This less than satisfactory communication between a leader and their subordinates can result in personnel being misdirected or unclear about what their roles and responsibilities are. “Leaders have the capacity to affect certain stressors by providing soldiers with clear expectations for performance and giving soldiers the latitude to exercise judgment over how jobs are done” (Brit, 542). Furthermore when subordinates are confused as to what their responsibilities are, they will eventually lose sight of what their mission is neglecting their roles and potentially compromising the mission. Additionally the effects of poor or ineffective leadership can directly contribute to the stressors and strains of subordinates leading to personnel suffering from physical and psychological stressors. These stressors and strains can consist of lack of sleep, hostility, workplace or family related conflicts, low commitment and or low morale (Brit, 542).
The aim of stakeholder management is to identify the stakeholders in a project and ensure that they are aware of the change, and the benefits of the change (Baca, 2010). He also states that stakeholders in a project include project managers, project sponsors, team members and the change control board. It is critical that the stakeholders are aware of this throughout the change process. According to Legris and Collerette (2006), the change manager should seek to build a partnership with the stakeholder and be committed to it. In the case given, stakeholder from all these departments should have come together at the beginning of the project so that the needs and expectations of the people in these departments would be identified and any conflicts arising would be resolved.
About 327,300 jobs in 2016.and the local government, held 90% of firefighter job. The federal government, held 3% in 2016. It about is held by 7%. The job will require to be responsible and being obligations. Firefighters will have to work more than 40 hours per week.
Furthermore, supervisor burnout is a matter of significant concern for organizations because it’s believed to be contagious. Research suggests that supervisor burnout can influence burnout in employees, which can significantly impact the performance of the employees, the unit, and thus, organization goals (Cullen, 2014). To address this phenomena, I, as an administrator would put in place policies, procedures, and strategies that select and provide clear and reasonable expectations of supervisors and employees, provide yearly training to maintain their competency, and give them recognition, thus, show that their work is valuable to the organization and its achievement of goals. References Chullen, C. (2014). Burnout contagion in supervisor-subordinate dyads.
The emphasis of this evaluation model is to establish an open line of communication between managers and staff and to help gather data that can be instrumental in any management design changes that could be made in the future. With that focus in mind, it then becomes imperative to have a well-developed performance metric that outlines key categories that have an immense impact on everyone working in this organization. After the categories are established, then the evaluation can use a ranking system to demonstrate the proficiency or effectiveness of the employee in any specific
When an individual's personal goals are at stake and are not aligned with the organization goals there can be situation of conflict between individual and organization and the individual may had to fight for his personal goals, creating a conflict situation that will hamper success of the project (Janie Sullivan). Another conflict that according to my experience can happen in the organization is of not having Enough Resources. Resource scarcity, time and material can cause teams to undercut, leading to conflict between departments or other work groups. Valuable resources need to be protected, as well as distributed fairly among all the groups. Starting out a project with a clear picture of the resources available will help waylay some of this conflict.
If productivity is a preferred outcome, then methods should be executed to capitalize on it. Before making multitasking a strength in the workplace, management must consider any possible consequences. One possible effect of multitasking on the employee, would be the increase of stress. If employees take on extremely high levels of stress, there may be the potential for burnout. This could in effect harm the company by inducing a higher turnover rate which can delay productivity.
Chesley (2005) found that technology use can cause decrease in quality of life, increase work boundaries, and cause negative spill over and distress. The areas that will be examined for possible negative effects are stress, life satisfaction and job satisfaction. Job Stress With the work world rapidly changing, employees are becoming more concern with their work life balance (Shivananda & Ashok, 2012). A study done by Shivananda, and Ashok (2012) found that there was a negative relationship between work life balance and stress level. This would mean that those who have a low level of work life balance would experience high levels of stress and vice versa.
One of the challenges frequently mentioned in regards to WLB practices implementation is the lack of usage. The reasons for underutilization of these benefits are mainly due to employees are unaware of the WLB programs implemented at their workplace, or even if they are aware, many exhibit a reluctance to use them. That may mainly due to the employee’s perception that using such benefits will have a negative impact on their career prospects (Kodz et al., cited in Beauregard & Henry 2009, p. 15). This writer believes that in order to overcome the aforementioned challenges and to ensure a successful and sustainable WLB programs, an extensive range of diversity policies should be adopted to deal with a diverse workforce i.e. to manage different employees’ needs and demands (Cieri et al.
To understand the psychological contract violation, I would like to explain what is PCV can be defined as, Perceived psychological contract violation (PPCV) is the sense and emotion of disappointment in construct that concerns with employees and lead them from minor frustration to betrayal. These emotions arise from their trust that the organization they choose among them haven’t kept their promises. (Morrison, 1997). It make employees think and demoralize them and generally thought comes organization’s contribution with a negative image. It provokes employees to perform their best.