DQ#2 human services

Human Services

2007

There are several roles that a manager should carry out to help their organization to become successful and so that the employer may be assured of a business that may last very long if not a lifetime Some of these are the following

First of all , he or she should play the role of a dedicated person and should practice or observe serving for a cause instead of just doing what the job asks him or her to (Sugarman , n .d . Simply put he or she should be

motivated to do the right thing as well and not limited to what the job require him or her to (Sugarman , n .d

Second , he or she should play the role of an individual who is motivated by physiological needs , safety needs , social needs , needs for esteem and for self-actualization , he or she should be inspired by advancement , the work itself , personal growth and responsibility instead of just recognition , achievement , affiliation and power (Sugarman , n .d

Third , a manager should play the role of someone who inspires trust (Sugarman , n .d

For example , he or she should not direct his or her subordinates as to how they will do your job , he or she should have full confidence in them and will just get back on them when they 're ready with the results instead of just supervising them from time to time and nag them on such processes they should take , which he or she thinks is systematic (Sugarman , n .d

Fourth , a manager should play the role of a person who can 1 ) innovate instead of just administer 2 ) do the right things instead of just doing things right 3 ) develop instead of just maintain 4 ) keep and think of a longer-term perspective 5 ) challenge instead of just accept the status quo as well as 6 ) keep his or her concern for his or her subordinates instead of just the tasks and responsibilities and 7 originate instead of just imitate (Sugarman , n .d

Last but not least , a manager should play the role of an understanding individual who

will try to walk in someone else 's shoes instead of just listening to how his or her subordinates say things (Sugarman , n .d

References

Sugarman , K (n .d . Leadership Characteristics . Retrieved July 22 , 2007 from

HYPERLINK "http /www .psywww .com /sports /leader .htm http /www .psywww .com /sports /leader .htm

_DQ 2 human services

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