objectives and goals in an organization
In order to be effective at accomplishing objectives and goals in an organization, managers and leaders must employ a copious amount of strategies in order to get the job done. While examining the “Skills Exhibited by an Effective Manager” (Kreitner & Kinicki, 2013, p. 16-17), I realized that there is at least one key areas where I have a strength and weakness. Although we should always endeavor to improve our strengths, we must also look for ways to shore up our weaknesses.
The strength that I can associate my managerial style with on the table is as follows:
1. Clarifies goals and objectives for everyone involved.
Clarifying goals and objectives is mission critical. If your employees do not understand what their goals are, then they are essentially flying blind. Managers must seek clarity and understanding. Executive managers should be able to ask any employee in their organization what the goals are for their areas and get a correct response as long as the goals and objectives are taught. Employees need to know where they stand and how their particular job impacts the goals and objectives in an organization. At my employer, we utilize a Franklin Covey philosophy to administer new goals. The system we use is called “The Four Disciplines of Execution”. The Four Disciplines of Execution follows a very strict format for identifying goals and executing the goals with efficiency (“The 4 Disciplines of Execution,” n.d.).
The weakness that I can associate my managerial style with on the table is as follows:
1. Plans and organizes for an orderly work flow.
Generally speaking, I am great at delegating work. What I fail to do sometimes is plan and organize the assignment that is being delegated. I recently took a situational leadership class that helped me to identify my leadership style and the learning styles of others. Now, I have a better understanding of how people learn new tasks and what their comfort levels are with new assignments. For some employees, delegating an assignment is no tall order but for others, if they are not capable of completing the assignment, they may need additional assistance from the managerial level.
Kreitner, R., & Kinicki, A. (Eds.). (2013). The managerial context: Getting things done with and through others. Organizational Behavior (10 ed., pp. 16-17). Retrieved from GCU Library
The 4 Disciplines of Execution. (n.d.). Retrieved from http://the4disciplinesofexecution.com
 Main forum was: “In many organizations, being “people-centered” is considered soft, irrelevant, and unrelated to profitability. Using support from historical perspectives of organizational behavior along with your assigned article readings regarding conscious capitalism, explain how you would rebut these arguments. Use the conscious capitalism concept as a framework and consider at least two companies that have successfully adopted this business philosophy to gain success and combat traditional corporate approaches. How do these companies embody the tenet of “higher purpose” and create deeper meaning by focusing their goals beyond profits and inspiring their stakeholders?”
 Main forum was: “Review the “Skills Exhibited by an Effective Manager” (Table 1-2 in Organizational Behavior). Identify your particular areas of strength and discuss opportunities for your own development as a manager.”