Employees Expect Supervisors
Running head: ROLE SETS: DEFINING AGENCY 1
ROLE SETS: DEFINING AGENCY 2
Role Sets: Defining Agency
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Role Sets: Defining Agency Common Bond That Bring Managers and Staff Together
Generally, non-profit organizations consist of managers, staff, and other employees who work together to achieve common goals. A common purpose is a positive and incredible way to motivate staff. The teams work together keeping in mind numerous considerations that depend upon the nature of the non-profit organization. Probably, there is nothing more rewarding or motivating than when an organization enables, empowers, and coaches its staff to reach goals that they hope to achieve. When managers, supervisors, and employees understand the concept of the team, their functioning and advantages, then they have a bond of achieving organizational objectives, mission, and goals. A bond is the most crucial tool for any business to move forward, growing and sustaining business.
Common Goals Managers and Staff Share
Most organizations develop a formal mission statement to define their core values and the firm's purpose. Business objective that defines success and achievement is described as well. Individual goals of managers and staff are job satisfaction, good working conditions, motivation, appraisals, and career development. All these goals reflect overall organizational goals. The staff plays a critical role in any business as they determine the success or failure of the organization. Non-profit organizations must define a clear and well-understood philosophy that will enable directors, owners, and the entire staff to work towards a common purpose.
Five Expectations a Worker has of their Supervisor
Supervisors are expected to manage employees performance, conduct performance evaluations, understand, and be capable of assuming many roles. The five key supervisory roles to workers include sponsor, educator, counselor, and director. First, employees expect the supervisor to educate them when they are new, when conditions and processes change, and to discuss performance expectations. Secondly, workers expect the supervisor to act as a sponsor. Employees have skills they need to perform in their current jobs; therefore, supervisors must provide them with opportunities to showcase their strengths and talents. Additionally, supervisors have to support career development for their workers. Thirdly, employees expect supervisors to coach them when explaining, planning, encouraging, checking, or correcting them. The fourth worker expectation on the supervisor is counseling. When employees encounter problems that impact performance, they expect some counseling before any disciplinary action. The supervisor must be positive, encouraging, and supportive in the process. Lastly, employees expect their supervisor to direct them, making recommendations on alternatives and consequences of performance.
Five Expectations a Manager will have of their Staff
Permanent and new employees have certain responsibilities towards the organization. Some traits that managers expect employees to have are integrity, teamwork, work ethics, and commitment. First, managers expect their employees to understand the nature of work and determine if it is appropriate for them. Then, they should have proper working schedules for work allotted to them and manage time to reach work deadlines. Secondly, employees should take responsibility towards the available resources in the organization. Every worker is equally responsible for the existing resources and smooth usage of them. Thirdly, managers expect an employee to listen and participate, to ensure good team players and work unity. Fourth, the prime responsibility of any worker is punctuality and regularity. Lastly, employees must maintain cleanliness at their workplace and on the premises. They must organize their work in an orderly manner.
Possibility of Conflict between Management and Staff
There is a possibility of conflicts between management, supervisors, and staff due to performance, competency, and interpersonal relationships. Performance-based conflicts occur between employees, supervisors, and managers. Most conflicts arise when there is a communication breakdown between all levels of management. Sometimes supervisors do not clearly explain job expectations to their employees. Supervisors have the responsibility of providing regular and continuous feedback to workers. There are also competency-based conflicts, where the supervisor and employees differ on how to accomplish responsibilities and duties. Interpersonal relationships conflicts can result due to communication barrier, misunderstandings, cultural differences, improper business ethics, and principles.