Convincing the CEO of the value of training in organizations today will justify the need to improve skills and competencies of employees due to the changes that take place in every industry. According to Hameed & Waheed (2011), dynamics in the workplace have necessitated the need to keep making adjustments and changes that will help keep up with competition and embrace new technological ideas introduced in industries. An organization that does not use sound training and development programs is most likely to become obsolete in the industry and lose customers who prefer fast delivery of services and products from their customers (Noe et al., 2014). In worse cases, such an organization would go bankrupt, as it would not be in a position to sustain its business activities. Some of the effects of lack of training and developments in hiring and recruiting would be having a team that is motivated to work to produce results. Jehanzeb & Bashir (2013) argue that hired employees will leave within a short time, as they do not feel challenged by the work environment. Evaluation, compensation, and promotion outcomes would also be rigid and not take place since people will not have made any progressive career development. On the other hand, employees will have no chance to compete with each other, as some of them will have left for other organizations that challenge their intelligence (Brown & Sitzmann, 2011). Some of the possible financial consequences the organization would experience are the loss of customers and spending more resources to keep up with the changes in the industry.
The V.P of marketing in an organization has a responsibility of coming up with ideas that will help motivate the sales force and ensure that they bring actual results after going out in the field. Therefore, it is the responsibility of the marketing leader to explain and convince the CEO of the benefits of using Action Learning as opposed to Adventure Learning (Brown & Sitzmann, 2011). This is because Action learning encourages a team to communicate through critically and creatively thinking through problems. On the other hand, adventure learning does not encourage connectivity among employees as it put staffs in a new environment, which motivates them to explore the surroundings as opposed to talking to each other (Jehanzeb & Bashir, (2013) Pedler, 2010). Further, brainstorming sessions encourage employees to engage with each other. In addition, action learning will assist members to come up with ideas that will help their group function and remain strong as opposed to adventure learning where staffs do not communicate with each other. According to Brown & Sitzmann, (2011), the outcomes expected from this method include improved communication amongst members and a motivated team that has various ideas they can implement to help increase sales. Training a group differs from training individuals, as the former focuses on the entire team without special attention to personal needs. On the other hand, training individuals mean that members get the opportunity to learn more as the trainer gives them more attention (Kolb, 2014).
The communication, effective confrontation, motivation, coaching, and development are important interpersonal skills that management should possess as they lead an organization. Communication is important as it helps the manager pas information to the juniors using the best language and tone (Zuber-Skerritt & Teare, 2013). It helps ensure that every individual in the workplace is aware of any development in the workplace (Robbins & Hunsaker, 2011). Effective confrontation ensures that managers will address issues that take place in the workplace as soon as they happen and maintain emotional maturity and ensure that every person has settled differences within the shortest time. A motivated manager ensures that they keep their employees hopes high that everything in the workplace will develop and move towards the right direction within a short time. It means that employees will feel motivated when their manager is enthusiastic (Griffin & Moorhead, 2011). Lastly, coaching and development is important as the management realizes and emphasizes the need to make constant improvements to the workforce so that they can handle changes in the industry.
One of the professional goals that I have set which fit within the SMART parameters is getting the necessary educational qualification within four years, get into formal employment and work under a human resource manager for about five years, and then open up my consulting firm that will help connect employees and employers. It is specific since I know what I want. It is measurable since one can access the value it will add to my life if I follow it to the letter. It is achievable since I have what it takes to attain my dream. Further, it is realistic as I can follow my plans and realize it while it is time-bound since I will achieve the goal within ten years.
Decisions made by managers differ based on the positions they hold at the organization, for instance, supervisors, and middle-level and senior managers (Bedwell, Fiore, & Salas, 2014). Supervisors make daily decisions that affect the affairs of employees as they contribute to the supply chain management. Middle-level managers make minor decisions based on the departmental goals while the senior managers make strategic resolutions that transform the entire workplace. Power flows from the senior managers to middle-level leaders and then to supervisors.
A SWOT analysis of Apple Inc. reveals that its strengths lie on its brand name, innovative management team, great and coordinated distribution channel, positioning, and quality of products (Robbins, & Hunsaker, 2011). On the other hand, weaknesses of the company are the high prices, similar characteristics between its different models, management issues that affect the conduct of business, and weak distribution channels in some of its market segments that affect sales. Further, opportunities for Apple Inc. include penetrating in new markets, loyalty from customers, and demand for products from the company while threats are the constant competition from Samsung, one of its major competitors (Griffin & Moorhead, 2011). In addition, there is cloning of their products from competitors making the potential market unable to distinguish between the originals and fakes.
The SWOT analysis helps a company develop strategic plans that succeed through recognition of strengths, opportunities, and maximizing on them to help move the firm forward within the shortest time possible (Rajput, 2015). The four functions of management are directing, leading, controlling, making decisions. All these play an important role in strategic decision-making, as the management must take precaution and take the best option that will help transform the firm.
Some of the elements of a good performance appraisal include monitoring, rating staffs periodically, rewards and compensation schedule, and personal development. It means that employees will constantly grow in the workplace environment (Rajput, 2015). Some of the external factors that may hinder the success of a company include the government rules and regulations that may limit the conduct of business activities at the firm. Others include the economic performance that may not provide a good opportunity for a business to thrive, and political instability that may disrupt business activities (Pichler, 2012). My understanding of the POWER SWOT is that it has more categories of the strengths, weaknesses, opportunities, and threats making it easier to have a deeper understanding of the business. This method increases the effectiveness of a strategic plan through an examination of the firm in a deeper way to identify opportunities and strengths that determine the path to take.
Bedwell, W. L., Fiore, S. M., & Salas, E. (2014). Developing the future workforce: An approach for integrating interpersonal skills into the MBA classroom. Academy of Management Learning & Education, 13(2), 171-186.
Brown, K. G., & Sitzmann, T. (2011). Training and employee development for improved performance.
Griffin, R. W., & Moorhead, G. (2011). Organizational behavior. Cengage Learning.
Hameed, A., & Waheed, A. (2011). Employee development and its affect on employee performance a conceptual framework. International journal of business and social science, 2(13).
Jehanzeb, K., & Bashir, N. A. (2013). Training and development program and its benefits to employee and organization: A conceptual study. European Journal of business and management, 5(2).
Kolb, D. A. (2014). Experiential learning: Experience as the source of learning and development. FT press.
Noe, R. A., Wilk, S. L., Mullen, E. J., & Wanek, J. E. (2014). Employee Development: Issues in Construct Definition and Investigation ofAntecedents. Improving Training Effectiveness in WorkOrganizations, ed. JK Ford, SWJ Kozlowski, K. Kraiger, E. Salas, and MS Teachout (Mahwah, NJ: Lawrence Erlbaum, 1997), 153-189.
Pedler, M. (2010). Action learning for managers. Development and Learning in Organizations: An International Journal, 24(2).
Pichler, S. (2012). The social context of performance appraisal and appraisal reactions: A metaanalysis. Human Resource Management, 51(5), 709-732.
Rajput, V. (2015). Performance Appraisal System. Asian Journal of Nursing Education and Research, 5(2), 287.
Robbins, S. P., & Hunsaker, P. L. (2011). Training in interpersonal skills: Tips for managing people at work. Pearson Higher Ed.
Zuber-Skerritt, O., & Teare, R. (Eds.). (2013). Lifelong action learning for community development: Learning and development for a better world. Springer Science & Business Media.
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