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Example research essay topic: Management Training For Wji Part 2 - 1,578 words

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... with matters of daily living helps employees and their families adjust to life in the new environment, thereby enhancing their self-management competency. POSITION DESCRIPTIONS Position descriptions are used by WJI to formalize basic performance expectations. These are used to understand the organizations expectations of employees positions. To meet the needs of WJI and the employee, the position description contains the following information: A listing of the basic duties of the position. Duties should be described in as much detail as is needed to make performance expectations clear.

The description of duties should also reflect the values of the organization. A description of the decision-making authority of the position. This could be incorporated into the description of basic duties or written separately. The degree of autonomy in specific duties should be clear. A description of the minimum level of knowledge, skill and training required to perform the position duties. This should include a delineation of equipment used in the performance of the basic duties of the position.

A description of the extent to which the position is responsible for the work of other employees. The extent of that responsibility should be clearly defined. Is the responsibility complete or limited to specific situations? A description of the physical demands of the situation. This should be quantified if possible. The organizational and supervisory relationships of the position.

This would include the position title, organizational component and title of the positions supervisor. Script for orienting new employees Training is the process by which position-related skills are taught. The more complex and non routine the skills needed, the more training is required. This is important in the orientation so that the employee knows the companys expectations of him in his job and the restrictions that he needs to exercise in performing them.

SCRIPT TO BE FOLLOWED BY THE HR STAFF ORIENTING EMPLOYEES We at HR feel that it is important to address several issues, as you become a part of our organization. We shall introduce you on Total Quality Management. This is the continuous process of ensuring that every aspect of production builds in product quality. We shall also look into some sensitive issues so that you know what we value most here. For a start, TQM is an organizational philosophy and strategy that makes quality a responsibility of all employees. Organizations pursue TQM through various methods of preventive and corrective control, which are intended to ensure high levels of customer satisfaction.

Total quality management involves building in quality from product planning to design to evaluation to pre-production to purchasing to production to sales and service. The TQM strategy gives quality, rather than short-term profits, top priority. The only constraints are economic feasibility and competitiveness. As employees for this company, you need to be aware of the basic principles of Total Quality Management (TQM) philosophy in doing business here. These are 1) satisfy the customer, 2) satisfy the supplier and continuously improve the business processes. 1).

Satisfy the customer This is important because the person who pays for the product must be very pleased with his transaction. It is a known fact that customers get their moneys worth from a product or service that they bought. In the same manner, if the user is different from the buyer, then ultimately, the user must be very satisfied. Incorporated here is also making customers feel valued by the extra service we do for them. This will go a long way in making them valued customers. 2. ) Satisfy the supplier Another TQM principle is to satisfy the supplier. These are the persons or organizations where one buys good and services.

We need to pay the suppliers on time. This also includes the internal suppliers who are the workers themselves. WJI will give you the proper instructions and reward deserving employees, too. Taking care of the internal suppliers who are the employees themselves takes extra care. The organizing function of management is said to be most critical when it comes to the organization of human resources. In coming up with the formal organizational structure of any company, many factors come into play.

Management will have to take into consideration the duties and responsibilities of each position, the overall functions of a department, the levels of control to be assigned to each position, and unify all of these factors into a working structure held together by the many interrelationships which actually exist in it. WJI knows that the organizations structure must be based on and suited to the companys mission and vision statements, and goals. 3. ) Continuous improvement There is a need for a healthy competition and so changes must be always welcome. There is always room for improvement. WJI encourage our employees to work smarter. We need to examine the source of the problems and think of possible solutions. These improvements are best to come from you yourselves who are exposed to the job all the time.

Indeed, the principles of TQM are to seek to satisfy the customer with top-rate quality goods and services. Continuous improvement needs a strategic plan that has several important uses to an organization. A strategic plan causes the organization to perform an honest assessment of its strategic position. It does this by providing the impetus for an organization to assess its internal and an external environment. The assessment of internal conditions should lead the organization to an honest understanding of its strengths and weaknesses. Organizational strength can come from characteristics such as a loyal staff, previous successful experiences, or a sound financial position.

Characteristics that can weaken an organization include an aging physical plant, management / labor conflicts, an inappropriate management structure, or an inexperienced staff. An organizations external environment can present both opportunities and threats to future success. (Kurtus, Ron). The strategic plan can be used to identify internal organizational problems. Problems are identified as a natural outcome of analyzing the organizations strengths and weaknesses.

The strategic planning process then causes the organization to address the short-and long-term implications of the identified problems. The response to this assessment is the development of a logical action plan to resolve problems so that organizational goals might be achieved. Expectations for organizational performance and priorities for management action are delineated in the strategic plan. From these expectations will come the direction for all organizational activities and expenditures. The strategic plan will also provide the basis for setting productivity standards.

These strategies will provide an objective basis for setting productivity standards. They will also provide the objective basis for appraisal and reward of employee performance. They can be used as basis for the development of management performance expectations. This can be done through the assignment of responsibility for specific parts of the strategic action plan. In this way, the success of the employee is tied directly to the success of the organization. Through the use of incentive or bonus reward systems, the success of the organization can be tied to the success of all employees.

TRAINING PROPOSAL Training refers to improving an employees skills to the point where he or she can do the current job more effectively. Development programs sometimes are intended to help employees gain a broader perspective than that needed in the current or next job. As part of the training, this organization will encourage employees to attend to management development programs. This organization wants to broaden these managers perspectives and prepare them for managerial positions. Because employees from various organizations are involved in such programs, participants learn not only from the instructor but also from their peers. Training in these programs often is designed to help participants develop strategic action competency.

One month after entering the position, the employee will be having his benefits such as paid vacation, personal and sick days, holidays and health, dental, life and disability insurance. A year after entering this position, there will be more growth opportunities available. These can come in a variety of forms. Common opportunities include access to tuition reimbursement, continuing education, exposure to a variety of experienced staff and promotional opportunities such as a career ladder.

For this employee hiring, the organization envisions not only a menial task of supervisory and monitoring of the needs of the people under him in the organization but also the important challenge in preparing the people to be expatriate employees working in a nation other than their home country. Without this preparation, such employee may not be able to take on and successfully complete an overseas assignment. Particularly important is cross-cultural training including cultural awareness, language instruction, and practical assistance with matters of daily living. Such training improves employees global awareness competency by creating sensitivity to the host countrys culture and appreciation for it. Language training improves an expatriate employees communication competency. Practical assistance with matters of daily living helps employees and their families adjust to life in the new environment, thereby enhancing their self-management competency.

REFERENCES Corner JL. Wall TD. Work design and supervisory practice: A model. Human Relations 1985; 38: 425 - 441.

Kurtus, Ron. Basic Principles of Total Quality Management (TQM). Accessed 19 August 2006 at: web Miles, RE> Theories of management: Implications for organizational behavior and development. New York: MCGraw-Hill, 1975: 51 - 71. Peters TJ and Waterman RH. In search of excellence.

New York: Harper and Row, 1982: 55 - 86. Schermerhorn JR. Improving productivity through high-performance managerial development. Health Care Manage Rev. 1987: 12: 49 - 55.

The Marketing Mix. Accessed 19 August 2006 at: web


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Research essay sample on Management Training For Wji Part 2

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