Meeting to projects simultaneously within the same deadline is not an easy task. It is not possible for an employee to make Ready decisions unless he poses good management qualities. Time management is the essential factor in this situation and to meet both the projects within the deadline I have to manage the time. As my colleague is not able to manage his project, I have been assigned to his part, and it is my responsibility to meet them within time. I can either take help of my subordinates to split the job and meet the criterion according to the capabilities they possess. Rather, I can also give extra labour to finish both the tasks on time. I need to a lot of specific time for both the projects accordingly and then only I can finish it on time (Anderson et al. 2002).
In order to address the situation of my colleague, I would rather explain his condition of health awesome personal reasons due to which he was not able to complete his part of the project.
On the part of the realisation, that my supervisor had witnessed high rate of error when my team members were overloaded with the responsibility of both the projects, I have to convince him to ensure better quality of work from my teams side and on the other hand I have to motivate my team members to co-operate with each other and ensure that the quality of work they are producing for both the task is good enough (Hepworth et al. 2016).
If the situation is not in my favour, I have to think and prepare myself before hand to ensure that my supervisors have provided me with every document regarding the project. Before he leaves, I have to check whether every file is provided to me or not. However, in the situation I have to call him up I have to contact with him in any means to ask for the permission for having access to this computer. Otherwise, I would not be possible to finish the project. Before this, I have to convince him and make you feel that I am reliable enough so that he can share his personal materials regarding official tasks with me. If in case my supervisor does not agree to share his personal data for accessing the files, I have to wait until he returns and then only I can perform the job. Unless he gives me the access, it would not be possible for me and neither my responsibility for the undone job (Murray and Mandell, 2006).
While describing a situation of my corporate family, I had a work experience with one of my colleagues. The documents and files of the project that was assigned came out to be the same for both of us. It was not a good situation for me neither for him to deal with the overlapping and coincidental situation. Due to having enough skills and same thinking procedure, our work resulted in more or less the same output. It was hard to convince our supervisor to the thought that one of us is guilty and have adopted unfair means. To handle out the situation, we both sit together and rearrange the files of our projects to make a new one. Finally, the matter was solved (Noe et al. 2006)
For any for the situation like this, I would discuss with my colleagues whether there is any same thing in our job or not and then consult a rough idea so that our work materials do not collide. It depends on the interpersonal skills that I possess whether or not I can manage the conflict with my colleague or any official work. I have to be sure with my interpersonal skills and effective relationship management that will help me face any conflicting situation (Nonis et al. 2005).
The first and the foremost important thing that I am going to ask for permission from my supervisor to provide me time to complete my backlogged tasks. In order to meet agent request and pending works, I have to manage my time. Managing time is an essential factor to cope up with all urgent situations and make a scheduled profile to aim at completing any new projects. While there will be several requests that are urgent, I will meet them first. Considering the backlog works, I have to put in more effort with my schedule or rather I have to over work for finishing due tasks (White et al. 2003).
Anderson, S.E., Coffey, B.S. and Byerly, R.T., 2002. Formal organizational initiatives and informal workplace practices: Links to work-family conflict and job-related outcomes. Journal of management, 28(6), pp.787-810.
Hepworth, D.H., Rooney, R.H., Rooney, G.D. and Strom-Gottfried, K., 2016. Empowerment Series: Direct Social Work Practice: Theory and Skills. Nelson Education.
Murray, M.M. and Mandell, C.J., 2006. On-the-job practices of early childhood special education providers trained in family-centered practices. Journal of Early Intervention, 28(2), pp.125-138.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2006. Human resource management: Gaining a competitive advantage.
Nonis, S.A., Teng, J.K. and Ford, C.W., 2005. A cross-cultural investigation of time management practices and job outcomes. International Journal of Intercultural Relations, 29(4), pp.409-428.
White, M., Hill, S., McGovern, P., Mills, C. and Smeaton, D., 2003. ‘High?performance’Management Practices, Working Hours and Work–Life Balance. British Journal of Industrial Relations, 41(2), pp.175-195.
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