Internal relationship and interdependency (1)

In order to have all of these objectives done successfully, good communication skills and problem-solving skills are required. It seems to me that my team members are the people who have the most interaction with me. Some new graduates are arranged to my team by the human resource department for internships. Mostly, I tended to require them to start from data collection, which is the most basic but also critical part to fulfill the requirements of our job. Most of the business analysis is given in accordance with the data accuracy; in other words, a high sense of responsibility is required from these trainees when doing data collection.
Furthermore, Under the corporate governance of Yum!, an anonymous annual evaluation is held at the end of the year, which aims to avoid bribery and incorruption. The managers may be dismissed if they have made improper decisions regardless whether these decisions have harmed the company’s benefit or not (HIH Royal Commission, 2003). The evaluation is always connected with the departmental employees’ salaries, so this policy effectively stimulates the working enthusiasm.
In terms of the evaluation, a communication with the human resource executives is held regularly. All the managers will assess the trainees’ performance during the internship and give some recommendations as well; later, the human resource department would make relevant adjustment to the recruitment policy according to the feedback, in order to search for the talents who would be contributed to the corporate development.
A mutually beneficial relationship exists between the human resource department and other departments: we need the best fresh blood to fulfill the job; they need a better rank for the annual evaluation.
In terms of the corporate culture, we would like to save our experienced employees and make them feel celebratory to work in our corporation. So before initiating the manager’s job, I had participated specific inner management training about how to remain the employee’s loyalty.
It is generally believed that income and promotion are the main stimulation to enhance employee’s loyalty. However, I do not agree with the statement that material incentive is a guarantee to keep the employees’ loyalty. Their self-actualization and a favorable relationship with the manager are also required.
This does not mean that material incentive could be ignored. In my opinion, achievement of higher position and salary is a kind of self-actualization, but not all. When I was doing my job, I always arranged my team members to do the job they had more interest. By this way, tasks were always accomplished effectively and sufficiently. However, sometimes, I would like them to do some challenging works, which were the areas they had less familiarities. After accomplishment of these works, they always got a great sense of achievement and also competent with more positions, and I would have more options to arrange manpower.

Internal relationship and interdependency (2)

Everyone in the company has the same aim, to fulfill the job efficiently. During the process, I always need either technology or resource support from other departments, so I would never easily crush the relationship with any of my ally, neither subordinates nor superiors.
First of all, as a manager, it is vital or essential to get on well with the employees. Hence, when I communicated with my team members, I always treat myself as an ordinary coworker of them; and I never give them any order, but completed all the tasks with them. In my opinion, a manager is never a ‘chair leader’ who knows all about leadership without actually doing it. It is more like a bellwether or a navigator who organizes tasks, and completes them with all the employees. A manager is also an employee of the company; a good relationship with all the employees is just a kind of self-actualization to a manager, which show a