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BUS 302 Management Concepts

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BUS 302 Management Concepts

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Course Code: BUS302
University: Strayer University

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Country: United States

Question:
Imagine your manager has requested that everyone in the company take the StrengthsFinder test. Now, your manager has asked you to put together a training tool on how to best coach and develop employees in the decision-making process who have varied strengths.Write a document for your manager in which you:Describe a decision-making process for employees with two different strengths. Determine how the process might be approached differently for each employee to produce the best results. Use scenarios to convey your idea.Explain how a manager could develop employees with different strengths. Use scenarios to convey your idea.Format your assignment according to the following formatting requirements:This course requires use of new Strayer Writing Standards (SWS). The format is different than other Strayer University courses. Please take a moment to review the SWS documentation for details. 
Answer:

Introduction
Once a year, many employers setup meetings with the workers for a review. This acknowledges various areas to the employees where they are lacking and needs an improvement. But what happens the other 364 days of the year? Individual decision-making is related with making up one mind, by knowing their strengths they can be stronger in their decision making. In the team decision making, an alternative is chosen by the team, however, each individual still needs to know their strength.
Team Environment
An effective environment of decision-making is created with the help of interaction of team members. In exploring environment, the focus needs to be on how team members listen to each other stand in regarding with opinions, and how they present their position. Moreover, an environment in which every team feels comfortable in sharing of their thoughts and ideas for the purpose of quality decision making.
In any business organization, decision-making plays an important role. The decision or choice of the business owner or manager also decides the success or failure of business (Kirzner, 2009). Historically, managers are responsible for passing knowledge and skills with the help of mentoring and coaching but now in the dynamic world, managers are overburden with various other works and responsibilities and they can barely focus on the employees. Therefore, the company need to support the mangers in respect to performing the work.
Managers and supervisors also need to gain various skills for coaching their subordinates (Brandstatter, 2011). The dynamic environment of today scenario put more pressure and the key to reduce this pressure is to make the most of your valuable resources. There are various decision-making models which can be learned and used as they help team member to taken intentional choices as per the most appropriate decision. There are few models discussed below which states how we work to influence and manipulate the team decision-making process.
Training tool one
As a group, decision-making models can be proved to be very valuable. Moreover, “one can pursue psychological ownerships by forcing “Responsibility” and this make feels emotionally bound in the process of completion (Lane, 2018). Apologies will always be not enough and so excuses will be totally unacceptable. Until you made restitution, you will not able to live with yourself. The reputation can be created with this conscientiousness, which is framed in ethics, and an obsession to do things correct. While giving new responsibilities, individuals will always look to you first, as they know, it will get accomplished. You must be selective if people come to you for assistance. Therefore, your willingness to agreeableness may lead you to take more responsibilities.
Training tool two
In second type of training, it is related to find what type of goals you want to set. There will always be daily goals in a form of to do list. Moreover, your future objectives are connected to your daily goals. Therefore, now you have ultimate goals. These ultimate goals will always linked to excellence. Therefore, in this process of though, you are an “Achiever” which drive you through high motivation and make your goals achieved in a very effective form and with increased productivity (Shen, Chanda, Netto and Monga, 2009).
The term “Achiever” is connected with constant need for achievement. At the end of the day, to make yourself feel good, you must need to achieve something tangible and you will have an internal fire burning inside you that pushed to do more and achieve more.
As when you reach your goals, the fire falls for a moment but it will again regenerate itself and motivate you for the next accomplishment. Your continuous need for achievement may not be logical or focused but it will always be connected with you. You can always check the blow on to get you started on new project or challenge. A renewed energy will be evolved and that makes you work for long hours (Ariss, 2010). It is also the power supply that forces you to set pace and show the productivity of your team. Therefore, take a second to appreciate your achievement.
Conclusion
Developing strengths start with initiatives and drive. There will not be any force to employee. In respect to developing the competencies of your team individuals, there will always be the other side benefits. In addition, the most rewarding experiences in a career are to watch team members nurture into their roles and building of their skills for the achievement of the project.
References
Andrea Lane. 2018. 11 Ways Highly Successful Leaders Support Their Team. https://redbooth.com/hub/successful-leaders-support-their-team/
Jie Shen, Ashok Chanda, Brian D’Netto and Manjit Monga. 2009. Managing diversity through human resource management: an international perspective and conceptual framework. The International Journal of Human Resource Management, 20(2), pp.235-251.
Akram Al. Ariss. 2010. Modes of engagement: migration, self?initiated expatriation, and career development. Career Development International, 15(4), pp.338-358.
Hermann Brandstatter. 2011. Personality aspects of entrepreneurship: A look at five meta-analyses. Personality and individual differences, 51(3), pp.222-230.
Israel M. Kirzner. 2009. The alert and creative entrepreneur: A clarification. Small Business Economics, 32(2), pp.142-152.

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