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Organizational behavior

Ensure accountability by creating deadlines. Specify on product deadlines and set sub-deadlines. Preserve milestones and check in dates. Be aware of the task without hovering. Maintain a delegation log for rank reasons. Ensure delegates’ reports are due on arranged dates Take note of problems without taking liability of solving them. Focus on the delegate’s thoughts and solutions. Take accountability if the delegate has no skills to complete the duty and in no way treat your delegates as scapegoat even if ineffective.

(Paauw, K. , 2009 P. 12) KEY POINTS FOR LEADERSHIP Directions and responsibilities need to be given and assigned in order to lead and bring actions within team members. As a leader, traits and behaviors need to be understood as well as the situation the leader is attempting to lead. Give direction and create purpose. The most important function of leadership is vision as it will create a bonfire of brightness that both the leader and follower can key into and employ as a guide on a day-to-day minutia.

A good leader will interpret, mould, portray the vision, and communicate it well. Good self questions include “what does your team do? ” “why do you do it? ” “why do you exist? ” “what do you want it to do? ” “why? ” “How does your team change lives? ” “Does it? ” “what changes would you make to your team? ” “why? ” (Richter, M. , 2009). Managers do not necessarily have the skills and capabilities to be leaders as leaders do not necessarily have the skills and capabilities to be managers.

Various types of leaders include transactional leaders; those who guide or motivate their followers in the direction of established goals by clarifying role and task requirements while transformational leaders are those who provide individualized consideration and intellectual stimulation, and possesses charisma. (Bergman, R. , Coulter, S. , 2006 P. 34) KEY POINTS FOR CONTROL Progress need to be measures as well as obtaining conformance to a plan such a s schedule or budget where corrective actions are set in place. To control is the process of monitoring, corrective work performance, and comparing.

There are three types of controls. They include: market control; uses an external market mechanism, bureaucratic control; emphasizes organizational authority, and clan control; regulates employee behavior by shared values, norms, rituals, traditions, beliefs, and other aspects of the organizational culture. (Bergman, R. , Coulter, S. , 2006 P. 34). Feed forward control anticipates problems and leads to input, then processes, then output. Concurrent control which controls problems as they happen and leads to processes while feedback control corrects problems after they occur and leads to the output.

(Bergman. Coulter, S. , 2006 P. 35). Control is important because planning can be done in various areas and mangers can know whether organizational goals are being met or not and the reasons why. The three specific areas to review in the value for control include planning, empowering employees and protecting the workplace. The control process assumes that performance standards already exist; the step control process involves measuring genuine performance, taking managerial action and comparing genuine performance alongside a typical. (Robbins, S. , & Coulter, M. , 2007 P. 35).


Bensinger, K. , (2008). Organizational behavior: managing people and organizations. University of California: Cengage Learning: ISBN 0547167334, 9780547167336 Bergman, R. , & Coulter, S. , (2006) POLC Pearson Education. University of Princeton: Princeton: ISBN 1842772392, 9781842772393 Camp, R. , (2007). The new manager’s survival manual. University of Michigan: John Wiley and Sons: ISBN 0471109878, 9780471109877 Creel, R. , (2009). 10 ways to delegate more effectively. Organization theory and design.

The University of Michigan: West Pub co.: ISBN 0314463410, 9780314463418 Crowley, M. , (2009) Controlling American Inter Continental University Unit 5 chat Session. Lannon, R. , (2008). 12 Rules of Delegation. Creating policies from results: from chaos to clarity. University of Michigan: ALA Editions: ISBN 0838935354, 9780838935354 Paauw, K. , (2009) Delegation Checklist. Managers as leaders. Pennsylvania State University: Harvard Business School Press: ISBN Richter, M. , (2009. How to Create a Leadership Vision Driven by Intrinsic Motivation. University of Michigan: SAPES Books: ISBN 177905047X, 9781779050472

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