Supervision, Research Paper Example

In 2010 Organizations are faced with a myriad of challenges from investment and financial decisions, employment, leadership styles, maintaining competitive edge etc. It is a big list but some things still remain the same.  We still need to have effective leaders.  The Captains of the ships still need to steer the organization in the right direction and safeguard both the organization and employees. ” Some leaders, operating in a mindset or culture where they have to be somehow infallible – they won’t admit to making mistakes. For example, if we’ve taken some action, in a hospital, to improve patient satisfaction, yet the data shows otherwise, are we willing to accept that data?”  (Graban, 2010).  Strong leaders exhibit courage, pragmatism and are not afraid to admit mistakes. It is the concept of learning from these that we grow as individuals.

Business transition and change management will identify the winners and losers in the new organizational work structure.  Those most likely to survive are the chameleonic organizations that are flexible, adaptable and able to deal with changing situations in a smooth and easy operable manner.  “CEO’s are in a good position to cause anxiety or guilt in an organization because they are symbolically and psychologically in a parent role”  (Thomas John Allen, 1990)

Some of the challenges that supervisors will face in a leadership capacity include:

• Business Change and Transformation programs – Internal, External and Mergers and Acquisitions
• Changes to the workforce component
• Performance Appraisals – Motivating staff to achieve organizational objectives
• Dealing with the requirements of a multi-cultural workforce
• Globalization – concept of international business diversification and changing workforce composition
• Poor communication policies
• Poor leadership – potential conflicting organizational objectives

The demands of leadership have changed considerably over the last 10 years. Increase in the volume of HR and employee legislation. Aspects of globalization and increase in the demand of high technology skills in the workplace. Companies should really influence a type of leadership style that fits the culture of the organization.  For example if you are a high tech research firm your company might be innovative, creative, cutting-edge and pioneering.  This invokes more of a brave leadership style. The ability to take bold steps and calculated risks, a high inclusion of technical people skills and group dynamics.

Any form of organizational change is bound to have an impact on those employees working for that organization.  This will often effect employees differently, depending upon where they sit within the hierarchy of the organization.  In our example, the people within the systems development team are used to working in a structured environment.  Organizational change of this nature disrupts this environment.  Staff will feel threatened and concerned as to whether change will impact either their career or loss of their job.  Equally, they will be concerned as to how they will fit in within the new organizational structure.  Will they have a job of an equivalent nature and will the culture of work remain the same.

These conditions are mainly of the psychological nature and covered in Maslow’s hierarchy of needs.  Maslow identified five elements that an individual needs in order to develop and grow in the work environment.  These being: self actualize station needs, self-esteem needs, love and belonging needs, safety needs, and physiological needs.

There are essentially two strong leadership styles.

Laissez Faire

This style of management leadership is where the Manager simply sets or assigns the job and allows the employee to get on with it.  Although the Manager takes little direct involvement the objective is to recognize the individuals skills and perform a role of mentor or coach.  In this model the staff are encouraged to take on responsibility for the job providing added motivation.  This style of leadership best suits professional people.  For example a Program Manager leading a team of qualified Project Managers.  The style is not applicable to junior staff who may feel abandoned and potentially lose their way.

Democratic

The democratic manager is a delegator of responsibility allowing staff the authority to complete assigned tasks.  Staff may use their own methods but tasks need to be completed on time, within scope and accepted quality levels.  Staff are more involved in the decision making process and this is a motivator because of inclusivity.  Note that delegation of responsibility does not free the Manager from accountability; the Manager is accountable for the end result.  There is a danger that staff do not carry their weight and rely upon others to carry them.

Today’s business leans much more to the democratic style of leadership

My personal communication styles might best be described as bi-directional.  The concept of transmit and receive.  Good communications are a two way process. It is important to be clear, unambiguous and fluent in the messages that you are communicating. It is equally important to be an effective listener and take on board the comments and suggestions of others. This makes your communications inclusive.  The key skilled communication skills are:

• Communications Skills (listening, verbal, written).
• Analytical/Research Skills
• Computer/Technical Literacy
• Interpersonal Abilities.
• Leadership/Management Skills.
• Multicultural Sensitivity/Awareness.
• Planning/Organizing
• Problem-Solving/Reasoning/Creativity.

The Expectancy Theory of Motivation was developed by Victor Vroom and is based upon outcomes.  The model as illustrated to the right shows  that in order for a person to be motivated, a number of key elements must be linked.  The elements being Effort, Performance and Motivation.  In order for this to happen there are three variables which he named as Valence, Expectancy Vroom, hypothesises that in order for a person to be motivated that effort, performance and motivation must be linked. He proposes three variables to account for this, which he calls Valence, Expectancy and Instrumentality.

Vroom defined Expectancy as the concept that increased effort will result in increased performance at work.  Hence the more effort I put into the task the greater my productivity will be.  This typically impacted by such items as :  Available resources, the right skills for the job, the relevant managerial support for the job.

He defined Instrumentality such that if you perform well, then a valued outcome will be received.  In other words if I do a great job I will be rewarded in some way.  This is impacted by such items as :  Management relationship,  understanding of performance and outcome (rules), trust in the decision makers and transparency in the outcome process.

Vroom defined Valence as the level of importance that the individual puts on the anticipated outcome.  Once Vroom determined the importance of these links re realised that the individual then changes their level of effort according to the value they place on the outcomes they receive from the process and on their perception of the strength of the links between effort and outcome.

Hence if the individual gains the perception that any one of these is true subsequently, His increase effort will not increase his performance,  his increased performance will not increase his rewards and he will not value the rewards on offer.  Hence under Vroom’s expectancy theory the individual will not be motivated. This an organization requires all three elements in order to achieve positive motivation.  In essence this theory work on perceptions or peoples beliefs or values.  Hence even if an organization believes that it has provided all of the necessary motivating factors, if the individual does not believe this it does not work.

Typical Problems that develop in the work environment might be as follows:

• An employee who forgets to do an assignment or who flagrantly refuses to do an assigned task. (insubordination or refusal to accept a reasonable and proper assignment from an authorized supervisor)
• Receiving and making excessive or lengthy personal phone calls. (excessive use of the telephone for personal reasons)
• Speaking to a co-worker or supervisor or anyone using undesired and/or vulgar language. (use of profane/abusive language)
• Disappearing or leaving the work area without informing a supervisor for an indefinite or unreasonable period. (leaving work station without authorization) (Line, 2010).

In the economic downturn people have been faced with the spectre of loss of employment, pressures by firms for longer working hours and increased organizational loyalty.  Organizations still need to realize that the people are their most precious commodities, specifically in public and services sectors.  There is a need for increased flexibility in tough times and helping employees with difficult social circumstances.

Time and Stress Management are important issues for the business.  Flexibility is the key and one approach is to adopt flexitime but insist employers attend certain core hours of the business.  This might be from 10.00am to 4.00pm.  ” Utilising a flexi time policy in your organisation can benefit everyone involved, employers, employees and their families.”  (Flexplanner, 2010).  This equally goes a long way towards stress elimination in the job as people have flex hours to deal with social needs.  The only issues occur when people start to abuse the system and this then becomes an organizational disciplinary matter.

Stress at work has increased since the recession deepened. People get far more angry and become less tolerant. There are some steps you can take to try and avoid stress at work and these include: (Help Guide.org, 2010)

• Taking responsibility for improving your physical and emotional well-being.
• Avoiding pitfalls by identifying knee jerk habits and negative attitudes that add to the stress you experience at work.
• Learning better communication skills to ease and improve your relationships with management and coworkers.

Supervisors need to set the example by acting in a calm and responsible manner.  If you are relaxed and tranquil at work you will be amazed how infectious it becomes and will help others to behave similarly. Regrettably, the opposite equally applies.

Works Cited

Flexplanner. (2010). What is Flexitime. Retrieved 7 5, 2010, from Flexplanner: http://www.flexitimeplanner.com/Flexi-time-policy.aspx

Graban, M. (2010, 5 6). It’s All The Same – Leadership Challenges and Organizational Dynamics. Retrieved 7 5, 2010, from Lean Blog: http://www.leanblog.org/2010/05/its-all-the-same-leadership-challenges-and-dynamics/

Help Guide.org. (2010). Stress at Work. Retrieved 7 5, 2010, from Help Guide.org: http://helpguide.org/mental/work_stress_management.htm

Line, B. (2010). Employee Relations – Problems in the Workplace. Retrieved 7 5, 2010, from The Citadel: http://www.citadel.edu/hr/emp_relate/erprobinworkplace.htm