Organization Report
According to (2005), most managers will readily admit that the biggest challenge in their working careers was being put in a position of overseeing others. Taking this step up to manager requires the development of new skills and attitudes. The manager has to think in terms of how to motivate others to get the work done rather than doing it himself.
Moreover, the manager also takes on the role of a teacher, training his workers and helping them to develop their skills. Being an efficient and organized planner is vital as you set up jobs, schedule work and evaluate results. In addition, technical know-how is, of course, very important. Knowing how to do a job yourself, though, is quite different from knowing how to get someone else to do it for you.
Being a manager is a great deal of effort. As the operations manager in PNS, I have learned a lot. Being the manager is not a quite an easy job. You need to have the skills and the strategies of handling different people and different personality in an organization. Communication also is important in being a manager. You need to know your people so that you can handle them in the right way that they should. It would also be your duty to help your employees to discover their abilities and help them develop those abilities. Motivation is another which takes a lot of effort also.
Moreover, in times of problems managers should maintain their integrity and always be willing to take responsibilities on when things goes wrong. The right attitude towards the position is also significant. Working as the operation manager of PNS has gained me much knowledge and a good experience.
According to (1989), the basic skills required can be learned and then blended into every manager’s own personality. This blending should be such that they are comfortable and natural. The best way to accomplish this is practice. It takes practice to be a better manager. Practice is the way in which the necessary skills are individualized to mesh with the manager’s unique personality. In addition, the attributes must be fine tuned to meet the manager’s specific job requirements and personnel requirements. While the same skills are needed by most managers, they must be compatible with those being supervised.
As what (2005) states, “to become a better manager, one must develop sound leadership practices as part of daily routine which also revolve around key concepts which are motivation, attitude, communication, integrity, and decisiveness.”
Motivation
True leadership can be seen in action when managers motivate their teams to meet their mission (2005). The key to motivating employees is for managers to know where they are going and to set expectations high. If managers expect greatness from themselves, their employees will follow.
Motivating employees is one of the primary responsibilities of a manager. A good manager knows that positive, nonmonetary motivators work as well, if not better, than monetary motivators (1992).
Positive motivation leads to an effective group effort and increases productivity by building team spirit. Positive motivators that excite many employees even more than money include recognition, prestige, achievement, appreciation, pride in a job well done, a voice in how the business is run, responsibility, and advancement (1992).
Being the manager, hire the best people to make motivating easier. It is also important to train employees giving the employees the knowledge that they should be possess to better do their job. Communication is also important in motivating people. When employees know that their opinion are sought and heard, they would likely to work more enthusiastically to improve productivity and share their ideas. A manager should learn all these skills for better management and for increase in productivity.
Attitude
According to (2005), attitude dictates performance. A positive mental attitude is contagious, and if a leader has it, his or her department will catch it. A critical part of attitude is empowerment.
(2005) mentioned five more attributes of a good manager with the right attitudes towards work. A manager should possess knowledge, excellence, humanity, intelligence, and self confidence.
Knowledge comes from schooling or from experiences. It is important for a manager to have knowledge and have the ability to develop this knowledge. Excellence is another attribute that a manager should possess. This is the ability of a person to consistently turn into outstanding results. It is constantly striving to be the best, competitive against oneself and willingness to stay in it until they have done their best. Excellence goes beyond ability to encompass a winning mindset and with hard work.
In addition, humanity is another attribute a manager should possess. This is the ability to have compassion and willingness to help others. It is also always doing what is the right thing. Another is intelligence which is the ability to learn from mistakes and even from success.
According to (2005), “it is to think on your feet and solving problems on the fly.” And finally, self-confidence which is the willingness to try and fail the willingness to admit mistakes and the willingness to put ego aside to learn from subordinates.
According to (2005), people who are passionate about what they do and who capitalize on these five other attributes are winners and would likely to be a good manager.
Communication
According to (2005), having a vision, a great attitude, and a hardworking staff is useless if you cannot communicate with your employees. This means both talking to them and listening to what they have to say. Great listening requires active participation. Communication also means getting to know employees as people. Managers should set aside time each day to talk with staff. Though it may sound simple, one of the most difficult jobs a manager faces is to be human.
(1989) enumerated some of the attributes that a manager should posses for better communication with his employees. These include awareness, listening, constructive criticism, and keeping tune.
Every manager has the responsibility to each worker to assist them in their individual development. Awareness of a manager of his employees and their individual needs is important to better learn how to execute this responsibility. With the proper execution of the development requirement of workers and with the awareness of the effort of the manager for his development, the worker would likely to work harder to strive for a promotion or to please the manager who has confidence in him.
Employees with a high sense of self-esteem tend to be more productive and conscientious. The manager who enhances employees’ self-esteem would help increase productivity and/or efficiency. Motivation is also one of the responsibilities of a manager. An employee’s self-worth can be enhanced through individualized positive reinforcement. This may be accomplished through direct communication of a job well done, receiving a copy of correspondence to a superior regarding their work or assigning special projects requiring their particular skills. The key is to relay the message to the employee that their performance is being noticed and will be rewarded accordingly. This creates a sense of importance for the worker.
Increase self–esteem of the workers is a result of the managers’ awareness of his employees which in turn would increase productivity and efficiency.
Another attributes of a manager that (1989) states is listening. Listening to what is said as well as what is not said is of the utmost importance (1989). Listening as well as monitoring the body language of the employee is important for the manager to know more his employees. The manager should try to elicit as much information as possible in order to better understand the employee.
When meeting with an employee, it is important to have a quiet, uninterrupted environment. All interruptions should be avoided. This gives the supervisor the opportunity to listen intently to what is being said and how it is being said. A little time spent with a staff member can often yield surprising results
The techniques of active listening should be employed to indicate that what is being communicated is actually being understood. It aids in the understanding process if the supervisor repeats what is heard to ensure that the proper message was indeed received. The more the manager understands his employees the better it is for the organization.
Another attribute Buhler enumerated is constructive criticism. Criticizing is one of the hardest tasks of a manager. For a manager to effectively criticize, criticism should be valid, well-founded and supported with appropriate details. Vague criticism often leads to little or no reaction and certainly no results. The best criticism is explained in non-personal, factual terms. That is, never should criticism be of a personal nature. It must center on the job itself and be supported by specific examples. The manager should be well-prepared in specifics before the issue is discussed.
In addition, the time between the incident and the criticism should be kept to a bear minimum to ensure each party has a clearer memory of the facts. Some time should pass if the supervisor is angry. A short cooling-off period may better allow the manager to focus on the actions and not personally attack the employee.
The supervisor who has invested some time in learning more about the staff is at an advantage when it is time to present criticism. For example, knowing a subordinate is not a morning person gives the manager the edge in presenting the criticism in the afternoon (1989). Knowing people and their personalities give insight into how they can be best approached for a more positive encounter.
It is also important to give employees the chance to say his suggestions on what he thinks in a situation. Through this employees feel that they are part of the organization and managers have given them the feeling of contribution. Moreover, the worker then has a say in his fate and may more readily accept the change and criticism.
Hand-in-hand with criticism is the concept of positive reinforcement, according to (1989). Everyone knows when they have done something wrong. In that case, news always seems to travel fast. Frequently, however, the good deeds go without recognition or timely recognition. At first, it may take a conscious effort on the part of the supervisor to give positive strokes. However, with practice, it becomes almost second nature to respond to an employee for a job well done. It would just as natural as it is to reprimand an employee for a batched-up job.
Finally, keeping in tune is one of the attributes that is important for communication between managers and employees to be effective. Keeping in tune means that a manager must always keep in touch with his staff. In this way, the managers could recognize immediately with the changes of his staff and may deal with it immediately.
(19890 suggest that managers need to stay abreast of changes in management techniques and production techniques relating to their work. This means being aware through reading, courses and/or seminars.
Being a better manager takes hard work. A good manager is not born, but is created through practice, experience and diligence. It all begins with being aware of the employees and their needs.
Integrity
Another key to effective leadership is to maintain absolute integrity at all times. This means that managers must have a code that they live by, and they must not waver from it ( 2005).
If managers maintain their integrity, they gain the trust of their employees. Managers can provide no greater comfort to their workers than the knowledge that, no matter what, the manager will do the right thing and adhere to high standards.
Decisiveness
Another attribute that a manager should possess is decisiveness. Many managers say that the only bad decision is indecision ( 2005). It is important for managers to have the ability to decide. There is nothing wrong if the decision made will take long to accomplish as long as there is a decision made at the end.
However, there is no perfect decision but the important is that you made a decision and making a move and doing something for the organization to keep moving forward. If your first decision fails then move on the next level challenges and learn from the mistakes made.
With the current problem of PNS of losing profits, managers play a very important role. There must be a problem in the internal control of the company. To have strong internal control would mean effective control on costs and inventory management. On the other hand, new management philosophies such as total quality management and reengineering stress the importance of employee empowerment.
A control is “any action taken by management to enhance the likelihood that established objectives and goals will be achieved” ( 1993). In other words, controls are designed to ensure that organizations conform to standards or plans. Examples of controls include the use of sales or expense budgets, computer passwords, or even padlocks on warehouses (1994).
An internal control system is a collection of controls designed to provide reasonable assurance that the company meets the following objectives. These includes reliability and integrity of information, compliance with policies, plans, and laws, safeguarding of assets, efficient use of resources, and accomplishment of goals (1993).
An internal control system consists of three elements which are the control environment, the accounting system, and the individual control procedures. The control environment includes the company’s organizational structure, management’s operating style, the personnel practices used, and the methods of assigning authority and responsibility to employees. The accounting system is designed to accurately identify, record, and report the company’s transactions. Control procedures are detailed policies and rules, such as authorization of transactions, segregation of duties, documentation, physical controls over assets, and independent checks on performance. The debate over internal control primarily relates to finding the right level of control procedures.
Managers can strive for internal control setting by trying to estimate the costs and benefits of individual controls. Unfortunately, estimating these costs and benefits is extremely difficult. Consider a clothing store that loses 5% of its revenue to shoplifters (1994). The company can address the problem by hiring security guards, using magnetic tags or chains on garments, or even locking all of the merchandise in glass cases at all times. The direct costs of these controls are fairly easy to estimate; however, the indirect costs such as customer frustration and lost sales are extremely difficult to estimate. Also, the benefits of the proposed controls may be difficult to predict.
According to , Loss prevention is a result, not an effort. Senior retail executives run competitive businesses and expect positive results from their management teams. In the case of inventory shrinkage, lower than average losses are often considered a success. Being successful in anything is tough, but it’s especially tough in loss prevention, where true success is dependent on many others.
(2006) suggests some insights to prevent losses. First is to make sure your goals and methods support your company’s goals. Every business exists to maximize shareholder value by profitably selling products made by manufacturers. Thus, a loss strategy should include working to make company locations safer for workers and guests, helping to make the total product supply chain more efficient and secure, and using people, procedures and technologies to cost-effectively reduce theft.
Next is to be a good leader. It is important for a manager to be a good leader by reflecting sound character, decisiveness and selfless service. Know your people, how to communicate and inspire supervisors, peers and subordinates, and strive for proficiency in the technical and tactical nuances of effective crime and loss control. And do make good decisions, motivate people, and constantly improve LP processes and results with evidence-based solutions.
Another is to surround yourself with good people, and don’t skimp on their development. Nobody can do it all by themselves. It is important for a manager to have the right people in the organization. Successful managers tend to put extra effort into selecting and training people at all levels.
Next is to focus your efforts on your problems and not the industry’s. It is important to periodically identify and prioritize your own problems. Loss and incident indicators like inventories, ship to scan rates, POS sales, quantity adjustment data, apprehension reports, hotline calls, employee surveys, CCTV footage and audit results alert us to problems, provide an important understanding of our problems, and allow us to assess the total loss impact and to prioritize it.
Being a manager is really a great challenge however as what (1989) states, managerial skills can be learned. It just important to remember that for a manager to be effective, he must understand what is his role on the organization. It is also important to develop leadership practices which are comprise of key concepts which includes motivation, attitude, communication, integrity and decisiveness. Motivation includes empowering the employees to work productively and at their best. Managers should also possess the right attitude to properly manage the organization. Communication is also very important to be able to understand employees and handle them appropriately. Moreover, manager should also possess integrity to build trust from the employees. In times of problems, integrity is tested. Managers should put in mind that pressures and problems are just part of being on the position. Integrity should not be forgotten. Managers should always do the right thing. Lastly, decisiveness, which each manager should possess because consequently managers generally are going to make the decisions.
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