Managers: Short-Term Goals to Ensure Firm Success - Essay Sample

Introduction

Managers are tasked with a role to achieve both the short and long term goals of an organization. To influence growth, managers of the firm must align individual employee's goals with that of the firm to achieve the overall objectives of the company. In addition to these, the managers at Java Been will be tasked to oversee the daily operations of operations of the firm, set both long and short term goals for the firm in line with its mission and vision, evaluate performance. To ensure the firm's human resources is in line with its need, the manager will facilitate human resource activities such as hiring and training, carry out the administrative function and correspond with other lines of the firm, among others.

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As a manager at Java Been, the act of embracing effective communication will be vital to achieving any organization goal. Gudykunst (2004) suggests that businesses must figure the importance of emotional intelligence in its various human resource undertaking, for instance, during training and development, hiring, job allocation, etc. According to him, the emotional intelligence of an employee influences their ability to make decisions, communicate with others, and solve a problem. Therefore, when deciding the best practices to frame communication with employees in support of the firm’s initiatives and goals, a company must consider this aspect of emotional intelligence if any communication is to be effective. The practice adopted must be able to perceive, reason with, understand, and manage emotions. To achieve this, the communication must be;

Framed for a precise result or purpose. If the message is unclear to you, it will be vague to the employees, too, and to avoid this, the communicating manager must resonate with the message until its clear enough.

Also, the message should be framed to the situation and the audience. Business communications should be targeted, and therefore, when deciding the message, consider the impact it could have on the workforce. For instance, if it goes against their values or believes, consider addressing the issue. Also, the prevailing situation should influence how you pass the message. It can affect whether to deliver the message through an email or a meeting, whether to give it now or later, whether the feedback is necessary etc.

Additionally, communication must be framed to develop content understanding. Managers will aid their audience to understand issues at hand by communicating information to their most exquisite detail.

Finally, frame the content for a desired emotional intelligence. This will be done by learning or appealing to the values of the listeners. For instance, when communicating on the need to take new responsibilities by the new employees whose aim may be to career advancement, the new duties must be framed as a chance for career growth.

Decision Making

Numerous decision-making tools can be used to make strategic decisions. While some of these tools, for instance, SWOT analysis and market research, are widely applied in expansion decisions, others such as cost-benefit analysis and feasibility study are essential to forecast the possible returns and implications of undertaking growth or expansion decisions (Barnabè, 2011).

For Java Been, its goal is to open another outlet in a new location and also expand its online presence. To facilitate this, the firm can undertake market research on the original site and also conduct a SWOT analysis. In addition to these, the firm can carry a cost-benefit analysis to make a more informed decision. By market research, the firm should gather information about the potential customers, the state of the new market, competitors, size of the market, etc. This will provide insight into the new market, which should, in turn, help in formulating strategies and goals for the news outlet. On the other hand, the cost-benefit framework can be used to access whether to invest more in opening a branch or expanding the firm's online presence and by this option, the instance with the highest benefits and few costs.

Frequently Faced Team Development Concerns When Functioning With New and Emergent Teams

Team development concerns habitually ascend when working with new and even emergent teams. In essence, this is mainly as a result of dynamism and complexity that the team could be comprised of. For a manager, they must evaluate some potential team development challenges and develop a way to deal with them before they occur (Kozlowski & Bell, 2012). Some of these challenges include;

Role confusion. This may be common due to the thinking that employees work for a common goal. Even though this is the case, ease worker has a specific role to play, and managers must spell roles for every employee.

Poor communication. Communication at every stage of a project or essential and ineffective communication is likely to lead to project failure. To address this issue, managers at Java Been must hold regular team meetings and encourage group and individual discussions.

Other common challenges include lack of skills and interest, especially if the job requirement doesn't match employees' desires (Woodcock, 2017), lack of leadership as people shy away from extra responsibilities, etc.

How Team Development Models Notify Management Methods in the Commencement of the Team and During Projects

According to Bruce Tuckman, there are five stages that teams progress through; forming, storming, norming, performing, and adjourning. According to Tuckman and several other scholars, communication is the key to transitioning from one stage to the next, and through each of the above steps, management approaches are informed.

At the forming stage, new employees are introduced and oriented at both the personal and professional levels. Whereas at the storming stage, team members contribute ideas that form the basis of the project and, besides, learn the strengths and weaknesses of their group members. For the management, this stage is essential as it helps them harness conflict before the team can proceed to the next level. At the norming stage, management specifies individual employee’s roles, its expectation on the group as well as their overall team roles and goals.

Communication Policies for Decreasing Shared Barriers to Collaboration in Varied Teams

Collaboration is essential for the success of any business objective. However, the success of any collaborative approach is based on how effective communication is between team members as ineffective communication creates barriers to collaboration (McInnes et al., 2015). In Java Been, some of the communication policies for diminishing obstacles to communication in varied teams will comprise;

Communicating expectations where team members are given clearly defined individual and group roles and responsibilities expected of them. This way, conflict, and overlapping of tasks will be avoided or reduced.

This can be furthered by establishing a vibrant and persuasive cause of action, establishing team goals, leveraging the strengths of each team player, fostering cohesion between group actors, keeping promises, encouraging socializing beyond the healthy work dynamics, recognizing, rewarding, and celebrating collaborative behaviors, etc.

References

Barnabè, F. (2011). A “system dynamicsbased Balanced Scorecard” to support strategic decision making. International Journal of Productivity and Performance Management. https://www.emerald.com/insight/content/doi/10.1108/17410401111140383/full/html

Gudykunst, W. B. (2004). Bridging differences: Effective intergroup communication. Sage. https://books.google.com/books?hl=en&lr=&id=B9LReJA44WwC&oi=fnd&pg=PP1&dq=Gudykunst,+W.B.,+2004.+Bridging+differences:+Effective+intergroup+communication.+Sage.&ots=SIXtKnOlxb&sig=AsLd6GNVImqt-n3VF-XRYPr2nu0

Kozlowski, S. W., & Bell, B. S. (2012). Workgroups and teams in organizations. Handbook of Psychology, Second Edition, 12. https://onlinelibrary.wiley.com/doi/abs/10.1002/9781118133880.hop212017

McInnes, S., Peters, K., Bonney, A., & Halcomb, E. (2015). An integrative review of facilitators and barriers influencing collaboration and teamwork between general practitioners and nurses working in general practice. Journal of advanced nursing, 71(9), 1973-1985. https://onlinelibrary.wiley.com/doi/abs/10.1111/jan.12647

Woodcock, M. (2017). Team development manual. Routledge.