Transactional Leadership Rewards Behavior Total Q
THERE IS NO WORD COUNT FOR EITHER QUESTIONS OR RESPONSES. There is a total of 2 Discussions, with a total of 4 responses. (2 response questions with each discussion question). Please do not combine all the references on one page. Please place them with proper paragraph/response.
Wk 5 Discussion 1:
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Inputs [WLO: 1] [CLO: 4] |
Prior to beginning work on this discussion, read Chapter 10, Chapter 13, and the lecture for Week 5.
Illustrate ways managers can work with process inputs and suppliers to improve performance.
Guided Response: Respond to at least two of your fellow students’ posts in a substantive manner and provide recommendations to extend their thinking. Support your position by using information from the week’s readings or examples from current events and/or other scholarly or credible resources. Properly cite any references
Respond to #1:
Good afternoon class,
From a leadership perspective, making sure everyone is doing their part is one of the main things to focus on. According to the text, “Providing resources for improvement, enlisting all managers in the process, reviewing quality plans of major organizational units, and working with suppliers and business partners in joint quality planning” (Evans, 2017). In my experience of management, meetings are great to use to get everyone on the same page on the direction of the company. Getting weekly feedback from the employees is vital to improving performance. It also gives oversight of the internal operations that leadership may not be aware of. The meetings will promote ideas, improvements, change and continuously work since employees will constantly find a way to achieve the same results with a simplified process. Managers must also make sure with implementing any new concepts, the quality of the production doesn’t hinder the overall performance of the business.
References:
Evans, J. R., & Lindsay, W. M. (2017). Managing for quality and performance excellence (10th ed.). Mason, OH: South-Western Cengage.
Respond to #2:
In every aspect of any business, performance assessment is vital to determine their current standing, whether in positive or negative results A framework is an essential tool for firms to evaluate their company level aiming for success. One framework that would determine this is the Baldridge Excellence Framework, which consists of the criteria for Performance Excellence, core values and concepts, and scoring guidelines for assessment. A company should evaluate its process of inputs and outputs continually and identify and act on things that require change and improvement. Framework’s criteria of performance are valuable as well as its six categories (Leadership; Strategy; Customers; Measurement, Analysis, and Knowledge Management; Workforce; Operations; and Results). These are vital because “no single piece of the system can operate independently” (Evans & Lindsay, 2017). Each category work hand in hand to meet the success of overall company performance.
Managers must ensure that the performance level of their organization is continuously evaluated through measures such as Baldrige. In order to do meet the expectation, all levels must be involved, from corporate down to organization level. Leadership must stand out to ensure the processes are accurate and improving based on the inputs and suppliers in the business. To improve the firm’s performance and to aim success, leaders must engage on topics within their scope. “Successful leaders continually promote their vision throughout the organization using many forms of communication: personal interaction, talks, newsletters, seminars, e-mail, and video.” (Evans & Lindsay, 2017). Measuring performance from a leadership standpoint is vital to the organization and would lead them to success.
Reference:
Evans, J. R., & Lindsay, W. M. (2017). Managing for quality and performance excellence (10th ed.). Mason, OH: South-Western Cengage.
Wk 5 Discussion 2:
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Suppliers [WLO: 1] [CLO: 4] |
Prior to beginning work on this discussion, review Chapter 10, Chapter 13, and the lecture for Week 5.
Assess key supplier-management approaches. What are their strengths and weaknesses?
Guided Response: Respond to at least two of your fellow students’ posts in a substantive manner and provide recommendations to extend their thinking. Support your position by using information from the week’s readings, or examples from current events and/or other scholarly or credible resources. Properly cite any references.
Respond to #1:
The military has exposed me to numerous approaches of management. It has provided insight to where different approaches may be more effective than other depending on the circumstances. It could vary between the employee and the task that will require the different approach. I will focus on two approaches I have seen in my career. According to the text, “Leaders who take on a transformational style have a long-term perspective, focus on customers, promote a shared vision and values, work to stimulate their organizations intellectually, invest in training, take some risks, and treat employees as individuals. Transactional leadership rewards behavior including clarification of the work required to obtain rewards to influence motivation. Passive management by exception includes use of contingent punishments and other corrective actions in response to deviations from acceptable performance standards” (Evans, 2017). Some strengths of transformational approaches promote the development of the individual. Transactional is a form for rewarding good behavior that could be the standard for other approaches. To have the beat management approach, there has to be a balance and no leader should only believe in one view. It will cause problems between the management and lower level to gain trust, management must be diverse in approaches to sustain excellence within the company.
References:
Evans, J. R., & Lindsay, W. M. (2017). Managing for quality and performance excellence (10th ed.). Mason, OH: South-Western Cengage.
Respond to #2:
NOTHING POSTED**** SKIP