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Topic:
Effective Practices for Managers and Supervisors
Other (Not Listed) Instructions:
Week 5 – Effective Practices for Managers and Supervisors
Throughout the course, strategies, techniques, and philosophies have been presented to make managers and supervisors more effective in performing their responsibilities in directing personnel.
Complete the Effective Practices for Managers and Supervisors Worksheet.
Use any of the textbook readings. At least three examples should be from the Wk 5 chapters.
Provide an APA-formatted citation for each practice.
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Effective Practices for Managers and Supervisors
Complete the chart detailing twenty (20) effective practices for managers and supervisors.
Use any of the textbook readings from Weeks 1-5. At least three examples should be from the Week 5 chapters.
The first chart shows two examples, including the general category of the practice (i.e., communication, motivation, conflict management, etc.), details, and source.
Number
Effective Practice
Category
Describe or Explain the Practice
Source in APA Format
Ex. 1
Teleconferencing
Communication
Teleconferencing, or videoconferencing, can improve the efficiency of communication. It permits people at various locations to come together via audio and video, saving time and cost of meeting face-to-face.
Stojkovic, 2015, p. 120.
Ex. 2
Supervisory skills
Supervisory skills
Supervisors are more effective when they possess three types of skills: technical (specialized knowledge or expertise), human (the ability to work with and motivate people), and conceptual (the ability to analyze and diagnose complex situations).
Stojkovic, 2015, p. 239.
Number
Effective Practice
Category
Describe or Explain the Practice
Source in APA Format
1
Span of control
Supervisory skills
The span of control refers to the number of employees one supervisor can manage. The span of control offers a clear and definite delegation of authority.
Clear and Cole (1994)
2
Ownership
Managerial skills
Ownership is acquiring a more prominent voice in developing institutional policies and regulations.
Wright (1994)
3
Power sharing
Managerial skills
Power sharing refers to the ability of strategic delegation. Delegation entails assigning obligations to employees, which offers them the power to work on their assignments without hindrance.
Wright (1994, p. 51)
4
Evaluation
Supervisory skills
With organizational structure, employee supervision and evaluation is possible. Many employees are difficult to supervise and evaluate. However, supervisory skills play a significant role in achieving proper design and evaluation.
Oettmeier and Wycoff (1998)
5
Communication
Communication skills
It is critically essential to get everyone on the same page. Failure to properly communicate policies, rules, and procedures leads to misunderstanding, especially regarding what everyone is expected to do.
Houston (1999, p. 325)
6
Consistency
Communication skills
Consistency is crucial, especially for managers, because they must enforce procedures and apply policies in the same measures for all employees. Inconsistency in applying policies may lead to unfair treatment of employees and favoritism. Inconsistency in enforcing policies and fairness may lead to low morale, disrespect towards management, and low productivity from employees.
Engel (2004, p. 209)
7
Mediation
Conflict management
In case problems arise, supervisors must step ...
Effective Practices for Managers and Supervisors
Complete the chart detailing twenty (20) effective practices for managers and supervisors.
Use any of the textbook readings from Weeks 1-5. At least three examples should be from the Week 5 chapters.
The first chart shows two examples, including the general category of the practice (i.e., communication, motivation, conflict management, etc.), details, and source.
Number
Effective Practice
Category
Describe or Explain the Practice
Source in APA Format
Ex. 1
Teleconferencing
Communication
Teleconferencing, or videoconferencing, can improve the efficiency of communication. It permits people at various locations to come together via audio and video, saving time and cost of meeting face-to-face.
Stojkovic, 2015, p. 120.
Ex. 2
Supervisory skills
Supervisory skills
Supervisors are more effective when they possess three types of skills: technical (specialized knowledge or expertise), human (the ability to work with and motivate people), and conceptual (the ability to analyze and diagnose complex situations).
Stojkovic, 2015, p. 239.
Number
Effective Practice
Category
Describe or Explain the Practice
Source in APA Format
1
Span of control
Supervisory skills
The span of control refers to the number of employees one supervisor can manage. The span of control offers a clear and definite delegation of authority.
Clear and Cole (1994)
2
Ownership
Managerial skills
Ownership is acquiring a more prominent voice in developing institutional policies and regulations.
Wright (1994)
3
Power sharing
Managerial skills
Power sharing refers to the ability of strategic delegation. Delegation entails assigning obligations to employees, which offers them the power to work on their assignments without hindrance.
Wright (1994, p. 51)
4
Evaluation
Supervisory skills
With organizational structure, employee supervision and evaluation is possible. Many employees are difficult to supervise and evaluate. However, supervisory skills play a significant role in achieving proper design and evaluation.
Oettmeier and Wycoff (1998)
5
Communication
Communication skills
It is critically essential to get everyone on the same page. Failure to properly communicate policies, rules, and procedures leads to misunderstanding, especially regarding what everyone is expected to do.
Houston (1999, p. 325)
6
Consistency
Communication skills
Consistency is crucial, especially for managers, because they must enforce procedures and apply policies in the same measures for all employees. Inconsistency in applying policies may lead to unfair treatment of employees and favoritism. Inconsistency in enforcing policies and fairness may lead to low morale, disrespect towards management, and low productivity from employees.
Engel (2004, p. 209)
7
Mediation
Conflict management
In case problems arise, supervisors must step ...
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