Case Study 2: Management Plan

Management Plan

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Management Plan

Workgroups are never efficient 100 percent, and there are various deficiencies, which need to be resolved on time. Jamie recently joined an organization, the workgroup in the organization has some deficiencies, and Jamie can utilize a management plan to improve the issues within the group.

Scientific management theory and management of ROI turnaround

Scientific management focuses on the evolution of the processes, not the invention and productivity ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"wmGsR4ZW","properties":{"formattedCitation":"(Shafritz, Ott, & Jang, 2015)","plainCitation":"(Shafritz, Ott, & Jang, 2015)","noteIndex":0},"citationItems":[{"id":334,"uris":["http://zotero.org/users/local/F0XOCTdk/items/A922FB8D"],"uri":["http://zotero.org/users/local/F0XOCTdk/items/A922FB8D"],"itemData":{"id":334,"type":"book","title":"Classics of Organization Theory","publisher":"Cengage Learning","number-of-pages":"498","source":"Google Books","abstract":"Compiled by three of the most influential authors in the field, CLASSICS OF ORGANIZATION THEORY, Eighth Edition is a collection of the most enduring works in organization theory. To help students grasp important themes, perspectives, and theories, the authors describe what organization theory is, how it has developed, and how its development has coincided with events and changes in other fields. This highly acclaimed reader is not simply a retelling of the history of organization theory; its evolution is told through the words of the distinguished theorists themselves. The readings in this edition have been thoroughly reviewed and updated.Important Notice: Media content referenced within the product description or the product text may not be available in the ebook version.","ISBN":"978-1-305-68805-6","note":"Google-Books-ID: lOTrBQAAQBAJ","language":"en","author":[{"family":"Shafritz","given":"Jay M."},{"family":"Ott","given":"J. Steven"},{"family":"Jang","given":"Yong Suk"}],"issued":{"date-parts":[["2015",1,6]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Shafritz, Ott, & Jang, 2015). The workgroup, including the new employees, lack standardized training, so there is a need for proper planning of training to develop their skills. The employees, when trained, will work for the HIM operations, and their turnover ratio can be controlled.

Humanistic management theory and employee relations

Humanistic theory understands the concerns of humans and employees in the management of organizations and workgroups, while the humanistic theory is not the only outcome-oriented, but it includes the care towards people to become well-being and efficient while their activities ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"ST6M9aoi","properties":{"formattedCitation":"(Mel\\uc0\\u233{}, 2016)","plainCitation":"(Melé, 2016)","noteIndex":0},"citationItems":[{"id":331,"uris":["http://zotero.org/users/local/F0XOCTdk/items/NTKMRLFA"],"uri":["http://zotero.org/users/local/F0XOCTdk/items/NTKMRLFA"],"itemData":{"id":331,"type":"article-journal","title":"Understanding Humanistic Management","container-title":"Humanistic Management Journal","page":"33-55","volume":"1","issue":"1","source":"Springer Link","abstract":"Humanistic management is a people-oriented management that seeks profits for human ends. It contrasts with other types of management that are essentially oriented toward profits, with people seen as mere resources to serve this goal. This article reviews the historical development of humanistic management and the ever-increasing body of literature on the concept as well as the different meanings that scholars attribute to it. It then explores what form a genuine humanism might have by presenting seven propositions labeled as: 1) wholeness, 2) comprehensive knowledge, 3) human dignity, 4) development, 5) common good, 6) transcendence, and 7) stewardship-sustainability. Next, it looks at four characteristics of a humanistic ethos for managing business: the view of the individual and human work, the role of the individual in the society and in interacting with nature, the business firm, and the purpose of business in society. Finally, it presents some insights for the practice of humanistic management.","DOI":"10.1007/s41463-016-0011-5","ISSN":"2366-6048","journalAbbreviation":"Humanist Manag J","language":"en","author":[{"family":"Melé","given":"Domenec"}],"issued":{"date-parts":[["2016",9,1]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Melé, 2016). The management experienced some issues with the previous employees. Creating an understanding and building trust by improving their communication and their skills to develop the relations between management and employee has to be planned.

Leadership theory and method of training and development

Jamie can use the situational theory to lead her team effectively and can arrange monthly training and developmental sessions because it is not only about the results, but it is about the efficiency and development of the team and operations. Situational theory suggests that a leader has to adopt skills based on the situation and particular environments to which a leader is exposed to ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"7gg42gVq","properties":{"formattedCitation":"(Thompson & Glas\\uc0\\u248{}, 2015)","plainCitation":"(Thompson & Glasø, 2015)","noteIndex":0},"citationItems":[{"id":354,"uris":["http://zotero.org/users/local/F0XOCTdk/items/V7A5M4BC"],"uri":["http://zotero.org/users/local/F0XOCTdk/items/V7A5M4BC"],"itemData":{"id":354,"type":"article-journal","title":"Situational leadership theory: a test from three perspectives","container-title":"Leadership & Organization Development Journal","page":"527-544","volume":"36","issue":"5","author":[{"family":"Thompson","given":"Geir"},{"family":"Glasø","given":"Lars"}],"issued":{"date-parts":[["2015"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Thompson & Glasø, 2015) ADDIN ZOTERO_TEMP

The return on investment for employee training and development

Workgroups are being defined and designated with the roles and responsibilities to achieve objectives and to make better relationships within the working groups, and the social relationships can be helpful to overcome the issues ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"5xBDimPB","properties":{"formattedCitation":"(Wei Tian, Cordery, & Gamble, 2016)","plainCitation":"(Wei Tian, Cordery, & Gamble, 2016)","noteIndex":0},"citationItems":[{"id":356,"uris":["http://zotero.org/users/local/F0XOCTdk/items/RAEVZ2MN"],"uri":["http://zotero.org/users/local/F0XOCTdk/items/RAEVZ2MN"],"itemData":{"id":356,"type":"article-journal","title":"Returning the favor: positive employee responses to supervisor and peer support for training transfer","container-title":"International Journal of Training and Development","page":"1-16","volume":"20","issue":"1","author":[{"family":"Wei Tian","given":"Amy"},{"family":"Cordery","given":"John"},{"family":"Gamble","given":"Jos"}],"issued":{"date-parts":[["2016"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Wei Tian, Cordery, & Gamble, 2016). Employee skill development and training are important to improve their working environment and their work behavior, so there needs proper implementation of the return on investment for the employees ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"ZoPISaVH","properties":{"formattedCitation":"(Beer, Finnstr\\uc0\\u246{}m, & Schrader, 2016)","plainCitation":"(Beer, Finnström, & Schrader, 2016)","noteIndex":0},"citationItems":[{"id":355,"uris":["http://zotero.org/users/local/F0XOCTdk/items/8Z3A5MGD"],"uri":["http://zotero.org/users/local/F0XOCTdk/items/8Z3A5MGD"],"itemData":{"id":355,"type":"article-journal","title":"Why leadership training fails—and what to do about it","container-title":"Harvard Business Review","page":"50-57","volume":"94","issue":"10","author":[{"family":"Beer","given":"Michael"},{"family":"Finnström","given":"Magnus"},{"family":"Schrader","given":"Derek"}],"issued":{"date-parts":[["2016"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Beer, Finnström, & Schrader, 2016). Return on investment is considered poor because of the failure in training. While for the efficiency, proper leadership should be there, the communication gap should be filled to make relationships among patients, management, and the employees.

Project management methodologies

The methods of Project management are not that much easier to be implemented because of the higher demands. Project management methodologies include planning, evaluation, implementation, and formulation. Every organization follow these methodologies to be efficient and to provide quality services, and the project managers used different skills to offer skills in these methodologies ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"4BPNuuqX","properties":{"formattedCitation":"(Kostalova, Tetrevova, & Svedik, 2015)","plainCitation":"(Kostalova, Tetrevova, & Svedik, 2015)","noteIndex":0},"citationItems":[{"id":357,"uris":["http://zotero.org/users/local/F0XOCTdk/items/AVCVIENA"],"uri":["http://zotero.org/users/local/F0XOCTdk/items/AVCVIENA"],"itemData":{"id":357,"type":"article-journal","title":"Support of project management methods by project management information system","container-title":"Procedia-Social and Behavioral Sciences","page":"96-104","volume":"210","author":[{"family":"Kostalova","given":"Jana"},{"family":"Tetrevova","given":"Libena"},{"family":"Svedik","given":"Jan"}],"issued":{"date-parts":[["2015"]]}}}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Kostalova, Tetrevova, & Svedik, 2015)

Jamie has to arrange the training sessions for employees, and their development in specific to the organization of the operations need to be focused. If they get proper training, they would be able to develop their skills and create a proper understanding of the job.

Leader Goals: Jamie can adopt the structural and behavioral theory of the leadership because she would be able to make decisions under pressure, and she would be able to handle the situations accordingly. While she can also adopt the behavioral theory, she would be able to focus on the employees and their tasks in the workgroup.

References

ADDIN ZOTERO_BIBL {"uncited":[],"omitted":[],"custom":[]} CSL_BIBLIOGRAPHY Beer, M., Finnström, M., & Schrader, D. (2016). Why leadership training fails—and what to do about it. Harvard Business Review, 94(10), 50–57.

Kostalova, J., Tetrevova, L., & Svedik, J. (2015). Support of project management methods by project management information system. Procedia-Social and Behavioral Sciences, 210, 96–104.

Melé, D. (2016). Understanding Humanistic Management. Humanistic Management Journal, 1(1), 33–55. https://doi.org/10.1007/s41463-016-0011-5

Shafritz, J. M., Ott, J. S., & Jang, Y. S. (2015). Classics of Organization Theory. Cengage Learning.

Thompson, G., & Glasø, L. (2015). Situational leadership theory: a test from three perspectives. Leadership & Organization Development Journal, 36(5), 527–544.

Wei Tian, A., Cordery, J., & Gamble, J. (2016). Returning the favor: positive employee responses to supervisor and peer support for training transfer. International Journal of Training and Development, 20(1), 1–16.