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Jumpstart:HR Guide for Management: Management Theory and Application
1. Jumpstart:HR Guide for Management: Management Theory and Application By: Sarah Etuk Chuck Cherry Brittany Kaufman Roland Pierce
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5. 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.
6. 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.
7. 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.
8. 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.
9. 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.
15. 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.
16. 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
17. 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.
22. We the Square Socialites would like to Thank YOU !!!!
23. 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
Hinweis der Redaktion
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.