Principles Of Management Assignment 17 May môn Principle of Management | Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh

PRINCIPLES OF MANAGEMENT ASSIGNMENT 17 MAY Question 1:
As a newly promoted manager, it is crucial for me to understand the informal structure among
my team members. This informal structure has a significant impact on the workflow, social
network, and our organization’s performance in general. One approach I believe to be useful to
explore the “Shadow Organization” is to observe tasks and projects done by team members
during teamwork. It can reflect deeply on what groups are there, which workers prefer working
together, as wel as who is the leader of the group. In other words, since I have never met or
worked with these employees before, I could let them choose which project and which people to
cooperate with first and from then, recognize which workers work smoothly and efficiently
together. Moreover, by examining the work they submitted, one can see how a certain worker’s
style affects others and somehow notice who leads the smal circular groups inside your team.
On top of this, casual conversations with workers and team-building activities should be
implemented to enhance col aboration. While this strategy can give me a quick view of the
inside workflow, inner social networks also need to be careful y analyzed. An approach to this
aspect is to invite the team members out for a meal. During this dinner or lunch, you can
observe by looking at the smal groups that usual y and natural y sit together. To be more
specific, the person that others pay attention to and are comfortable talking with is often the one
who leads, and when the atmosphere is becoming more relaxed, the employees may be more
comfortable and courageous to have a conversation with a manager. By this, a manager can
explore which worker is usual y trusted by others and provide them with emotional support.
These are two ways suggested by myself. Based on the gained knowledge, you can avoid inner
conflicts and enhance further organization. Additional y, it is also important to recognize stand-
out employees, giving them more work effort but wil be able to bond with almost al other
members. However, it is important not to overload excel ent workers with too much work, but
rather foster col aboration and individual growth across the team. Al in al , the informal structure
can be determined in leading and management and it is a long-term, continuous process,
requiring an adaptive approach. Question 2:
First, managers need Position power as a “right” to lead their workers. There are 3 main types
of Position power: Rewards, Coercion, and Legitimacy. However, al these types have their own
flaws: when the promised rewards are lost, when the threats are no longer effective or when
tasks are considered outside of work boundaries, the position power wil be lost. Therefore, just
Position power is not enough, and also requires Personal power. While Expert power is power
of a manager that comes from he/she’s profession, sources of specialized knowledge or
information, Referent power roots from the manager’s own charisma or interpersonal
attractiveness. When workers believe that their managers are experts in such fields or have
characteristic traits that they admire, they wil listen to those managers. However, only Personal
power is not adequate because in that situation, managers have the “ability” but not the “right” to lead others. Question 3:
I personal y believe that three most important of Big Five personality traits that affect how wel
people work together in organizations are Conscientiousness, Emotional stability, and
Openness to experience. First, Conscientiousness traits ensure that workers are aware of what
tasks and jobs they are required to accomplish and what commitment they are required to meet.
In fact, no matter how much effort one spends, if the goals are not clear (not conscious),
productivity wil not be achieved. Second, Emotional stability characteristics help employees
work up to their ability without being out of temper in teamwork. To be specific, emotions have a
significant influence on workers’ performance. Last, workers with Openness to experience traits
can accept new changes easier, and are much more comfortable with changes, making them
able to catch such opportunities. In teamwork, those workers are more receptive to other new
opinions, avoiding rising conflicts. Al in al , I believe that these three characteristics are the
most crucial among the Big Five.