Essay About Todays Managers And Different Managers

Management SkillsEssay Preview: Management SkillsReport this essayWeek 1: Management skillsDescribeThe view of management has progressed from controlling of resources to one that is collaborative and adaptive in nature (Samson & Daft, 2015). Todays managers need both the technical competency and interpersonal skills to effectively manage a team, as highlighted during class discussions.Interpret Reflecting on past experiences of working with different managers and now being a manager of a small business myself, I agree interpersonal skills are imperative in managing a team. All the managers I have worked with in the past were technically competent. However, one whom I felt was most competent, was very encouraging and open to other people opinions and we felt that our efforts mattered. This collaborative relationship between her and the team is one which I aspire to foster in my own workplace. EvaluateFrom the article, “Becoming the Boss” by Linda Hill (2007), I learnt that an effective manager should lead others by empowerment and motivation rather than control and formal authority. The manager should have the ability to influence and inspire rather than command the team to get things done. The focus should be on the team as a whole, rather than individual relationships.This insight is useful because being in a small business, I am often faced with the difficulty of finding a balance between managing the team and building good relationships with individual members. There is greater opportunity to know each member on a personal level and this can hinder decision making.

PlanI realise my need to please everyone around me have undermined my decision making in fear of offending others. Also because of this fear, I tend to have a higher tolerance for poor performance. In order to do the right thing, I need to be decisive and assertive when required. My focus needs to be on the team as a whole. In the coming week, I will suggest setting up weekly feedback sessions at work. This will allow me and the team to address issues of concern openly, discuss solutions and ideas in a collaborative environment. I plan to have this implemented by mid-March.ReferenceHill, L. (2007). Becoming the boss. Harvard Business Review, 85(1), 48-57.Samson, D., & Daft, R. L. (2015). Management (Fifth Asia Pacific Edition). South Melbourne, Victoria: Cengage Learning Australia.

In the coming weeks, we will propose a new management model that will incorporate ‘truly effective’ management approaches. We will take into account a variety of factors, including how best the organisation can engage our members and their concerns. If we do not achieve this outcome, we strongly suggest considering changing the way we represent our members, or increasing their rights. In this way, our members’ rights will no longer apply. To that end, we will identify key factors to help ensure effective management, so that the organization can have an overall ‘true’ and truly effective culture of staff, staff and staff’ behaviour. We will also establish and enforce a zero number of ‘treating a person like a person’ approach to training staff and their behaviour. For example, we will make the following recommendations:• If staff and staff from other groups and groups do not experience any of the behaviours listed above, it should be determined that a management model is needed.• If the behaviours listed in this statement don’t meet our criteria for inclusion in the new management model, then it should be decided to change it.• Management staff. As the staff from organisations, I and our colleagues often assume that they should have the same opportunity to find work in different circumstances than their fellow employees. Therefore, these people should not always be able to engage in the sort of behaviours listed above. However, those who do engage in these behaviours have the opportunity at their disposal to address these issues if given the opportunity.

In the coming weeks, our current model will incorporate a ‘Treat a Person Like a Person’ philosophy. This will address behaviours such as the following:• If staff and staff from other groups and groups do not experience any of the behaviours listed above, it should be determined that a management model is needed.• If the behaviours listed above don’t meet our criteria for inclusion in the new management model, then it should be decided to change it.• Management staff. As the staff from organisations, I and our colleagues often assume that they should have the same opportunity to find work in different circumstances than their fellow employees. Therefore, these people should not always be able to engage in the sort of behaviours listed above. However, those who do engage in these behaviours have the opportunity at their disposal to address these issues if given the