Legalization of Marijuana - 1528 Words

Legalization of Marijuana Jimmy Martin, II Saint Leo University Author Note This paper was prepared for Drugs, Society, and Human Behavior CRM 328, taught by Dr. Pappas. Abstract With exception to the debate surrounding the Affordable Health Care Act and the attacks on the United States Consulate in Benghazi, Libya, public policy regarding legalization of recreational and medical marijuana has reached a boiling point in most state legislatures. However, possession and use of marijuana is still viewed by many as comparable to consuming an alcoholic beverage. Regardless, it (marijuana) is still classified as a Schedule I Controlled Substance by the Drug Enforcement Administration (DEA). Introduction After†¦show more content†¦The poll provides an additional break-down by age, gross income, political party affiliation, and educational level. Outside of the preconceived notion that minorities are the only ethnic group that uses marijuana, percentages show that whites use it as equally. However, black people have the probability of being arrested 3.73 percent more times than whites (www.aclu). Under Maryland criminal statues, the punishment for possession of marijuana in the amount of 10g or less is 90 days incarceration and a maximum fine of five-hundred dollars, 10g to 50lbs is 12 months of incarceration with a maximum fine of one-thousand dollars (http://mgaleg.maryland.gov). Like any other drug, marijuana provides the human body with a brief sense of euphoria and some hallucination if mixed or â€Å"laced† with other drugs. Additionally, marijuana use can increase blood pressure, irritate lungs, and promote short term brain memory. From a medical perspe ctive, proponents believe that marijuana could be used to treat patients suffering from diseases such as: AIDS, cancer, multiple sclerosis, pain, glaucoma, and epilepsy (http://medicalmarijuana.procon.org). There is also the financial aspect of legalizing â€Å"recreational† marijuana. At the end of the first day of business, Colorado marijuana businesses netted 1 million dollars in sales (Barasch, 2014). It is the opinion of manyShow MoreRelatedThe Legalization Of Marijuana Legalization1061 Words   |  5 PagesThe Legalization of Cannabis in Ohio Marijuana is a controversial topic all across the United States. Recently marijuana has been voted on, legalized, and denied legalization in multiple states. There are still more states trying to fight the green fight for marijuana. The fight for legalization hasn’t been an easy one for cannabis supporters; they have been fighting tooth and nail to make it happen. One of the main concerns in the marijuana debates are whether or not marijuana is a gateway drugRead MoreLegalization Of Marijuana And Marijuana1633 Words   |  7 PagesBalyuk March 8, 2016 Legalization of Marijuana Marijuana has a few different names that are commonly used in today’s society including weed and cannabis. Weed is smoked with joints, bongs, or pipes. 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The said chemical compound af fects the mental and physical health of the personsRead MoreThe Legalization Of Marijuana Legalization996 Words   |  4 Pages the monetary gain of its legalization for most has been productive to say the least. For example, Denver Colorado is on track to more than triple the marijuana tax revenue this year alone. $44 million was collected in 2014. In July 2015, 73.5 million was collected, while 19.6 million went to schools. A place such as Chicago could really use the legalization to help with the school system infrastructure issues they have. With a deficit of over 1.1 billion marijuana sales could alleviate bothRead MoreLegalization of Marijuana1550 Words   |  7 PagesLegalization of Marijuana: Benefits and Statistics The topic of legalizing marijuana has been a topic of controversy for quite some time now not only throughout our local streets, but throughout the local and into the state government. 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Managing Organizational Change For Organizational Design...

MANAGE ORGANISATIONAL CHANGE Implementation Strategies: Planned change that took place Action Plan: Change in organisational design by reporting systems, operational processes and size of teams, while roles were redefined by definition, job title and remuneration. Tasks – Most jobs were redesigned including more responsibility for staff in management roles and multi-functional tasks for other staff. One of these job designs is called job enrichment, which is the increase and deepening of motivating factors built into a job (Wood et al, 2010). Some of these enrichments used by new management were increased responsibility and accountability, less control and more freedom in the job and more recognition. Training Plan: Improvement of†¦show more content†¦Recognition was given in addition at meetings and performance appraisals. This is the observable culture, however as Wood et al (2010)explain, shared meanings and stories are other powerful aspects of culture and this can be observed at True local by the high turnover of staff by both stories and norms that communicate the need to work hard to perform in the job or leave. Cultural symbols include trophies for ‘employee of the month ‘awarded to the highest performer. These symbols serve to transmit cultural meaning (Wood et al, 2010). In the sales department a large subculture can be observed. Wood et al (2010) explain strong subcultures are often found in high performance task forces where people share similar values and backgrounds. This subculture included men between the ages of 22-30 yrsthat have no formal education, drink alcohol excessively, are passionate about technology, highly materialistic and view wo men as sex objects, which can often be observed by their language and behaviour. Moreover this culture is likely to be influenced by the national culture of which the organisation is embedded (Wood et al, 2010). In fact this subculture existed in the old culture before the restructure of which the company held ‘diversity training’ focused on discrimination and fairness within the workplace resulting in terminations. According to The Economist (2008), in the economicdownturn companies need ‘Generation Y’ as hungry 25-35 year olds

Managing Human Resources in Health Care

Question: Discuss about the Managing Human Resources in Health Care. Answer: Introduction A hospital, which is operating in a geographically dispersed location in Australia, is working with approximately 400 employees. The hospital has a payroll department but lacks a dedicated human resource department or a senior human resource manager. The management of the human resource is being done by the CEO with the help of the financial manager and both of them have been designing and implementing all the important human resource functions. In addition to this, a human resource specialist visits the hospital every week, which makes the CEO believe that the human resource management of the hospital is in good hands. The result of this model has been high staff grievances, absenteeism, turnover, staff shortage and a reduced quality of patient care. On the other hand, a similar hospital is having exceptional human resource results as the CEO of the second hospital is passionate about the management if human resources and has a dedicated human resource team. As a result, the second hospital is experiencing low absenteeism, turnover, staff grievances, staff shortage and an increase in the quality of health care given to the patients. Recommendations To the Ceo For Improving The Management Of Human Resource Human resource management is not an easy task even for the human resource management professionals because of the multiple functions involved in it and also due to the human factor involved the management (Mondy, Noe and Premeaux, 2002). It involves understanding the psychology and thought process of the entire workforce and designing policies and systems that would help in optimising the performance and effectiveness of the employees, which is the sole objective of a human resource management department (Deadrick and Stone, 2014). As a result, the management of human resources should be done carefully because improper management of the workforce can have severe impacts on organisational performance and effectiveness. Some important steps that can help the CEO of the first hospital in improving the management of human resources are discussed below: First of all, the CEO of the first hospital should set up a dedicated human resource department or a team and should merge the payroll department in it. A payroll department is a department in an organisation that manages the financial aspect of the employees salary, allowances, deductions, net pay, etc. and the generation of pay slips. Most of the functions in the payroll management, such as salaries, compensation, benefits, allowances, etc. are also some important functions that are performed by the human resource management departments. Thus, the CEO should abolish the payroll department and should introduce a human resource management department or a human resource team that would carry out all the human resource management functions in the organisation, including the functions of the payroll department. The newly set up department would be dedicated towards managing the human resources of the hospital and would continuously work to improve the work conditions and employee employ er relations to optimise the performance and effectiveness of the employees. Further, the CEO should also put an end to the weekly visits of a human resource specialist as a dedicated human resource team will make him redundant (Hrdept.co.uk, n.d.). Secondly, the CEO of the first hospital and the newly set up human resource management team should start to analyse the workplace situation and identify the problems that exist within the workplace. The CEO and the human resource department should hold regular meetings where they can discuss the employee grievances and complaints registered by the patients to find out the problems that are having an impact on the performance of the workplace. The CEO and the human resource team should also develop separate surveys and questionnaires for the employees as well as for the patients. The questionnaires will be helpful in gathering their feedback and gaining knowledge about the factors that are bringing about a decline in the quality of health care in the hospital. Thirdly, the CEO and the human resource team should completely redesign the human resource functions that had earlier been designed by the CEO along with the finance manager of the hospital. An increase in the absenteeism, turnover rates, employee grievances, etc. indicated that there is definitely an issue with the human resource policies and functions that have been planned by the seniors. Thus, by analysing the surveys and questionnaires filled up by the employees and the patients, the CEO and the human resource team should redesign those human resource functions and policies that have been having an effect on the performance of the employees. Fourthly, the human resource team should start designing training and development programs for the employees as quickly as possible. The present state of the human resource of the first hospital indicated lack of enthusiasm and job engagement in the employees. Most of the middle level managers hardly have an idea about what exactly is the management of human resources and do not even consider it to be their jobs. The training and development programs would be designed in order to improve the level of employee engagement in the organisation and would also aim at increasing the knowledge of the middle level managers about the management of human resources. The human resource team of the hospital can also organise some seminars for the mid-level managers where they can be taught about the basics of human resource management and how they can make a difference by managing the employees working under them (Connelly, 2014). Lastly, the CEO of the hospital should undertake certain steps that would improve the work environment for the employees. The CEO of the hospital, along with the human resource team, should design and implement a performance management system so that the performance levels of the employees can be optimised and the workplace could become more performance oriented (Morebusiness.com, 2007). The human resource team should also design certain key performance indicators that would help in analysing the performance demonstrated by various departments in a certain week or a month. Further, the senior management and the human resource team should hold regular meetings where they can have a discussion regarding the employee grievances, the changes being implemented, the progress that has been made since the past meetings and to share the results of the performance management system and the hey performance indicators (Hassan, 2015). Building A Sustainable Human Resource Capability In the present times of global business competition, only the fittest can survive the market competition in the longer run. In such tough times, companies have started to realise the value of their human resources and the role that they play in the achievement of organisational goals and objectives. As a result, business organisations are setting up dedicated human resource departments in the workplaces so that they can help companies in building a sustainable human resource capability. Building a sustainable human resource capability is not an easy task. It required a complete professional approach and can even take several years to achieve the desired results. Some key factors that can help business organisations in building a sustainable human resource capability are discussed below: Recruitment and selection if an organisation has to build up a sustainable human resource capability, it should start right from the place from where the human resources are brought into an organisation i.e. recruitment and selection. For the human resources to be more effective and efficient, it is important that the right people are placed at the right job at the right time. To hire the right people for the right job, organisations should design appropriate recruitment and selection procedures and should include various personality and psychological tests that are able to test the required traits and qualities of the candidates (Msu.edu, 2015). If the recruitment and selection procedures are right, business organisations can ensure higher efficiency, lower turnover rates, higher retention and a sustainable human resource capability (Do Better Hiring - The RecruitLoop Blog, 2016). Suitable work environment a number of behavioural science experts, such as Herzberg, have identified the importance of workplace environment in the behaviour that the employees demonstrate. The type of workplace environment that the employers are able to provide the employees can have a direct impact on the job characteristics of the employees. For example, a hygienic workplace can ensure higher level of job satisfaction in employees as compared to a workplace that lacks hygiene. Similarly, human resource managers should try to make the workplace more competitive so that the employees become more engaged in the work that they do. The managers or the leaders of business organisations should also ensure that they demonstrate an ethical behaviour towards their juniors and their own work so that they can lead their juniors by setting examples and their juniors can follow them (Peters, 2013). Training and development programs to build a sustainable human resource capability, it is very important for business organisations to design and implement regular training and development programs for the employees. The business world is changing at a very fast pace which leads to introduction of new market trends on a daily basis. To remain competitive and to cope up with the market trends, it is imperative that business organisations identify these changes and make their human resources undergo training and development programs that can help them in coping up with the market trends and learning new skills and technicalities. On the other hand, if the human resources are not developed timely, they would lose their market edge and would not be able to sustain in the longer run. Thus, to build a sustainable human resource capability, it is important that their skills are regularly updated using training and development programs (Sparkman, 2015). Retaining and attracting today, business organisations are spending billions of dollars every year into the development of their human resources and in order to make them more competitive so that they can in turn help the companies in outperforming their competitors. Companies have to invest a lot of resources and money in developing their human resources and whenever an employee quits an organisation, all the invested resources go in vain. Further, high turnover rates can have a negative impact on the morale of the employees along with a fall in the overall efficiency and productivity. As a result, to ensure a sustainable human resource capability, it is important that the companies are able to retain their pool of talent (Msu.edu, 2015). Further, when business organisations work, they experience a constant demand of human resources, which they fill in by recruitment and selection programs. To achieve better results in the future, it is important that the companies are able to attract a talented pool of employees who can join the company and contribute the best of their efforts towards the achievement of organisational goals and objectives. Thus, retaining and attracting talented pool of employees can also play a crucial role in developing a sustainable human resource capability. Conlcusion The difference in the performance results between the two hospitals clearly indicates the importance of effective human resource management. As a result, the CEO of the first hospital should look into the above given recommendations to improve the human resource management in his health care institute and should try his best to build a sustainable human resource capability in the workplace. References 5 Reasons You Need A Recruitment And Selection Policy. (2016). Do Better Hiring - The RecruitLoop Blog. Retrieved 21 December 2016, from https://recruitloop.com/blog/5-reasons-you-need-a-recruitment-and-selection-policy/ Connelly, N. (2014). The evolution of HRM-Growing pains lead to positive outcomes. Journal Of Healthcare Risk Management, 33(4), 3-3. https://dx.doi.org/10.1002/jhrm.21136 Deadrick, D. Stone, D. (2014). Human resource management: Past, present, and future. Human Resource Management Review, 24(3), 193-195. https://dx.doi.org/10.1016/j.hrmr.2014.03.002 Hassan, H. (2015). What is the importance of KPIs to organizations employees. linkedin. Retrieved 21 December 2016, from https://www.linkedin.com/pulse/what-importance-kpis-organizations-employees-heba-hassan Hodgkinson, R. (1987). IMPROVING HUMAN RESOURCE MANAGEMENT. Property Management, 5(4), 328-335. https://dx.doi.org/10.1108/eb006669 HR and Payroll Services from the HR Dept. Hrdept.co.uk. Retrieved 21 December 2016, from https://www.hrdept.co.uk/hr-services/payroll HR Attraction Retention. (2015). Msu.edu. Retrieved 21 December 2016, from https://msu.edu/course/prr/473/oldstuff/HRAttractRetention.htm Mondy, R., Noe, R., Premeaux, S. (2002). Human resource management (1st ed.). Upper Saddle River, N.J.: Prentice Hall. McBride, A. Mustchin, S. (2013). Crowded out? The capacity of HR to change healthcare work practices. The International Journal Of Human Resource Management, 24(16), 3131-3145. https://dx.doi.org/10.1080/09585192.2013.775031 McConnell, C. (2011). Addressing Employee Turnover and Retention. The Health Care Manager, 30(3), 271-283. https://dx.doi.org/10.1097/hcm.0b013e318225e3bf Peters, J. (2013). The Importance of a Positive Working Environment. Businessreviewaustralia.com. Retrieved 21 December 2016, from https://www.businessreviewaustralia.com/leadership/143/The-Importance-of-a-Positive-Working-Environment Siddiqui, J. Kleiner, B. (1998). Human resource management in the health care industry. Health Manpower Management, 24(4), 143-147. https://dx.doi.org/10.1108/09552069810215746 Sparkman, E. (2015). The Importance of Training and Development in Healthcare. prezi.com. Retrieved 21 December 2016, from https://prezi.com/rncbg4k7cjyu/the-importance-of-training-and-development-in-healthcare/ The Importance of Performance Management in Business | MoreBusiness.com. (2007). Morebusiness.com. Retrieved 21 December 2016, from https://www.morebusiness.com/running_your_business/management/Performance-Management.brc

Manager Roles and Skills Essay Example

Manager Roles and Skills Essay Describe three different roles of a manager; what skills are essential to perform these roles? Ans: Many people say, that â€Å"management is what managers do† While that’s true, it doesn’t tell us much unfortunately. So in order to understand the concept of management, you have to understand what managers do. There are three specific categorization schemes to explain what managers do, result of many years of research and study: †¢ Roles (Henry Mintzberg) †¢ Skills (Robert L. Katz) There are three different management roles, which can be subdivided in ten more categories, which I am going to discuss here. Management Roles: Henry Mintzberg is a well know researcher, and the results of his studies about the work of managers were published in The Nature of Managerial Work (New York: Harper Row, 1973). The term management roles refers to specific categories of managerial behavior, and Mintzberg concluded that what managers do, can be described by studying ten different and interrelated roles, grouped around interpersonal relationships, transfer of information, and last, but not least, decision making. Interpersonal Roles The ones that, like the name suggests, involve people and other ceremonial duties.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Leader – Responsible for staffing, training, and associated duties.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Figurehead – The symbolic head of the organization.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Liaison – Maintains the communication between all contacts and informers that compose the organizational network. Informational Roles Related to collecting, receiving, and disseminating information.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Monitor – Personally seek and receive information, to be able to understand the organization.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Disseminator – Transmits all import information received from outsiders to the members of the organization.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Spokesperson – On the contrary to the above role, here the manager transmits the organization’s plans, policies and actions to outsiders. Decisiona l Roles Roles that revolve around making choices.   Ã‚           Entrepreneur – Seeks opportunities. Basically they search for change, respond to it, and exploit it.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Negotiator – Represents the organization at major negotiations.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Resource Allocator – Makes or approves all significant decisions related to the allocation of resources.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Disturbance Handler – Responsible for corrective action when the organization faces disturbances. It’s worth to mention that Mintzberg also considered that as managers perform the roles described above, their activities include reflection and action. Reflection (also called thoughtful thinking) because managers think, ponders and contemplates about their decisions. Action (or practical doing) because every time they act, they are doing something, they are applying their decisions. We will write a custom essay sample on Manager Roles and Skills specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Manager Roles and Skills specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Manager Roles and Skills specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Mintzberg’s approach is debatable, but several studies that tested the Management Roles categories in different types of organizations support the idea that managers do perform similar roles. What does change is the emphasis given to each role that may vary depending on the organizational level. Management Skills: A managers job is varied and complex. Managers need certain skills to perform the duties and activities associated with being a manager. What type of skills does a manager need? Research by Robert L. Katz found that managers needed three essential skills. These are technical skills, human skills and conceptual skills. Technical skills include knowledge of and proficiency in a certain specialized field, such as engineering, computers, financial and managerial accounting, or manufacturing. These skills are more important at lower levels of management since these managers are dealing directly with employees doing the organizations work. Human skills involve the ability to work well with other people both individually and in a group. Because managers deal directly with people, this skill is crucial! Managers with good human skills are able to get the best out of their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust. These skills are equally important at all levels of management. Finally conceptual skills are the skills managers must have to think and conceptualize about abstract and complex situations. Using these skills managers must be able to see the organization as a whole, understand the relationship among various subunits, and visualize how the organization fits into its broader environment. These skills are most important at top level anagement. A professional association of practicing managers, the American Management Association, has identified important skills for managers that encompass conceptual, communication, effectiveness, and interpersonal aspects. These are briefly described below: Conceptual Skills: Ability to use information to solve business problems, identification of opportunities for innovation, recognizing problem a reas and implementing solutions, selecting critical information from masses of data, understanding the business uses of technology, understanding the organizations business model. Communication Skills: Ability to transform ideas into words and actions, credibility among colleagues, peers, and subordinates, listening and asking questions, presentation skills and spoken format, presentation skills; written and graphic formats Effectiveness Skills: Contributing to corporate mission/departmental objectives, customer focus, multitasking; working at multiple tasks at parallel, negotiating skills, project management, reviewing operations and implementing improvements, setting and maintaining performance standards internally and externally, setting priorities for attention and activity, time management. Interpersonal Skills: Coaching and mentoring skills, diversity skills; working with diverse people and culture, networking within the organization, networking outside the organization, working in teams; cooperation and commitment. Conclusion: In todays demanding and dynamic workplace, employees who are invaluable to an organization must be willing to constantly upgrade their skills and take on extra work outside their own specific job areas. There is no doubt that skills will continue to be an important way of describing what a manager does. Q # 2: Contrast between Classical Conditioning and Operant Conditioning theories of learning. Give suitable example for each. Ans: 1. Classical Conditioning: If a stimulus that results in an emotional response is repeated alongside another stimulus which does not cause an emotional response, eventually the second stimulus will result in the same emotional response. Classical Conditioning is thus ‘learning by association’. In more detail, we are pre-conditioned to unconditionally respond in certain ways to stimuli. For example a sudden noise (an unconditional stimulus, US) makes us flinch (the unconditional response, UR). If a movement is made at the same time as, or just before the noise, such as moving hands to clap loudly (conditional stimulus, CS), then the person will learn to flinch when the movement is made without the noise necessarily being there (the conditional response, CR). Thus the association is made between the US and CS, with either stimulating the same response. Classical Conditioning  does not work in all circumstances. In particular it is more effective where the conditioning may be of evolutionary benefit. Experiment: Pavlov did famous experiments with dogs, ringing a bell and then feeding them. After a while, he could ring the bell and their mouths would salivate. Garcia and Koelling (1966) showed that rats soon learned to avoid a sweet-tasting liquid when it was followed by an injection that made them ill, but they did not learn to avoid the liquid when they received electric shocks afterwards. Presumably this is connected with learning what foods they could safely eat. The rats did, however, learn to avoid the electric shock when it was paired with light and noise (but injection light/noise failed). Maybe this is related to learning about natural hazards like lightning or falling objects. Example: I liked my aunt, she always made me feel warm and wanted. She always wore a particular perfume. When I smell the perfume now, I immediately feel warm and wanted. So what? Using it If you want to persuade someone to do something, get them to do it at the same time as doing something they like doing. Do something specific every time they do something you want (like touching them somewhere or making a specific sound). Then do that specific thing and theyll think of doing the desired behavior. Defending Watch out for people repeatedly touching you or having strange behaviors. Check that theyre not trying to program you. 2. Operant Conditioning: A behavior will increase if it is followed by positive reinforcement. It will decrease if it is followed by punishment. Operant Conditioning is thus ‘learning by consequences’. Whereas Classical Conditioning involves automatic, pre-programmed responses, Operant Conditioning involves learned behaviors. Also, whilst Classical Conditioning associates two stimuli, Operant Conditioning associates a stimulus and a response. Favorable circumstances are generally known as reinforcing stimuli or reinforces, whilst unfavorable circumstances are known as punishing stimuli or punishers. Operant Conditioning is also known as Instrumental Conditioning. Experiment: Skinner put rats and pigeons in a box where pressing a lever resulted in food being dispensed. From accidental knocking of the lever, they quickly learned to deliberately press it to get food. Example: Parents often try to balance praise and punishment. To be effective, they should punish only behaviors they wish to extinguishthey should not punish for not doing what should be done. So what? Using it: If you want someone to work harder, do not punish them when they do not work—reward them when they do. If you want them to stop smoking, make it unpleasant when they do rather than pleasant when they refrain. men Manager Roles and Skills Essay Example Manager Roles and Skills Essay Describe three different roles of a manager; what skills are essential to perform these roles? Ans: Many people say, that â€Å"management is what managers do† While that’s true, it doesn’t tell us much unfortunately. So in order to understand the concept of management, you have to understand what managers do. There are three specific categorization schemes to explain what managers do, result of many years of research and study: †¢ Roles (Henry Mintzberg) †¢ Skills (Robert L. Katz) There are three different management roles, which can be subdivided in ten more categories, which I am going to discuss here. Management Roles: Henry Mintzberg is a well know researcher, and the results of his studies about the work of managers were published in The Nature of Managerial Work (New York: Harper Row, 1973). The term management roles refers to specific categories of managerial behavior, and Mintzberg concluded that what managers do, can be described by studying ten different and interrelated roles, grouped around interpersonal relationships, transfer of information, and last, but not least, decision making. Interpersonal Roles The ones that, like the name suggests, involve people and other ceremonial duties.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Leader – Responsible for staffing, training, and associated duties.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Figurehead – The symbolic head of the organization.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Liaison – Maintains the communication between all contacts and informers that compose the organizational network. Informational Roles Related to collecting, receiving, and disseminating information.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Monitor – Personally seek and receive information, to be able to understand the organization.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Disseminator – Transmits all import information received from outsiders to the members of the organization.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Spokesperson – On the contrary to the above role, here the manager transmits the organization’s plans, policies and actions to outsiders. Decisiona l Roles Roles that revolve around making choices.   Ã‚           Entrepreneur – Seeks opportunities. Basically they search for change, respond to it, and exploit it.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Negotiator – Represents the organization at major negotiations.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Resource Allocator – Makes or approves all significant decisions related to the allocation of resources.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Disturbance Handler – Responsible for corrective action when the organization faces disturbances. It’s worth to mention that Mintzberg also considered that as managers perform the roles described above, their activities include reflection and action. Reflection (also called thoughtful thinking) because managers think, ponders and contemplates about their decisions. Action (or practical doing) because every time they act, they are doing something, they are applying their decisions. We will write a custom essay sample on Manager Roles and Skills specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Manager Roles and Skills specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Manager Roles and Skills specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Mintzberg’s approach is debatable, but several studies that tested the Management Roles categories in different types of organizations support the idea that managers do perform similar roles. What does change is the emphasis given to each role that may vary depending on the organizational level. Management Skills: A managers job is varied and complex. Managers need certain skills to perform the duties and activities associated with being a manager. What type of skills does a manager need? Research by Robert L. Katz found that managers needed three essential skills. These are technical skills, human skills and conceptual skills. Technical skills include knowledge of and proficiency in a certain specialized field, such as engineering, computers, financial and managerial accounting, or manufacturing. These skills are more important at lower levels of management since these managers are dealing directly with employees doing the organizations work. Human skills involve the ability to work well with other people both individually and in a group. Because managers deal directly with people, this skill is crucial! Managers with good human skills are able to get the best out of their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust. These skills are equally important at all levels of management. Finally conceptual skills are the skills managers must have to think and conceptualize about abstract and complex situations. Using these skills managers must be able to see the organization as a whole, understand the relationship among various subunits, and visualize how the organization fits into its broader environment. These skills are most important at top level anagement. A professional association of practicing managers, the American Management Association, has identified important skills for managers that encompass conceptual, communication, effectiveness, and interpersonal aspects. These are briefly described below: Conceptual Skills: Ability to use information to solve business problems, identification of opportunities for innovation, recognizing problem a reas and implementing solutions, selecting critical information from masses of data, understanding the business uses of technology, understanding the organizations business model. Communication Skills: Ability to transform ideas into words and actions, credibility among colleagues, peers, and subordinates, listening and asking questions, presentation skills and spoken format, presentation skills; written and graphic formats Effectiveness Skills: Contributing to corporate mission/departmental objectives, customer focus, multitasking; working at multiple tasks at parallel, negotiating skills, project management, reviewing operations and implementing improvements, setting and maintaining performance standards internally and externally, setting priorities for attention and activity, time management. Interpersonal Skills: Coaching and mentoring skills, diversity skills; working with diverse people and culture, networking within the organization, networking outside the organization, working in teams; cooperation and commitment. Conclusion: In todays demanding and dynamic workplace, employees who are invaluable to an organization must be willing to constantly upgrade their skills and take on extra work outside their own specific job areas. There is no doubt that skills will continue to be an important way of describing what a manager does. Q # 2: Contrast between Classical Conditioning and Operant Conditioning theories of learning. Give suitable example for each. Ans: 1. Classical Conditioning: If a stimulus that results in an emotional response is repeated alongside another stimulus which does not cause an emotional response, eventually the second stimulus will result in the same emotional response. Classical Conditioning is thus ‘learning by association’. In more detail, we are pre-conditioned to unconditionally respond in certain ways to stimuli. For example a sudden noise (an unconditional stimulus, US) makes us flinch (the unconditional response, UR). If a movement is made at the same time as, or just before the noise, such as moving hands to clap loudly (conditional stimulus, CS), then the person will learn to flinch when the movement is made without the noise necessarily being there (the conditional response, CR). Thus the association is made between the US and CS, with either stimulating the same response. Classical Conditioning  does not work in all circumstances. In particular it is more effective where the conditioning may be of evolutionary benefit. Experiment: Pavlov did famous experiments with dogs, ringing a bell and then feeding them. After a while, he could ring the bell and their mouths would salivate. Garcia and Koelling (1966) showed that rats soon learned to avoid a sweet-tasting liquid when it was followed by an injection that made them ill, but they did not learn to avoid the liquid when they received electric shocks afterwards. Presumably this is connected with learning what foods they could safely eat. The rats did, however, learn to avoid the electric shock when it was paired with light and noise (but injection light/noise failed). Maybe this is related to learning about natural hazards like lightning or falling objects. Example: I liked my aunt, she always made me feel warm and wanted. She always wore a particular perfume. When I smell the perfume now, I immediately feel warm and wanted. So what? Using it If you want to persuade someone to do something, get them to do it at the same time as doing something they like doing. Do something specific every time they do something you want (like touching them somewhere or making a specific sound). Then do that specific thing and theyll think of doing the desired behavior. Defending Watch out for people repeatedly touching you or having strange behaviors. Check that theyre not trying to program you. 2. Operant Conditioning: A behavior will increase if it is followed by positive reinforcement. It will decrease if it is followed by punishment. Operant Conditioning is thus ‘learning by consequences’. Whereas Classical Conditioning involves automatic, pre-programmed responses, Operant Conditioning involves learned behaviors. Also, whilst Classical Conditioning associates two stimuli, Operant Conditioning associates a stimulus and a response. Favorable circumstances are generally known as reinforcing stimuli or reinforces, whilst unfavorable circumstances are known as punishing stimuli or punishers. Operant Conditioning is also known as Instrumental Conditioning. Experiment: Skinner put rats and pigeons in a box where pressing a lever resulted in food being dispensed. From accidental knocking of the lever, they quickly learned to deliberately press it to get food. Example: Parents often try to balance praise and punishment. To be effective, they should punish only behaviors they wish to extinguishthey should not punish for not doing what should be done. So what? Using it: If you want someone to work harder, do not punish them when they do not work—reward them when they do. If you want them to stop smoking, make it unpleasant when they do rather than pleasant when they refrain. men