Introduction
I have been a project manager for four years and got a lot of experience during this period. I was hired by the Board of Trustees, which responded to the President and the Board of Trustees and was capable of carrying out the rules and directives that the Board established. The Project Manager is accountable for ensuring that strategic goals and the company’s vision, mission, and critical values are achieved and for implementing the company’s programs, services, tasks, goals, and objectives. This is done with the company’s vision, mission, and fundamental values.
The Project Manager is responsible for all aspects of the firm and, on a day-to-day basis, directly supervises all company house functions as stated by the Board. Additionally, the Project Manager will ensure that all company operations work in tandem with one another. The Project Manager acts as a bridge between the Board and the staff as well as the committees, enabling the Board to circumvent the complexities and the short-term emphasis that are the duty of the staff (Alyammahi et al., 2020). Because of this, the Board of Directors will be able to concentrate more fully on the more strategic and long-term aspects of business governance. The Project Manager is responsible for preparing any special reports that the Board may want and providing feedback on how successfully the company’s policies, procedures, and programs are being implemented.
Operational Experience
At my last job, I was in charge of creating and implementing all service and operating standards, as well as the training that went along with them, which ultimately led to the full realization of our Mission, Vision, and Values (MVV). I was responsible for implementing and overseeing the processes designed to bring in new members and events that generate income. The management staff, as well as the standing committees, are responsible for the development of these activities. As the Project Manager, I was responsible for identifying and implementing options for increased productivity and cost savings that did not compromise the quality of service provided to members and guests. I was in charge of leading our firm operations to ensure the best possible quality and standards of food, beverage, catering, and other related services. I confirmed that the business would not be put in a situation where it would be liable for anything, including failing to comply with regulatory standards, acting negligently, or making poor management decisions.
To assist the Board in assigning priorities to both long-term and short-term objectives, the Project Manager acts as both a catalyst and a facilitator. It is up to them to put the plans into action to attain the goals and report on the progress toward those objectives. Together with the Controller, the Project Manager is accountable for monitoring the state of the company’s finances, establishing budgets for Board approval with the participation of the Finance Committee, and estimating cash needs in comparison to requirements. The Board is responsible for receiving timely recommendations regarding budget adjustments, cash needs changes, and other financial matters, along with appropriate proposals for corrective action (Alyammahi et al., 2020). These recommendations should be delivered on time. The Project Manager will assist the Committees in their consideration regarding prioritizing the capital budget and will coordinate this process through the process of receiving approval from the Board.
Personnel Management
As a Project Manager, I had to recruit and discharge company staff authority except for the Course Superintendent and Head Professional. These hiring and firing decisions require approval from the Board and the President. I designed, maintained, and distributed a core management philosophy that understands our personnel is crucial to our sustained competitive advantage. I had a goal to guide every member of the company’s staff in the direction of ideal business performance, employee morale, and customer service.
I contributed to the design of programs that, following the aspirations of the Board, are meant to stimulate and improve the performance of members of the staff. These kinds of programs and initiatives should consider the requirements of the employees and the members, and they should show respect to all of the constituencies. To ensure that the goals and objectives of direct reports are set, understood, assessed, and improved on an ongoing basis to satisfy the expectations of the position, the project manager’s primary responsibility was to take this responsibility (Alyammahi et al., 2020). These goals and objectives are supposed to be in sync with the accomplishment of our MVV, as well as the general corporate objectives, and they are supposed to be supportive of the PM objectives.
The Project Manager presented an annual report to the Board, including a summary of the findings of staff performance evaluations, highlighting outstanding and “important” individuals. The Board should have a conversation about the initiatives to keep exceptional and critical workers. An objective of reduced turnover by these outstanding and essential individuals should guide the Project Manager. The Project Manager was responsible for developing and monitoring fundamental personnel policies, ensuring that they complied with applicable laws and regulations and the Board’s aim to treat employees fairly at all times.
Leadership
As a project manager, I was responsible for providing key managers and staff with energizing and motivating leadership. I took the initiative and was willing to bear responsibility for the Organization’s overall performance in all domains. In addition, I ensured the company’s consistency and continuity and demonstrated outstanding executive leadership across all aspects of the Organization, including the Board and Committees. Characteristics of a leader include having a solid moral compass, integrity, humility, and respect for others. The Board of Directors is responsible for addressing any persistent deficiency of these traits that may be easily identified by the members of the Organization as well as the employees.
A significant component of leadership is maintaining fruitful lines of communication with the Board, the staff, and the members. I had a comprehensive view of the situation and could communicate the large picture and the path that needed to be taken. The Project Manager is responsible for making decisions. For example, I caused judgments, took responsibility and ownership for them, and contributed to our shared achievement within the parameters of the role (Alyammahi et al., 2020). The successful Project Manager is evident to both the members and the employees of the Organization, and they pay attention to the feedback, compliments, and critiques they provide.
As the Project Manager, one has to come up with creative and proactive solutions to identified problems. These solutions had the potential to be implemented despite the limitations imposed by the budget while remaining in line with the values of the firm. The Board relies heavily on the Project Manager as its primary information resource regarding external factors that may impact the Club. As a result, I supplied the International Growth Centre (IGC) with information on concerns and trends, along with my recommendations for how they should proceed to deal with the potential implications.
Organizational Problem
I could identify and handle the problem of verbal and written communication throughout the Organization. More specifically, the issue was one of poor communication. Latent errors are “weaknesses in a system that improve the risk of adverse events.” Ineffective communication is an example of a latent error. In the company where I used to work, there was a problem with communication, which led to other errors being made, ultimately resulting in our failure to meet quality and other regulatory criteria. The core issue that we have with poor communication among employees, customers, and family members leads to various additional problems and errors.
Not only did ineffective communication result in other errors, but it also created issues for the company. Poor communication has produced several organizational challenges, including conflict between departments and individual staff members, uncertainty among personnel, unsatisfactory quality of treatment, and high turnover rates among workers (Alyammahi et al., 2020). It was not happening regularly; thus, departments lacked communication regarding clients and their behavior, wellbeing, and other related topics. This lack of communication led to frustration and animosity between departments and individuals. The employees’ motivation and performance were subsequently negatively impacted due to this frustration. The staff members had been left in a state of confusion due to poor communication on new clients being admitted, clients transferring to different levels of care, and clients being discharged from the facility. Additionally, the administration’s policy changes were not sufficiently communicated to the staff, which again led to an increase in confusion and a reduction in consistency. These two organizational issues had a significant part in the third and fourth challenges: offering a quality of care that was below standards and having a high turnover rate among employees.
Degree of Ambiguity and Uncertainty
The process of actively communicating with another person or persons about a specific topic is known as interactive communication. The internet, social media, and electronic media are only a few examples of the many different kinds of media that can support interactive communication. On the other hand, ambiguous information is the sort of information that can be understood in various ways. It is essential to make effective use of communication in a setting with excessive uncertainty so that it can contribute to the process of making sound decisions.
The lack of clarity inside the Organization had slowed things down to the point where it had come to a complete halt when the decision was not made. However, workers that display ambiguous tendencies did not see a rise in their self-confidence levels due to strategic ambiguity (Alyammahi et al., 2020). Because they did not believe they could make a decision, the workers did not consider it noteworthy when one was reached. It was brilliant to assign the talented representatives to the appropriate obligation and relocate them; as a result, they will improve step by step.
Ambiguity and uncertainty in this Organization had been caused by the use of ambiguous concepts and expressions and the omission of vital data. It happens when communicators, speakers or writers, use words or expressions that are inherently ambiguous and capable of reflecting or expressing hidden meanings. This occurs when communicators, speakers or writers, use ambiguous terms or phrases (Alyammahi et al., 2020). In addition to its apparent purpose, at least to the people who are reading or listening to it, if not to those who are writing or speaking it. The omission of information was another significant cause or component that contributed to ambiguity in human communication. This is because, in most instances, the correct use of punctuation marks helps in communicating and comprehending the intended meaning that the speaker or writer is trying to convey. Therefore, the absence of important punctuation may not explain the designed meaning. As a result, the communicator’s statements or ideas may be open to double or multiple interpretations regarding their semantic content.
Conflicting Values/Priorities
The conflicting values and priorities to be balanced were misunderstandings between staff members, mistrust and hostility, and strained communication. For instance, the first overarching characteristic was the staff and personnel’s propensity to misread one another’s words and deeds. People from cultures that are not comparable to one another have a hard time talking with one another because they rely on different meaning systems, norms of communication, and behavioral expectations (Alyammahi et al., 2020). Because other groups frequently had varied ways of perceiving, defining, and responding to conflict, more confusion and erroneous impressions emerged.
The second value that arises from moral conflict is that employees tend to acquire mistrust and suspicion toward management and even a feeling that the other group constitutes a threat to their basic survival. This is the second value that arises from moral conflict. Because various organizations have distinct sets of values and systems of meaning, efforts made by one side to defuse or settle a disagreement are frequently misconstrued as an act of hostility by the opposing party.
The final value in conflict was the hostile nature of the connection between the employees, the staff, and the management. This was reflected in the communication that took place between these groups. Personal attacks, denunciations, and curses were the most common forms of communication in moral disagreements, in contrast to more sophisticated forms of rhetoric, which involved the exchange of arguments to arrive at a set of views that could be held in common.
Handling Poor communication in the Organization
Without effective communication, we will never be able to fully achieve all of the requirements, which will impact the treatment provided to patients. A corrective initiative was devised and carried out with great success to address the issue of inadequate communication appropriately. To solve this issue, the staff was mandated to keep a record of the client activity and any anomalies that arose during each hour of their shift. In addition, department heads had weekly meetings to discuss important topics and ensure that all departments maintained consistency and worked from the same page (Alyammahi et al., 2020). Communication was improved, which contributed to the successful operation of the center and improved the level of care that the company was able to deliver to its clients as a result of the initiative’s implementation, control, and analysis of its results. The book emphasizes the criteria for performance that must be considered, including the necessity of change, the commitment of top management, the obligation, resources, a responsive and capable culture, a clear strategy, communication, and execution.
I employed facts that would inform me as to whether or not this project successfully addressed the inadequate communication problem to guarantee that this initiative was adequate in its response to the problem. Using surveys was the most prominent strategy to determine the achievement of this attempt to improve poor communication, and it was also the most straightforward method. These surveys, a part of the effort, were designed to be more specifically targeted to measure communication effectively.
Communication channels between the heads of the various departments were necessary to implement the plan properly. The executive director required weekly updates from each department head, including myself, on the progress made and any problems arising within their respective departments. Because of this, department heads were able to strategize, and at the same time, they could ensure that communication inside the department was getting better (Alyammahi et al., 2020). The non-managerial staff members were to speak with the department heads about their communication experiences, whether they were favorable or adverse, with both other staff members and customers. This step was taken to guarantee that department heads are actively addressing communication concerns.
Communication across the various departments was necessary to maintain participation in the proposed communication project. Because communication was identified as the issue that required fixing, there was a pressing need to enhance communication across the various departments. This must be done because if there is no communication between the departments, this problem will continue to be a problem, and it has the potential to have a substantial impact on the Organization (Alyammahi et al., 2020). This communication was facilitated by department heads, who ensured that their personnel adhered to the new policies and procedures.
Conclusion
For the past four years, I have worked as a project manager and gained valuable expertise. Previously, I was in charge of developing and implementing the company’s service and operational standards and overseeing the associated training to help the company achieve its Mission, Vision, and Core Values in full (MVV). My job as the project manager was to give energetic and motivating leadership to the project’s senior managers and employees. I was willing to undertake responsibility for the Organization’s overall performance in all areas.
I recognized and addressed the issue of poor communication in the workplace, both orally and in writing. The main problem was a communication breakdown. Frustration and resentment grew between departments and individuals due to a lack of communication. As a result of the communication breakdown, there was resentment and hostility among the many departments and persons involved. As a result of their frustration, the employees’ motivation and productivity were significantly affected. The removal of critical information and confusing concepts and idioms have contributed to a culture of ambiguity and uncertainty within these organizations. Misunderstandings, distrust, and antagonistic and strained communication between staff members were the contrasting ideals and priorities that had to be balanced. For example, both the staff and the employees tend to misinterpret the words and actions of one another. The establishment of lines of communication among the various department heads was critical to successfully executing the strategy. All of our department heads were expected to provide weekly updates to their executive director about their individual departments’ accomplishments and issues that had occurred over the last week.
Reference List
Alyammahi, A., Alshurideh, M., Kurdi, B.A. and Salloum, S.A., 2020, October. The impacts of communication ethics on workplace decision-making and productivity. In International conference on advanced intelligent systems and informatics (pp. 488-500). Springer, Cham.
