Management Leadership Skills Assignment

Management Leadership Skills Assignment

Interoffice Memo

DATA PROCESSING CENTER

Date:

To: Roosevelt Monroe, for the data processing staff

From: Mary Anne O’Connell, General Manager

Apologies involved for the inconvenience caused by the incompatibility issues. Our company understands the significance of software integration in organizational systems, as well as the challenges faced in the era of rapid evolution. Executive Development Associates will provide you with three different options to optimize your production processes and compensate for lost resources.

Executive Development Associates will dispatch a team of IT experts to review your hardware systems to ensure that they share a standard interface. It is because the success of data sharing depends on the seamless flow of information between hardware and software (Bourgeois, 2016). Besides issues with compatibility between the software and operating system, we would recommend the purchase of both the hardware and the software from the same supplier. It is because we are sure that the software sold was updated, but cannot speak the same of the existing hardware. Thirdly, Executive Development Associates will train your staff members so that they can equally respond fast to change during any software integration process. Sometimes the problem is not even the software. Instead, the problem lies with a lack of continuous improvement among the users of the technologies. Therefore, for four weeks, our IT experts will work together with your team and train them on various issues around software, hardware, merchandisers, and information communication technology.

Executive Development Associates wants your staff to be confident in what they do by being knowledgeable. The company will consider their strengths, weaknesses, interests, talents, academic qualifications, and interest in learning before initiating the training program.

Executive Development Associates will welcome support from your organization because we believe in teamwork. We would also want to understand your history of software integration before introducing new systems. We will avoid upward delegation because we want the junior staff and managers to learn at the same pace. It will make it easy for us to understand the genesis of the problem.

HUMAN RESOURCES DEPARTMENT

Date:

To: Lucy

From: Mary Anne O’Connell, General Manager

As the compensation and the appraisal systems administrator, your concern is genuine. Traditional modes of appraisal based on compensation have been effective for a long time. However, we believe that when every employee passionately carries the vision of the organization, the program will be sustainable. Dissemination of vision through various units might sound arbitrary, but it is not. Our responsibility is to create a family-based organizational culture in which every team player is interested in the vision of the company.

Alternative ways of appraisal include journaling in which the employees will personally record their experiences and achievements (Chella, Devarajan, & Rao, 2018). They will be sharing their independent expectations and achievements with the managers at the end of every quarter. It will build confidence and create a sense of independence and competition. It will also allow the manager to understand the strengths, weaknesses, and personalities of the employees at personal levels. Furthermore, mentorship and coaching will enable the employees to set goals while aligning the objectives with the company’s vision. The rationale is to make it easy for the employees and the managers to communicate comfortably. It is because each dedicates his or her time passionately to the company’s cause.

Executive Development Associates will identify boundaries, ensure consistency, and seek accountability throughout the process. The five-year plan will directly involve Executive Development Associates and your company until the program succeeds.

MIDWEST STATE UNIVERSITY

Date:

To: Lester Frost

From: Mary Anne O’Connell, General Manager

We are elated that you will be joining Executive Development Associates as the training and development instructor. As you mentioned, we are a group of professionals interested in training and development, career planning, outplacement, and head-hunting. Our diverse team welcomes you on board, and I am glad to share with you some of your responsibilities.

Executive Development Associates expects you to be passionate, committed, and consistent. We expect you to apply skills gained during your graduate program in Human Resources management or business administration. You will teach clients about training, leadership, management, and supervision methods. You will show organizations how to develop a training and operations budget. You will also train companies about interviewing skills, presentation, outsourcing, and expatriate employment. Generally, your training schedule will involve staffing, budgeting, retention, and dismissal.

You will need support from other team members and training resources to achieve your objectives. Executive Development Associates will enroll you in other training programs for personal growth and continuous development so that you can impart the same skills to the clients. For you to create the requisite emotional arousal, you must understand that every company has a different need, culture, structure, vision, and expectation. Therefore, your training program must suit the desired need. Consequently, your primary consideration should be research, because it is the only way to meet the unique needs.

In the process, begin with the end in mind. In essence, you must understand what you strive to achieve before engaging others in the program.

TRAINING AND DEVELOPMENT

Date:

To: Pam

From: Mary Anne O’Connell, General Manager

RE: Tom Kinnir’s Jury Duty

Thank you for asking Pam, Rocky Mountains was terrific. We are very sorry for the inconvenience you are currently facing. We know that Tom is competent and reliable, and his sequestering is very unfortunate. Executive Development Associates believes that you are more than capable of training during the seminar on Friday if we work together and use Tom’s notes. The rationale is to build a sense of familiarity with what Tom has been teaching other trainers. Also, we would like to fill up the position before Friday so that the 100 trainers get the value for their money.

Our most viable option is to connect you with at least six trainers we currently train. They have a background in law and are equally competent. The only challenge is that they are unfamiliar with your policies, culture, and seminar protocols. Besides sharing Tom’s notes upon his consent, we can ask our trainers to meet with him individually and gather as much information as possible about your organization and the seminar. Later, you can settle for the trainer you feel can execute the functions of the day. Therefore, you will be part of the coaching and selection process.

The activities will build confidence in you and the trainers. Additionally, familiarity and knowledge have known consequences of confidence-building (Gallo, 2011). The primary consideration will be to understand the organizational culture and the profiles of the seminar participants. It is because they are already familiar with training on legal topics.

Provision of support and participation are the two critical attributes that will be used in engaging others during the selection and execution stages.

OUTPLACEMENT DEPARTMENT

Date:

To: Aneil Mishra

From: Mary Anne O’Connell, General Manager

RE: Pending Plant Closure

Unfortunately, over 4,000 people will be out of work when the plant closes. However, this is not new to us. We have done several outplacement programs that have since seen several dismissed employees getting other jobs as companies successfully transition to their preferred level of growth.

Our company will engage the Toledo executives directly to establish the magnitude of the crisis. Secondly, we will profile the employees because the database will be necessary for further joining them to see if they will need placement and training services. The collaborative process will specify the level of initiative.

Peer Responses

EMPOWERING OURSELVES

In self-efficacy, one can empower himself or herself by engaging in lifestyle change programs. One can enroll in the gym, start reading a book, travel, register for a swimming or dance class, run every morning, drink water often, and eat healthily.

In self-determination, one must seek growth opportunities through professional and personal training. These include seminars, short courses, and organizational training opportunities.

In personal consequence, one must establish productive relationships that promote growth. These include intimate and work-based relationships. Also, a review of one’s spiritual life is critical.

In responding to meaningfulness, one can engage in a social responsibility exercise, including volunteering, to give purpose to his or her life.

In building trust, one must start developing optimism towards life and opening up more to people because it is the only way to determine the genuineness of some relationships

DECIDING TO ENGAGE OTHERS

When deciding to engage others, it is essential to consult instead of telling them what to do

AN EMERGENCY REQUEST

In the scenario, the inexperienced workers should be requested to agree to an impromptu and thorough training schedule. They will be compensated more because of the straining training schedule, but will also learn new concepts.

BIOLOGICAL WARFARE

In the scenario, the most important decision would be to focus on long-term relationships instead of being swayed by the promise of an economic gain that might affect the executive vice president’s reputation in the future.

References

Bourgeois, D. (2016). Information systems for business and beyond. S.l.: Createspace.

Chella, G., Devarajan, H., & Rao, V. J. (2018). HR hear and now: The making of the quintessential people champion.

Gallo, A. (April 29, 2011). How to Build Confidence. Harvard Business Review, Retrieved from https://hbr.org/2011/04/how-to-build-confidence