Do managers and leaders use the same techniques to motivate staff? Explain
There are basic techniques that are common to both the managers and leaders. However, the differences between the managers and leaders create a variation in the ways through which they motivate their staff (Paglis & Green, 2002). The leaders motivate their staff to achieve positive changes in their groups while the managers motivate their staff for the purposes of ensuring stability in the organization.
The leaders’ main role is to lead others while the manager’s role is to manage work. The leader would choose to motivate people towards improving themselves and what they do and not towards improving their productivity (Paglis & Green, 2002). The leader also engages in motivation techniques that ensure long-term results as opposed to the short-term result targeted by the managers. Consequently, the leaders’ motivations are also aimed at helping their staff work towards the vision of the group.
How to manage a conflict resolution?
Managing conflict resolution is an important factor in any organization. There are techniques adopted by the administration in every organization aimed at resolving conflicts amicably. The techniques include the following: forcing, accommodating, avoiding, compromising, and collaborating (Behfar et al., 2008). Forcing involves the use of power or authority to achieve the target without minding what others may think.
Accommodating technique involves taking the needs and concerns of other people into consideration while ignoring one’s own concern. Avoiding technique involves ignoring the conflict and failing to act in any manner to resolve it (Behfar et al., 2008). In compromising, a solution that would partially take into consideration the needs of both parties is employed. Collaborating technique involves working closely with the other party with an aim of establishing their concerns and then working on a solution that would solve the problems of the two sides.
How to manage a conflict respectfully?
It is important that leaders and their staff learn how to resolve conflicts respectfully as well. The conflict should be well defined before it is confronted, which would involve providing a clear description of the conflict, establishing the desired changes, behaviors, consequences, and feelings (Behfar et al., 2008). People should also engage in brainstorming to find out other available alternative solutions. Respect would be achieved when everybody involved in a conflict is treated respectfully. Conflicts should not be solved when people are angry or arguing. Words of disrespect must be blocked from the conflict resolution communication. The leader or manager could also put more efforts towards ensuring that they communicate the need to understand each other. Each party should strive to understand before demanding to be understood.
What is the role of leadership in strategic implementation?
Organizations are defined by the use of successful and effective strategies. These strategies also demonstrate the leadership ability of the managers and other leaders. Strategic implementation of the organization’s concept requires much dedication from the managers who are also expected to be well conversant with the processes and systems involved in the company’s operation (Schaap, 2012).
The leader would also be required to be very effective in motivating and mobilizing the members of staff to work towards the desired objectives and goals. The leaders are responsible for coming up with the plan of action on how the strategy would be implemented. The plan should then be communicated to other members of the organization (Schaap, 2012). The leaders set the goals and communicate them to the staff members. They are expected to prioritize the objectives according to their level of urgency and importance.
Another role of the leaders is giving out assignments to staffs. Proper work delegation is the first step in ensuring the successful implementation of organization’s strategy. The leaders and managers must be able to identify and pick out the required talents which would help them move forward (Schaap, 2012). Monitoring the execution of the strategy is also pinned to the leaders, meaning that leaders are required to participate in all the stages of the implementation of the strategy. Asking questions where necessary as well as observing the staff members enables the leaders to have a deeper understanding of the processes involved in the implementation of the strategy.
It is also the role of the leader to encourage their staff. The leader’s attitude would influence the attitudes adopted by the workers. Energetic leaders who are willing to put their best efforts in a project would be surrounded by positive minds. Encouraging the staff members calls upon their leaders to display the kind of behavior that they would wish to see emulated by their staff. It is necessary to create an encouraging culture around the organization so that staff members encourage each other.
What is 360-degree evaluation?
This is a strategy in which employees receive anonymous and confidential feedback from the people who are working with them or around them (Peiperl, 2001). These people may include direct supervisors, their peers, and the managers of the company. The process may involve filling out a number of online forms that aim at giving feedback on various departments and individuals within the organization.
What is benchmarking?
Benchmarking involves the measure of an organization’s quality with regard to strategies, policies, programs, and products (Camp, 1995). These items are measured and compared with those of the company’s competitors or peers. Benchmarking is usually carried out where the kind of improvements is needed in order to analyze the performance of other organizations.
Behfar, K. J., Peterson, R. S., Mannix, E. A., & Trochim, W. M. (2008). The critical role of conflict resolution in teams: A close look at the links between conflict type, conflict management strategies, and team outcomes. Journal of Applied Psychology, 93(1), 170.
Camp, R. C. (1995). Business process benchmarking: Finding and implementing best practices. Milwaukee, WI:Asq Press.
Paglis, L. L., & Green, S. G. (2002). Leadership self‐efficacy and managers’ motivation for leading change. Journal of Organizational Behavior, 23(2), 215-235.
Peiperl, M. A. (2001). Getting 360-degree feedback right. Harvard Business Review, 79(1), 142- 147.
Schaap, J. I. (2012). Toward strategy implementation success: An empirical study of the role of senior-level leaders in the Nevada gaming industry. UNLV Gaming Research & Review Journal, 10(2), 2.