Order ID 53563633773 Type Essay Writer Level Masters Style APA Sources/References 4 Perfect Number of Pages to Order 5-10 Pages
Case Study 2
According to a recent Gallup survey, less than half of employees (45 percent) feel strongly that their employer cares about their well-being. Many realize that this needs to change. Practicing active, habitual kindness can transform the remote workplace and it can start today. A little reassurance, compassionate listening, a conscious effort to validate people’s fear and confusion all go a long way.
Employees and managers alike face unprecedented obstacles every day. In March and early April, as COVID-19 spread worldwide, a study by Mind Share Partners in partnership with Qualtrics and SAP found that 42 percent of respondents said their mental health had declined since the outbreak. Six months later, people’s anxiety, confusion, and despair are topics of near-daily reports in the news and on social media. Even if gestures of kindness and compassion were not woven into business as usual before the pandemic, they are essential now and going forward.
Unfortunately, the notion of kindness in the form of the simplest words and gestures often gets lost when CEOs and managers are in perpetual crisis management mode, struggling with layoffs, remote work technology, market woes, and a range of other frustrating disruptions.
While confronting these challenges requires time and unique skill sets, kindness does not. The value and rewards of kindness have been touted by leaders as legendary as King Solomon and Desmond Tutu to latter-day executives like General Motors CEO Mary Barra, known for her inclusive, employee-centric style.
Kindness is teachable. Ritchie Davidson of the University of Wisconsin has compared practicing kindness and compassion to weight training: “People can actually build up their compassion ‘muscle’ and respond to others’ suffering with care and a desire to help,” he said. Great leaders attest that it is not a sign of weakness or relinquishing authority to be consistently kind and to offer encouragement and show genuine interest in employees’ mental well-being in punishing times. New Zealand Prime Minister Jacinda Ardern, at once forceful and compassionate, remarked that one of the criticisms she’s faced over the years is that “I’m not aggressive enough or assertive enough, or maybe somehow, because I’m empathetic, it means I’m weak. I totally rebel against that. I refuse to believe that you cannot be both compassionate and strong.”
We’ve seen how stress can alter behavior. It’s jarring for managers to see normally calm, high-functioning employees show signs of confusion and burnout. Teams are failing to meet deadlines and executives tell me they see an increase in petty conflicts and a parallel pandemic of short tempers, exposed nerves, and increased sensitivity to perceived slights.
It’s important to remember that kindness is contagious as well as calming. And it is healing: the Mayo Clinic urges us to “intentionally set a goal to be kinder to others. Express sincerely felt kindness to a co-worker.” Science has confirmed what we observe in our daily interactions. According to the Mayo Clinic, acts of kindness activate the part of our brain that makes us feel pleasure and “releases a hormone called oxytocin that helps modulate social interactions and emotion. Being kind is good for our own and our employees’ mental health.” And that translates to improved morale and performance.
Here’s what Psychology Today had to say about kind bosses: “They have been shown to increase morale, decrease absenteeism and retain employees longer. Kind bosses may even prolong the lives of their employees by decreasing their stress levels which improves cardiovascular health.”
“Be kind, for everyone you meet is fighting a hard battle.” —Philo of Alexandria
The pandemic is not a time for a stern, iron-fisted approach to leadership and management. The virus’s vast fallout demands a kinder, gentler approach. What can CEOs and managers do to infuse their leadership with kindness and empathy? Here are straightforward, effective ways to practice kindness as a matter of course:
“I hear you.” Really listen. Be fully present and don’t judge. Encourage employees’ questions and concerns. Listen actively—no side glances at the phone. “When someone shares that they’re struggling, you won’t always know what to say or do,” write Kelly Greenwood and Natasha Krol in Harvard Business Review. “What’s most important is to make space to hear how your team members are truly doing and to be compassionate. They may not want to share much detail, which is completely fine. Knowing that they can is what matters.”
“”Are you okay?” Show a willingness to provide comfort and monitor for signs of distress such as social withdrawal and poor performance. Know when to refer an employee to professionals, suggest Lesley Hammer and Lindsey Alley in The Conversation.
“”What can we do to help?” It may be as simple as validating an employee’s personal challenges during the pandemic. But being kind might also involve taking an active role in offering mental health resources or creating a virtual support group or sounding board.
“”How are you managing these days?” According to the MIT Sloan Management Review, “some companies are creating deeper insights into the specific situations their workforces face by surveying home workers.” What they’ve found is that being single and working under quarantine alone carries a very different set of stresses than being a member of a working family with young children. For employees experiencing the pangs of social isolation, one company launched daily virtual coffee breaks. For those working while caring for children, leaders must be sensitive to issues of exhaustion and the difficulty of working during pre-pandemic office hours. “Leadership signaling that working unorthodox hours is okay could make a real difference to their stress levels,” according to the article.
“”I’m here for you.” Let your employees know routinely that you are there for them when they need to share concerns or simply require a sympathetic, nonjudgmental ear. Consider making yourself available at times outside work hours; these are not normal times.
“”I know you’re doing the best you can.” This statement is, with few exceptions, true. In scores of first-person accounts and on social media, people are reporting they are working harder than they did pre-COVID. This makes perfect sense; as layoffs and furloughs skyrocket, employees live in fear of losing their jobs. In times of crisis, bosses must alter their expectations. As Bryce Covert wrote in a New York Times op-ed, “Keeping output steady while maintaining our physical and mental health just cannot be done. We have to work less, and employers have to get on board.” Public schools are closed in a majority of states, most child care services have ceased operations, and a majority of couples with school-age children both have jobs. “These working parents are logging on after the kids are asleep and answering emails before they wake. Bosses must acknowledge how incredibly hard this has been.” But as Covert noted, “far too often, employers are acting as if little has changed. Their employees are responding to their expectations by working themselves even harder. Enough.”
“”Thank you.” Say it with sincerity and say it often.
Along with empathy and emotional intelligence, kindness is one of the most essential soft skills for good leadership. But in these times, it might be the most crucial one. To paraphrase Henry David Thoreau, kindness is an investment that never fails.
Answer each question in a paragraph
1. Describe the nature and role of Managing People:
2. Discuss why this is important as a result
3. Identify the concepts
4. Discuss the three components of the subject and how it can assist positively
5. What kind of leadership philosophy applies?
6. What kind of leadership solution has to be applied?
7. What is your overall analysis on the matter? Are your solution based on a long term or a short-term plan?
QUALITY OF RESPONSE NO RESPONSE POOR / UNSATISFACTORY SATISFACTORY GOOD EXCELLENT Content (worth a maximum of 50% of the total points) Zero points: Student failed to submit the final paper. 20 points out of 50: The essay illustrates poor understanding of the relevant material by failing to address or incorrectly addressing the relevant content; failing to identify or inaccurately explaining/defining key concepts/ideas; ignoring or incorrectly explaining key points/claims and the reasoning behind them; and/or incorrectly or inappropriately using terminology; and elements of the response are lacking. 30 points out of 50: The essay illustrates a rudimentary understanding of the relevant material by mentioning but not full explaining the relevant content; identifying some of the key concepts/ideas though failing to fully or accurately explain many of them; using terminology, though sometimes inaccurately or inappropriately; and/or incorporating some key claims/points but failing to explain the reasoning behind them or doing so inaccurately. Elements of the required response may also be lacking. 40 points out of 50: The essay illustrates solid understanding of the relevant material by correctly addressing most of the relevant content; identifying and explaining most of the key concepts/ideas; using correct terminology; explaining the reasoning behind most of the key points/claims; and/or where necessary or useful, substantiating some points with accurate examples. The answer is complete. 50 points: The essay illustrates exemplary understanding of the relevant material by thoroughly and correctly addressing the relevant content; identifying and explaining all of the key concepts/ideas; using correct terminology explaining the reasoning behind key points/claims and substantiating, as necessary/useful, points with several accurate and illuminating examples. No aspects of the required answer are missing. Use of Sources (worth a maximum of 20% of the total points). Zero points: Student failed to include citations and/or references. Or the student failed to submit a final paper. 5 out 20 points: Sources are seldom cited to support statements and/or format of citations are not recognizable as APA 6th Edition format. There are major errors in the formation of the references and citations. And/or there is a major reliance on highly questionable. The Student fails to provide an adequate synthesis of research collected for the paper. 10 out 20 points: References to scholarly sources are occasionally given; many statements seem unsubstantiated. Frequent errors in APA 6th Edition format, leaving the reader confused about the source of the information. There are significant errors of the formation in the references and citations. And/or there is a significant use of highly questionable sources. 15 out 20 points: Credible Scholarly sources are used effectively support claims and are, for the most part, clear and fairly represented. APA 6th Edition is used with only a few minor errors. There are minor errors in reference and/or citations. And/or there is some use of questionable sources. 20 points: Credible scholarly sources are used to give compelling evidence to support claims and are clearly and fairly represented. APA 6th Edition format is used accurately and consistently. The student uses above the maximum required references in the development of the assignment. Grammar (worth maximum of 20% of total points) Zero points: Student failed to submit the final paper. 5 points out of 20: The paper does not communicate ideas/points clearly due to inappropriate use of terminology and vague language; thoughts and sentences are disjointed or incomprehensible; organization lacking; and/or numerous grammatical, spelling/punctuation errors 10 points out 20: The paper is often unclear and difficult to follow due to some inappropriate terminology and/or vague language; ideas may be fragmented, wandering and/or repetitive; poor organization; and/or some grammatical, spelling, punctuation errors 15 points out of 20: The paper is mostly clear as a result of appropriate use of terminology and minimal vagueness; no tangents and no repetition; fairly good organization; almost perfect grammar, spelling, punctuation, and word usage. 20 points: The paper is clear, concise, and a pleasure to read as a result of appropriate and precise use of terminology; total coherence of thoughts and presentation and logical organization; and the essay is error free. Structure of the Paper (worth 10% of total points) Zero points: Student failed to submit the final paper. 3 points out of 10: Student needs to develop better formatting skills. The paper omits significant structural elements required for and APA 6th edition paper. Formatting of the paper has major flaws. The paper does not conform to APA 6th edition requirements whatsoever. 5 points out of 10: Appearance of final paper demonstrates the student’s limited ability to format the paper. There are significant errors in formatting and/or the total omission of major components of an APA 6th edition paper. They can include the omission of the cover page, abstract, and page numbers. Additionally the page has major formatting issues with spacing or paragraph formation. Font size might not conform to size requirements. The student also significantly writes too large or too short of and paper 7 points out of 10: Research paper presents an above-average use of formatting skills. The paper has slight errors within the paper. This can include small errors or omissions with the cover page, abstract, page number, and headers. There could be also slight formatting issues with the document spacing or the font Additionally the paper might slightly exceed or undershoot the specific number of required written pages for the assignment. 10 points: Student provides a high-caliber, formatted paper. This includes an APA 6th edition cover page, abstract, page number, headers and is double spaced in 12’ Times Roman Font. Additionally, the paper conforms to the specific number of required written pages and neither goes over or under the specified length of the paper.
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