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Fundamentals of Management Essay

Should any problems occur between employees there will also be a grievance and discipline procedure in place. It is not unheard of for conflict to arise between either employees or sometimes between a manager and an employee. The employee handbook will indicate existing rules, employee responsibilities, compliance policies, consequences, and overall expectations. It is vital to any company because it presents employees with a written copy of what the company stands for, and states how an employee needs to conduct himself or herself. Furthermore, the handbook clarifies the employee’s responsibilities to the organization.

Should the employee fail those responsibilities, it will also list out consequences to that failure. In general, the handbook lays down the ground rules for operating standards so that the employee can not claim that he or she was unaware of a set policy. It is not unheard of for a company to insist that all employees sign a disclosure form stating that they had read and agree to all material. The handbook will also elaborate and explanation how disputes need to handled, what manner of disputes are unacceptable, and what course of action must be undertaken to resolve disputes.

Bumping our expected overview of the handbook against other

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company’s handbooks you can see that it should include: how to handle harassment (including sexual harassment), concerns or instances of discrimination, communication lapses, lack of equal opportunity perspectives, customer concerns, and outside employment disputes. For example, the handbook will plainly state that these disputes must be brought the attention of immediate managers and are not tolerated under any circumstances. It is detrimental to both the employee’s welfare as well as the company’s reputation for harassment situations to occur and be unresolved.

An investigation must be undertaken to determine why the harassment (including sexual harassment if any) had occurred, if there were other infractions, and above all communicating why such behavior is unacceptable. The handbook will layout instances of how to proceed with grievances and conflicts, so that employees will feel that the company is invested and concerned about their welfare. Furthermore, even though a dispute might be verbally stated to a manager it is important that it also be put into writing. This way the circumstances surrounding the dispute can be addressed.

In addition, all concerns are noted in writing, so that questions can be posed to both the employee and manager inquiring about the nature of the dispute and why it had occurred and what appropriate resolution should be considered. My subordinates will be attentive to my new recruits need to speak with the management team about potential grievances or concerns. Additionally, they explicitly state that they desire for all employees to willingly voice their opinions, concerns, and perspectives in order to effectively continue to produce quality work.

As disputes negate a positive work environment, this emphasis on communication allows for open channels of information passing between team members and the management team which is what will be beneficial to the creation of the employee handbook. Because organizations are large structures a hierarchy be in place which organizes tasks and indicates which employee is assigned to which project. This structure uses a selection of particular skills and induction provisions to determine which employee has which skill set competencies.

For instance, if an employee has prior history with documentation review it would be good to have this employee review documentation as it is completed. Each employee is part of an overall hierarchy. This hierarchy is a formal structure and there are individuals who are aligned to various positions in the leadership chain. These newest recruits must quickly become aware of their own place in this structure. The experienced employees will be able to guide them easier if they are placed into ‘lead’ positions.

Power along this chain does typically transfer downwards so that orders are carried out effectively. Authority along the vertical chain is accepted by people through an organization, but does not mean that the various supportive leadership styles can not be implemented at the same time. Employees must accept that top executives, such as the Director, and project managers or leads have a legitimate right to make key decisions required for a projects completion. Employees also accept that goals must be set by leadership in order to provide direction and procedures which everyone can follow and comprehend.

This directing of activities enables workers to see that power throughout the organizational structure helps control the decision making process itself. In addition, it clearly allows for ownership and helps manager become accountable for projects or processes. As orders can be accepted or denied in an organization there is always an underlying emotion associated with the actual outcome (Robbins, Stephen P. and Judge, Timothy A.. 2007). From a general stance, inter-agency practices must also be taken under consideration.

Because communication is so key in the internal structure, it is also essential to inter-agency policies and procedures. Between agencies and various departments, employees must always be aware that they are a reflection of the company they work for. This means communication, and a professional attitude must be adhered to at all times. A company which has employees who act in an organized and professional manner will allow for smooth business transactions to occur between units and agencies. In summary, organization policies are fundamental to every work environment.

The key to resolving such disputes, encouraging team interactions, empowering employees, and successfully completing each project lies in guaranteeing that there is open dialogue between employees and managers. All in all, the employees at this voluntary organization will recognize that the leadership styles employed will aid in the effort to promote a good project undertaking and encourage the team to continue prospering via strong communication tactics.

Works Cited:

Donnelley, James H. , James L. Gibson, John M. Ivancevich. 1984, Fundamentals of Management Fifth Edition.Business Publications, Inc, Texas. Drucker, Peter F. 1986. The Practice of Management. Harper and Row, Publishers, Inc. New York Jensen, Doug, Tom McMullen, and Mel Stark. 2007. The Manager’s Guide to Rewards: What You Need to Know to Get the Best For-and From- Your Employees. Hay Group Inc, New York. Martin, Chuck. 2005. Tough Management: The 7 Ways to Make Tough Decisions Easier, Deliver the Numbers, And Grow Business in Good Times and Bad. McGraw-Hill, New York Robbins, Stephen P. and Judge, Timothy A. 2007. `Organizational Behavior. ` 12th Edition. Pearson Prentice Hall, New York

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