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Nikora analysis

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Introduction

Management Research and Consulting Group (MRCG) Nikoloz Noniashvili Davit Gvasalia Archil Lursmanashvili Our consulting group is studying and researching management structures, organizational behaviours, crisis of different organizations and than proposes optimal solutions to problems and councils to improve. The target company we decide to study now is "Nikora Corp". We studied the general internal situation of "Nikora" and delivered them rational decisions based on this study and our theoretical knowledge (framework). Table of Contents Introduction 3 History 3 Organizational Chart 4 Empirical Findings 5 Managing Personal Stress 5 Solving Problems 5 Couching, Counseling and supportive communication 5 Gaining Power and Influence 6 Motivation 6 Managing Conflict 7 Empowerment and Delegation 7 Theoretical Framework 8 Couching, Counseling and supportive communication 8 Discussion 9 Recommendations 11 References 12 Introduction History Nikora Corp (formerly LTD) was established in 1998 with private Georgian capital. The company is the leader in food production on the local market. Currently, it produces meat and dairy products, semi-finished food products, fish products, bread, non-alcoholic soft drinks and wine. Besides, Nikora has founded a separate company importing high quality food products from several European countries. The company's mission is to produce high quality food products by means of introducing novel technologies. Nikora is paying great attention to customers and is willing to obtain and maintain the customers' trust by using natural ingredients in production, offering high quality products and service, satisfying the customer wishes and demands. ...read more.

Middle

Managing Conflict As any organizational and team, Nikora also had several conflicts. All problems and conflicts are solved by direct manager of department. Nikora also uses conference and team meeting to discuss issue and identify any alternative if possible. If conflict remains unresolved, company uses compromise. During our interview we identified Forcing, Compromise and Collaborative strategies working to solve problems. But yet Nikora seems to have fewer internal conflicts. Empowerment and Delegation During research, David noted that empowerment and delegation word is best used in his organization. For example during our talk, David asked his coworkers to do his job while interviewing. After our remark, he noted that any employee felt free to ask help and support, "we are like a big family heir" noted he. Organization has a strong responsive culture. Employees are requested for certain actions and jobs done. They are committed directly from the top management and expected to act fairly. So managers directly give orders. Book states information gathering dimension, which distinguishes concrete experience from abstract conceptualization. CE includes Theoretical Framework Couching, Counseling and supportive communication As we found that Nikora had a problem of supportive communication, we now discuss the theories of the relevant topic. Coaching and counselling are the issues of the supportive communication that should be used by managers for generating effective interpersonal communication. ...read more.

Conclusion

This will in order improve communication in the company, that itself will cause increased satisfaction, productivity, decreased employee turnover and overall better performance of the company. The managers should be provided a little training of leadership that will be directed to learn these two tools - coaching and counselling effectively. The training will cover all the specific of the supportive communication and all pros and cons of it. To give a brief recommendation that may be implemented without training we suggest managers to: * help subordinates improve their work skills by giving them advice or information or set of standards (coach) * help subordinates recognize and address problems involving their state of mind, emotions, or personalities (counsel) But, yet they must keep in mind to avoid defensiveness and disconfirmation that have quite negative effects. For avoiding these the managers should, by all means, give the appropriate response to the behaviour of their subordinates. These responses may be: * Advising - provide direction, evaluation, personal opinion, or instructions. * Deflecting - switch the focus from the communicator's problem to one selected by the listener. * Probing - ask a question about what the communicator just said or about a topic selected by listener. * Reflecting - mirror back to the communicator the message that was heard and to communicate understanding and acceptance of the person. The types of responses should be used tailored to the situation. These responses are more carefully discussed in the "Theoretical Framework" part of the project. ...read more.

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