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Essay / Research Paper Abstract
An 8 page paper. The paper begins with a report of three mistakes a new manager made. It goes on to offer a reflective observation of those errors, e.g., the skills involved. The next section is abstract conceptualization where the writer discuses the concepts of empowering, team building and development and change management. The paper concludes with brief comments about what the manager needs to do. Bibliography lists 6 sources.
Page Count:
8 pages (~225 words per page)
File: MM12_PGrflmg8.rtf
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Unformatted sample text from the term paper:
to personally direct employees to complete certain tasks by certain dates. The manager provided instructions verbally and in writing. The task was explained and the manager left it up to
employees to decide for themselves how to do it and even when to schedule and subtasks needed. It all worked well until the manager got carried away and began giving
employees too many tasks all due within the same duration of time. This same eager manager established a multifunctional team within the department that was given autonomy to complete
a specific project. Members of the team were selected based on their knowledge and skills and also based on their willingness to be part of a team. The teams
objective was to design new products for the company. There was a need for more innovative designs for the companys products. Unfortunately, one member of the team was a naysayer
who did not believe teams could ever work and who also monopolized the teams discussions taking the group off-task and on tangents. The team experienced numerous conflicts that were not
handled well by the team members. The manager also told employees that this department would be adopting the principles of total quality management and to complement that approach, they
would be using the Six Sigma assessment model. Employees balked, primarily because the manager did not explain what either of these things was. Reflective Observation In the
first incident described, the manager was empowering employees to a certain degree. The what or outcome was given to employees but the how and when components were left to them
to determine. Empowerment is a strong motivator for many employees but when a manager gives employees too many outcomes to do in too short a duration of time, employees are
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