Online]. Web.

Riley, J., 2010. Managing people. [Online]. Web.

As a business owner or a manager, one must be careful while making his/her decisions, since the future of the business relies heavily on such decisions. Managers have to acknowledge the importance of their roles in running businesses, especially when dealing with new ventures. Due to the stiff competition amongst businesses, any deviation from the managerial roles may result in huge losses in terms of financial and customer loss.

Therefore, managers and owners of small businesses should adopt a sound management policy. A manager should act competently and be aware of his or her roles in an organization (Kim & Bewley, 2007). There are four major roles that a manager ought to execute in his/her position, which includes planning, organizing, leading, and controlling.

In an organization, planning is an important managerial role. It involves setting up a destination, assessing the possible courses of action, and developing the necessary strategies for its achievement (Koontz & Weihrich, 2006). In formulating this plan, the employees’ inputs should be thoroughly evaluated and include the merited ideas in the plan. A vision is not complete if it is not communicated to all stakeholders involved in its implementation.

The vision should thus be communicated to all employees through the right channels. In the course of its execution, the manager ought to make regular appraisals to determine if the strategies are well utilized towards the achievement of the set goals. At this point, amendments may be done if deviations are evident. Jobs should be assigned based on experience, specialty, and clear targets, which are set in advance in a bid to asses each employee against the set specifications.

Control is also another vital area that managers ought to execute. The control function broadly implies the application of the necessary management skills to influence the results of other subunits in an organization (Kim & Bewley, 2007). It also involves influencing the employees’ behaviors and attitudes to help in raising their morale. The controlling function is a major managerial function, and if a business is well controlled, everything else will fall in place.

When properly coordinated, the performance of a business will improve since the organization is in a position to implement its strategies efficiently. The control function involves four major steps, viz. setting out the standards, measuring performance, comparison of performance and the standards, and taking the appropriate action.

The action taken can be in the form of altering the performance standards, either by setting them higher or lower. Regular assessments and feedback on the progress of the business are recommended as deviations from the firm’s set objectives are noted and controlled in time.

Leadership is the other key managerial function. A business owner should adopt the best leadership style that will fit the needs of the organization and lead to the achievement of the set goals. In this leadership role, managers should demonstrate competence and honesty and act as role models to their subordinates.

The leadership styles available include the autocratic style of leadership, servant leadership, and the transformational style (Baechle & Earle, 2008). Amongst the three, I would recommend the transformational style of leadership since it allows employees to contribute to the decision-making process, thus increasing their morale since they work on policies and strategies set based on their contributions.

The organization function of managers involves the identification and classification of jobs into groups before assigning them to employees. It involves the delegation of power and authority to persons below the manager in the leadership hierarchy. Delegation of power and authority is a top-down process where a top officer bestows power upon a junior worker (Koontz & Weihrich, 2006). However, all employees to whom power is given should remain answerable to the top manager.

The organizing role incorporates a division of labor and assigning duties to various employees based on their expertise and experience in a particular task. Similar jobs are merged, and thus, they can be executed concurrently. Linking various departments in an organization is also a key area in the organizing role. All departments should be harmonized to work together towards achieving the set business objectives.

Human resource capital is an important factor of production in an accounting firm. A notable amount of effort should be directed towards motivating workers and encouraging them to perform the allocated tasks to the expected standards. In this accounting firm, little or no efforts have been made to achieve this objective. In light of this realization, I would recommend teamwork in executing different tasks. A gain-sharing scheme should be introduced in the firm based on teamwork and not individual’s work (Baechle & Earle, 2008).

Gainsharing is a plan whereby the employer surrenders some amount of profits resulting from workers’ hard work to be shared by employees. The portion of the profits received by employees depends on their efforts against the plan. It involves setting a goal for employees, and if they achieve it, a portion of the total profits made in a financial year is set aside for the employees.

This plan is effective as it improves the workers’ morale and encourages them to monitor each other’s behavior since for them to achieve the set target, everyone must be engaged actively and responsibly. Alternatively, the employee’s pay should be on a quantum merit basis whereby they are paid according to their efforts.

Employees will feel motivated to work diligently to earn some extra money. This plan should go hand in hand with a bonus scheme to reward the best performing employees. In this case, employees who meet all customer requirements should be awarded a bonus on top of their salaries.

On the recruitment of staff, I recommend that you conduct the exercise yourself instead of delegating the same to some other people. Only people with the requisite knowledge and skills should be considered for the position. Interviews should seek to determine the best candidate, and thus, you should seek to identify the candidate’s preferences and compare them with the organization’s culture.

In the interview, you may start by asking the prospective candidates on their work history and then dig deep into their background information concerning the position under offer. Also, dwell on the situational interview (Koontz & Weihrich, 2006). The situational interview focuses on the employees’ experience in the field of accounting. The best candidate to fill the position must have excellent working records in his/her previous job and must have worked in a similar position.

The selected employee should be given a good salary, which may be determined by evaluating the salaries of workers in other firms working in similar positions. Therefore, it should not be less than what other firms pay their employees.

Employees need to be empowered in their respective jobs to handle new challenges arising in the course of executing their duties. A permanent training scheme manned by experts should be put in place within the human resources department to offer continuous training to both incoming employees as well as those who are already in the firm.

Although the four roles mentioned above of managers are equally important, the control function is the key role that fits in all the other functions. For the other three functions to be effective, control must be executed on them. The organizing function involves assigning different roles to different employees in the firm, but on the other hand, control must be exercised on the employees’ activities. Moreover, in executing the leadership function, control must be incorporated since, as a leader, one has control of all activities in a firm.

Control and planning functions go hand in hand since for an organization to achieve the set goals; control measures have to be put in place to avoid any deviation from the set objectives. Planning only paints a picture of what is to be done, but it cannot work well without proper monitoring and control (Kim & Bewley, 2007).

Proper and timely information is very necessary for an organization as it helps in detecting the problems early enough before the origination’s reputation is tarnished. Feedback on the progress of the events in a company is also important as it helps business owners or managers in determining if they are in the right direction in their efforts to achieve the set organizational objectives.

References

Baechle, R., & Earle, R. (2008). Essentials of strength training and conditioning. Champaign, IL: Human kinetics.

Kim, J., & Bewley, T. (2007). A linear systems approach to flow control. Annual Review of Fluid Mechanics, 39(1), 383-417.

Koontz, H., & Weihrich, H. (2006). Essentials of management. New Delhi, India: Tata McGraw-Hill Education.

Introduction

If we analyze then we come to know that organization knowledge assets (tacit and explicit) have to be administered. Knowledge management is not concerning building a mechanized systems of human assets but it is concerning the preparation and completion of activities designed to incessantly recognize, obtain, apply, share, expand, create, protect and audit(measure) association knowledge assets. Knowledge management is about distribution best practices, improvement workers competencies and association output.

Knowledge workers are representative psychoanalyst workers who influence cryptogram rather than equipment, such as designer, bank workers, style designers, researchers, educators and strategy analysts. United States, which has an higher economy, 60% of personnel, is knowledge personnel. Knowledge personnel will make up a knowledge association. Knowledge organizations put into practice knowledge management. Unfortunately, there is no worldwide meaning for knowledge management.

Critical Analysis

Marketing and Management

In marketing put into practice, the value-added idea means those corporations add worth to their manufactured goods with a come together of intangibles such as better-trained salespeople, greater than before levels of good manners, more reliable product releases, improved service following the sale, and innovations that truthfully get better the product’s worth in the eyes of the client (Abell, Angela and Oxbrow, Nigel, 2002, 115-121). Therefore ordinary options such as air-conditioning or authority direction-finding might be included into the initial price of the means of transportation. In today’s highly spirited marketplace these value-added reimbursement give the corporation a spirited perimeter (Brooking, Annie, 2004).

Management Concepts

In the broadest background, knowledge management is the procedure from side to side which organizations make values from their thinker and knowledge-based benefit moreover in the form of unspoken or open. Often, generation principles on or after such asset mention above involve distribution them in the middle of workers, departments and even additional corporation in an attempt to devise most excellent practice. (Santosus, M and Surmacz, J, 2001)

Knowledge Management in Ford

To describe knowledge management in Ford association, first we call for to appreciate what the dissimilarity between information, in order and knowledge is. Data is natural in order (raw), which includes facts and figures composed and stored. In order is the process information that is agreed and obtainable in a significant form.

No doubt in ford corporation, knowledge management is not concerning structure a mechanized systems of human assets but it is about the preparation and completion of behavior designed to incessantly identify, obtain, apply, share, expand, create, protect and calculate(audit) association knowledge assets (King, William R, 2003, 70-72). Knowledge management is concerning unites association knowledge. It is concerning rising the worth of knowledge from time to time. It is the eventual reserve that can be practical to implement association approach as well as to attain our planned focus. The middle action of knowledge management is concerning touching association knowledge assets so that it can be used to get better efficiency.

Knowledge Management Practices

No doubt, Knowledge management practices engage behavior such as knowledge-identification, knowledge attainment, knowledge-application, knowledge distribution, knowledge growth, knowledge formation, and knowledge conservation and knowledge dimension.

Knowledge Identification

Knowledge identification is the procedure of recognized the obtainable knowledge in a corporation and also the necessary knowledge a corporation be supposed to have. More frequently, a corporation does not still realize the obtainable knowledge in the corporation. Valuable knowledge strength go unnoticed and vacant. The usage of knowledge helps to right of entry vast quantity of in order, but the process of recognizes which and anywhere to get pertinent knowledge is frequently the difficulty faced by the managers in a corporation. In recognized the knowledge in a corporation, each association must be conscious of their own aptitudes, such as their know-how and competencies (Kahaner, Larry, 2004). Any interior knowledge should be completing visible inside the association, such as recognizes best practices in the association. There are figures of conduct to identify the outside knowledge, such as by contrast with the knowledge of the contestant, knowledge from the experts of other company and also surround collaboration by earnings of the competitors. Identify the opening in corporation knowledge and ability is an effectual means in learning procedure. Once the gap flanked by knowledge obsessed and knowledge wanted by a corporation is recognizing, efforts to narrow downward the gap will activate knowledge procedure in obtain the wanted knowledge (Cascio, Wayne F, 2005).

Knowledge Development

Knowledge development is the majority significant fraction of knowledge management. This is the stage where the activities of mounting new skills, foodstuffs and ideas. Conventionally, knowledge growth only focuses on investigate and research complete in the laboratories, but the example has change to mounting new competencies also by teamwork with other corporation or inside the internal of the corporations. In a corporation, the daily behavior can donate to the expansion of knowledge. Among the fences faced by knowledge expansion are modernisms do not come in tranquil, planned surroundings (Davenport, T,H. and Prusak, L, 2002). New ideas are generate from side to surface conflicts, changes or development from obtainable products, and the need of autonomy to follow the new thoughts. Thus, all the ways of generate knowledge management engages alter for an person and the company, consequently conflict, mistake, internal opposition and additional harmful activities may occur in the association (Chidambar, Anna, 2001, pp41-42).

As cash is no longer an matter in this field, managerial issues may be dangerous in formative company faithfulness, especially with the cash and command. With out the majority efficient managerial structure, you may lose a lot of highly potential human resources. Employees be supposed to be able to take enjoyment in their job. There are numerous habits for employers to make available this contentment.

• Decision Making Hierarchy
• The power figures must be welcoming and enjoyable to work under. They be supposed to do their job, but not in a difficult style.
• Work Environment

The workplace be supposed to be as at ease as possible, however motionless as specialized as possible. With a lot of programmer’s expenditure so many occasions at employment, this becomes a dangerous factor.

• Co workers
• Other workers should be welcoming also. They should feel similar to a team, by means of everyone serving out.
• Employer

Employees be supposed to trust the corporation they employment for. They be supposed to believe in the company’s assignment and endeavor hard to help the corporation benefit from their labors.

Conclusion

However, by integrate knowledge management methods into the instant operational environment give confidence employees to employ knowledge. easy to use working conditions, translate relationship that engages communicating and swaps knowledge in a straight corporeal distances flanked by individuals, by have more unlock and flexible layouts and the there of a global in order board that attracts populace to look and afterward discusses the in order, will help give confidences the employ of knowledge (Handy, Charles, 2003).

Transforming the civilization of an association, from what they are responsibility now and self-satisfied with it, to a civilization which is overseas to them will be a very hard job. However, knowledge is authority consequently, Knowledge management be supposed to be the groundwork in every part association in the era of k-economy. Company have to understand that to gain spirited advantage it is not about advertising its product to the worldwide marketplace, or keeping track of technical alter etc but to stay competitive is to be able to influence on its knowledge assets.

References

Abell, Angela and Oxbrow, Nigel. (2002). Skills for the knowledge economy: the reality of the market-place. Business Information Review, 16(3), 115-121.

Brooking, Annie (2004). Intellectual Capital. London : International Thompson Business Press.

Brooking, Annie (2001). Corporate Memory: strategies for knowledge management. London: International Thomson Business Press.

Cascio, Wayne F. (2005). Managing Human Resources: productivity, quality of work life, profits. New York : McGraw-Hill, Inc.

Chidambar, Anna (2001). Nurturing knowledge workers. Malaysian Business, pp41-42.

Davenport, T,H. and Prusak, L. (2002). Information ecology: mastering the information and knowledge environment, Oxford University Press : New York.

Handy, Charles (2003). The age of unreason. Boston : Harvard Business School Press.

Kahaner, Larry (2004). Competitive intelligence: from black ops to boardrooms ?how businesses gather, analyze, and use information to succeed in the global market. New York : Simon & Schuster.

King, William R. (2003). Integrating knowledge management into IS strategy. Information System Management. 16(40), 70-72.