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management issues in work place
For this assignment I would like you to identify a management issue at your current place of employment. If you are not currently employed, you can do a bit of research and find an issue that exists at another company.Using the concepts that you have learned in this course, come up with a solution to this problem. This paper must be at least 5 pages in length (not including the cover and reference page). You also need to do some research. You are not an expert (not yet, anyway!), so you will need to find experts that support your ideas. An excellent paper will include at least 5 different sources (including the text). Please make sure you use the terminology from the text to explain both the problem as well as your proposed solution.Your paper should be in proper APA format.
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************* MANAGEMENT ISSUE: ACCOUNTABILITY *** COMMUNICATION NameCourseInstructorDate Solving ********** Issue: Accountability *** *************************** ** * **** ******** ***** ** management ***** *********** ***** **** *** ****** ** the ********* **** **** *** ******** that *** ******* map to the well-being of *** ************ Accountability ** also **** ** ** an ***** ** ********** **** ********* *** answerable ** ***** ********* *** what they ** and **** supervisors *** acceptably as **** ************** ********* *** issue what *** organization ******* of *** ********* *** what *** ******** ******* to **** **** *** company(Austin 2012) ***** ***** ** ************** *** ******* ** ******** *********** *** **** ** **** ** maintaining the ******** ******* ethics *** value ** *** ******************* **** information ***** ******* ***** ********* ********* ******** ********* ********** and ******* evaluation ** performance ******** memos *** ********* ******* However **** of these meetings **** ** these ******* *** just transactions ** *********** ** **** *** ******* used ** give *********** ********** ********* ********* meetings *** *********** **** **** ** *********** ** ******* ** ** ********** *** success by ******* the ********* **** should ** accomplished(Sudbrink 2015) **** ***** highlights *** communication is ***** ******* *** ********** *** the ******** *** *** ** matters **** ** ***** transactional meetingsThe ************ ** the ********** job descriptions and *********** assessments show ** the ********* *** reviewed *** **** responsible *** their ************ **** *********** **** be ************ evenly **** ********* ********* ** ********* ****** be ******** ** ******* ** ***** ***** *** *** **** ************* ***** **** **** ** know *** ******* looks **** and *** ******* ** *** ******* ** well ** *** ************ ** ******* There should ** ****** *********** on how performance is ******** *** *** the **** *********** ** ********* ***** *************** ** regarded **** ********** **** performance *** ******* must know that **** performance is *** allowed ** the ********* and **** ************ and ******** steps **** ** followed ** **** sure that employees *** ********** *** ***** **** *********** ** ************** for **** performance ** not handled ************* ** can **** adverse ******* ** the ******* ********* **** ********** **** **** ******** ** **** ********** *** *** ********** ***** *** ****** in ******* ****** *** ******* ** work This trend can also **** ** ********* ****** ***** ** *** ********** *** *** ************ at ***** **** the ********* **** ** employees *** are **** ************************ ** ******** connected ** the ************ of different people in *** ************ The ********* are *** ********** ** ******** ** *** employers are held *********** *** **** ** answerable *** ***** ********* to perform ** ******** ** ***** *********** However *** the ************** ** be effective the ******* **** *********** ***** ******* ** the ********** ** ********** ** a ********** **** *************** Simmons & ***** ***** ********* ***** there is ** ***** communication ** the ***** and availability ** ***** *** *** performing the ******** **** ************** ** ****** ** ** ******** **** affecting the *********** ** all ****** ** *************** *** objectives workers ** *** ******* lack the yardstick *** ********* ** their *********** ** *** *** ***** They *** ****** ** depend ** *** ********* *** the established ********** **** *** ** performing towards ***** ***** ** **** organizations *** ************** *** *** ***** of directors formulate objectives *** themselves *** *** overall ******* while *** ************ ******** *** their goals **** *** overall ******** *** ******* should ** ******** ********** *** ******* through the **** managers who create ********** *** the *** **************** ********* *********** *** the workers ****** have a ***** ******* ** *** ***** they *** ******* ******* ********* ** ******** *********** level *** *** ********* that all ********* *** ********** *** ***** actions ******* *** ****** ** ********* *** **** ********** *** productivity ** *** **************** Simmons ***** ***** ***** ******* ** * ***** corporation ** ** **** to ********* who ** *********** *** some actions because ********* *********** **** ******* ************* to the *********** ******** and ************ ******** of ************* and accountability ***** **** **** *** *** components ** good management ************ ******* *** ********* ********* ***** are ******* ******* ** communication ******* ** the ******* ********** but ***** ***** ****** *** ** confused **** *** *** ** ************* *** ********* often require ************* with *** leadership ** ******** ***** *********** *** **** feedback on their ******* *** ******* ** *** ************* ****** be considered if *** message ** *** ************* ** to ** ******** useful(Sudbrink ********** ***** ** communication ******** and ********* *** the ***** ****** ** ************** ************** *** ****** ****** ** ***** is ** ************* ********* ***** *** ******* *** ******** to ********** *** if **** *** *** ******** handled *** ********** *** be ********** * ******* It is crucial **** * company **** * ******* ************* ** the ******** **** ****** ***** *** employees ** ***** ************ * **** ** ******* **** **** ***** **** ** ***** ****** development ********** and ***************** 2015) ***** *** *** *********** ***** the ************* and managers should **** to ******* accountability ** the ************** ****** ***** ** ******* that the worker ******* *********** **** ** ******** ** **** ******* ** their first *** ** ********* ** **** **** ****** be given *********** ********** their *** ********** *** ************ ********* ***** ********** ** *********** office ***** *** other ******** ****************** ***** *** information presented ****** ******* ***** ******* ** *** ******* and *** ******* of particular tasks **** ****** ********** ****** * ******* ***** of **** **** ***** ************* *** ************* ** this information *** *** ********* ** ********** accountable *** ***** ****************** on the other **** **** a ************* ****** ** *** productivity and ********** ****** they *** ****** ************ * treated in such * manner ** is ********* that **** get *********** ******** ** ******* ***** ****** Regrettably ** ** ****** for *********** ** ** ******** ** the ********** ******** ******* proper ******** **** **** ******* **** *** their *** **** Most ************* ****** ***** their ****** *** ******** ** *** *********** leadership **** ***** ** ******* whether *** lack ** ********* *** ************ ** *** ***** of *** ********** ** the ************ ** ************ ***** *** arguments ***** exist whether ** ** ** the ********** to master *** ***** ** *** *** ** ** ** *** **** ** the ******* to train **** and ******* them to ** bosses in the ********* However ** should ** **** ************** ** the supervisor ******* ** accomplish *** duties *** ************ should **** be ready ** ***** **** *** ******* them *** the ********** ********** ** *** **** ** * supervisor ** identify ******** ** *** ********** ******** *** **** ** **** **** ***** **** useful ***** ******* are made even ***** **** born ********** ****** **** learn **** ****** They **** out what ****** ** **** *** get ** ********* *** ******* *********** **** ******* **** ******* *** *** ***** **** desire *** *********** ****** not **** ***** *** *** ** *** unit ** visible ** *** whole ************ **** ****** learn ** ****** ****** ** ******* with poor ********** ********* But ** extreme ***** *** ************ ****** **** ****** *** *** suggestions ** *** supervisors(Sudbrink ****************** problem especially **** ***** to ********** ****** ** addressed *** ******** * ********* where *** ********** ******* because an ******** is *********** performing ****** *** *** organization ** *** ****** *** action The ********** assumes that the ******* is *** ***** ** **** *** ****** ********** *** *** poor performance(Green ***** ** ** ********** that ********** ********** *********** ** the ***** ** *** ********* ******* ***** ****** ** ******* ************ ******** in *** ************* ** *** ** handle **** performers It ** also ********** **** ** ****** *** ******** ** *** ************ ***** individuals **** **** *********** and ****** ** ******* or ****** will be **** accountable ****** *** *** ********** poorly can prove ** be ***** *** ****** ** *** ****** ***** ** **** as be ********** **** situation should ** ******* ************* *** in ********** 2013) ** ** demotivating for employers ** **** **** ****** *** *** *** ***** or unable ** rectify *** ******** ********** ********** accountability *** communication *** ********** for ******** the ******* ** *** ************* ** *** ************* ***** ****** accountability ******* the working *** will ** *********** that ******** ***** *** communication and attain ************ ** *** ********** ******** to ensure **** ******* *** *********** *** their actions ReferencesAustin D M (2012) ***** services ********** : organizational ********** ** social **** ******** New ***** Columbia University PressGraefe * ******* J * ***** White * * (2013) Overpromising *** **************** * ************* and ********** *** ***************** ************** ******* ******* * ******** ********** of Toronto ********** * * ****** ******** *********** conversations * * practical ******** to ******** ********** ********* discussions ******* *** WileyMackin D (2007) *** **** ******** tool kit * **** *** tactics *** ********* ********* ***** *** York: ************** * (2015) ******* **** GRIT * ********* Action *** ************** with Generosity Respect Integrity *** ***** Somerset * *********
