Please describe the ability of current leadership in your work environment to prioritize and delegate tasks.
The leadership in our organization is good at delegating skill-specific tasks that are routine; however, there arises a problem in the delegation concerning non-routine tasks. More often than not, the leaders rush to meet deadlines of less frequent functions because it is not clear from the onset who has which responsibility.
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Is your leader using tools such as a to-do list that is prioritized the importance and urgency of tasks?
The leader in our organization has a to-do list. The to-do list is used as a guideline on the day-to-day operations of the organization and can be modified to meet emerging requirements and challenges.
Does your leader create task assignments and action plans for the team following meetings or planning?
Yes, there is a meeting where we prioritize tasks and develop a priority list. The priority list help achieve short-term goals within a set period; usually a week or month. The short-term goals are in line with the organization's long-term goals.
Does your leader block out time for essential tasks when necessary?
Yes, when the need arises, the organization’s leadership stops all activities within the organization and has employees focusing on one particular task. This happens when we are doing an internal audit to determine the organization's progress; usually ones a year.
Specifically, discuss, either as a positive or negative, how your leadership's abilities in these areas impact the efficiency and effectiveness of work.
The ability of leaders in our organization to delegate task helps the organization operate efficiently and effectively (Light, 1998). Skill specific tasks are delegated to persons who possess those skills. Routine tasks are delegated to different employees depending on their skill sets and workload. This creates a harmonious working environment where each person knows their responsibility and timelines.
Please review the strengths and weaknesses chart for Wile E. Coyote
Wile E. Coyote is a highly motivated character who does not seem to give up despite his numerous failures. He comes with an ingenious invention to catch the roadrunner; however, the witty inventions always seem to be his undoing every single time. The coyote lacks focus on what it is he is looking to achieve. Ideally, the goal is to catch the roadrunner; however, the coyote seems to be more focused on developing more elaborate and complex contraptions for finding the roadrunner. He has lost sight of the objective; therefore, despite his best intentions and motivation, he never seems to catch the road runner (Light, 1998).
Identify one strength and one weakness that is most closely shared with between your current leader(s) and Wile E. Coyote.
Just like Wile E. Coyote, the leaders in our organization are highly motivated and also work hard to motivate other employees within the organization. However, sometimes, there seems to be a tendency to come up with specific ways of doing things that do not consider the intended results. This creates a situation where, despite the best intentions, a lot of effort is lost, and very little progress is made (Light, 1998).
Do you agree that these are the lead motivators for staff?
There are no clear cut motivators that apply across the board. For some people, compensation is a very important motivator while for others; factors such as personal fulfilment play an important role. In a situation where monetary compensation is optimum, personal growth and fulfilment in serving others become lead motivators (Light, 1998).
Would you instead make a lot of money or do something that you love, and that is fulfilling to you?
I would instead make a lot of money; however, I would have a schedule where I create time to do what I love. I would also commit the extra resources I acquire from work towards the realization of what I love.
Please also discuss how external markets and environments play a role in the importance of finding motivation and job satisfaction.
The external markets and environment play a role in determining employees' levels of job satisfaction and motivation. A work environment that aligns the organization's goals with those of the employees increases productivity and job satisfaction. In such a situation, employees gladly come to work because they feel their superior needs, such as self-actualization and social inclusion, are realized at work. Enabling environments where work and play come together create self-directed employees who employ their creativeness to meet organizational goals (Light, 1998).
For example, does the cost of living in an area or current job market change the conversation about pay and rearrange what is most valued?
Yes, in a situation where the economy is on an upward trajectory, companies are hiring, inflation is low, and the cost of living is manageable, compensation is not an essential motivating factor. Superior needs, such as self-actualization and social inclusion, play a dominant role in determining employee motivation (Light, 1998). An organization that creates an environment where each individual feels valued and has space to do their job will prosper during such times.
In a situation where the cost of living is high, inflation is rising, and companies are downsizing, monetary compensation becomes an essential motivating factor. People are scared of losing their jobs and will work extra hard to keep them. In such an environment and organization where the leadership employ close supervision, monitoring, and threats, employees are likely to perform better and meet its goals.
How important is it demonstrates how change is working? That there is some forward progress?
It is essential to share the progress an organization makes with its employees. Sharing the development with the employees enable them to link their input and results. This motivates them to do more of what is causing positive change and highlight areas that require improvement (Light, 1998).
Beyond data reports, please describe how leaders should find ways to celebrate even the smallest successes and rally staff and community members around progress?
Leaders should not wait for the big win to celebrate. They should celebrate with employees, even on small matters. For example, if an employee is promoted, the management should create a little office celebration to celebrate the success of the employee (Light, 1998). This helps the employee feel he or she is part of a team and challenge others to put more effort and realize the promotion of bonus.
References
Light, P. (1998). Sustaining innovation: Creating Nonprofit and Government Organizations That Innovate Naturally . San Francisco: Jossey-Bass.
