Katelyn Martin
Mr. Wheeler
Business Technology
December 11, 2017
The One Minute Manager The book One Minute Manager by Kenneth Blanchard and Spencer Johnson is an in-depth analysis of what makes a good manager. Following a young man on a journey to find an effective manager to learn from, he soon finds someone who calls himself a “One Minute Manager”. Learning from three of the workers under this manager, the young man soon finds what he’s looking for in three secrets they tell him. The first secret is setting One Minute goals, the next is to give one-minute praisings, and the final secret is to give out one-minute reprimands. In the beginning of the young man’s search, all the managers he met fit into one of two categories: stern managers or humanistic managers. People in each category were proud of their own style of managing, even if it fell short in certain categories. Usually, the hard-nosed managers had no trouble pleasing his superiors, but had more trouble with his subordinates. A common pattern with the humanistic managers was that their employees
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Levy, he said the most important thing the manager does for him is one-minute praisings. This is where the manager gives the employees clear feedback “in no uncertain terms” about things they have been doing right. Going off what he observed himself, the manager will catch you doing something right and praise you soon after. Then, you will be told exactly what you’ve done correctly so you know to praise yourself when you repeat the action. The key is to help train people to become more independent. It does not take much time to praise someone and let them know that you notice their efforts. By doing this person will feel better about themselves and be more motivated to work to a higher standard. Since they already know what a good performance looks like due to the one-minute goal setting that makes the praisings feel much more personal and
In the case study of Juanita and Sandra, Juanita, a sales manager of Trumbell and Son, is struggling with Sandra who is a new employee on the sales team. Juanita is an effective manager who spends time to learn about what personalities, strength, and incidental details her employees have. Juanita can pull out employees best skill sets and internal incentives. On the other hand, Sandra’s inconsistent behavior made Juanita confuse about her personality. As a manager, Juanita feels uncomfortable about managing Sandra’s inconsistent personalities. This may be caused by the difference in behaviors and personalities between these two individual.
This case demonstrated how difference in management style, personality and culture can result in conflict. It also showed why managers have to learn how to trust his subordinates and offer constructive criticism in order to be effective and that appraisal system can have a negative effect if not conducted properly.
For this report I interviewed two managers of my choice, I investigated whether I could identify the two managers as hybrids and to what extent the following was the managerial escalator. I also identified to what extent it is possible to identify a Managerial Gap with either Manager. At the end, I discover the strategies which the employing organization has utilized in order to support these managers. Introduction This report sets the terms followed by managers. The report will be split into 3 different parts.
This essay will analyse the publication “Hawthorne, the myth of the docile worker, and class bias in psychology”, an article by Bramel and Friend (1981). It will subsequently go on to further critique six more academic articles that either support or disagree with the primary publication and demonstrate how the Hawthorne studies have influenced my perception on contemporary management functions and the employer-employee relationship.
The book "Leadership and The One Minute Manager" is a series of book on topic One Minute Manager has been written by Ken Blanchard along with Patricia and Drea Zigarmi. Its first edition was written in 1985 and later on updated in the year 2013. The author in order to make the topic interesting and easy apprehending has formulated in a style of short story in such a way to convey basic and important skills of leadership and management required by any leader or Managers to get maximum results from their staff/team members.
In 2009 when Sergio Marchionne took over one of the Chrysler plants had around 200 workers and by the end of the summer over 4500 people were employed; at that location alone. During his 60 minute interview Mr. Marchionne gives a lot of acknowledgement to his employees crediting them for the successful turnaround in the company. This shows us that he is the type of leader who would motivate through the positive reinforcement theory because his positivity in the comments to his employees shows that he isn’t taking full credit for all the work that was done and the success that has happened. When Mr. Marchionne became CEO of Chrysler he moved his office down where the engineers work on the 4th floor. “No need for a top-floor penthouse, which sits empty where a chairman and three vice chairmen used to be, when a fourth floor office will suffice.” (Allpro.com). This was one of his first step in creating change of direction in a company which was used to being lead by leaders who didn’t fully engage with the employees. Another point to mention, and a result of his close contact with the engineer, is that the engineers were performing for him and were able to get a brand new car model designed and produced in less than a year; which proves his leadership style works. In order for a great leader to get this kind of effective cooperation from his employees shows his skills in leadership. By giving them positive reinforcement and being a motivational leader with high hopes with an optimistic vision for the future he was able to get them to perform and meet his standards and goals in a short allotted amount of time. This constrictive timeframe was strategic in reentering the automotive industry with a new product to boost sales and pro...
Dr. Sutton highlights what it takes to be a good boss. People that work for a good boss are 20 percent less likely to have a heart attack (Sutton, 2010). Dr. Sutton wrote that teams with stronger leaders cost the company less money and achieved their work better (Sutton, 2010). Engagement and performance of employees were based upon their direct boss and not if the company was good or bad (Sutton, 2010). Most bad bosses have employees who have check-out: actively disengaged, and undermine their co-workers accomplishments. Managers have to find the balance between performance and humanity to be successful. Performance is about doing everything possible to help followers do great work; while humanity is about employees experiencing dignity and pride. Treating managerial work as an endurance race instead of a sprint race with small wins will lead one to becoming a good boss called grit by Sutton. Sutton believes that good bosses walk a constructive line between being assertive and not assertive enough with guidance, wisdom, and feedback that he called Lasorda’s law (Sutton, 2010).
Overall the “One Minute Manager” concept seems like a dynamic way to keep employees happy and content in their jobs. In my opinion, I think the theory appears too good to be true. I am skeptical because managers would need to struggle with changing their current behavior. I think for me to be convinced that this would work in the real life of business, I would need to experience it first hand.
Moreover, job performance, education, knowledge, and training tend to mold each individual in a distinctive way and unfortunately, some personalities just do not mix. For instance, it is obvious that some of the senior partners just did not agree with Mike Roth’s personality and aggressive nature, which caused a colossal clash within the firm. Informal deficiencies occur when there is some sort of break down in communications in regards to any type of workplace environment.
One Minute Manager conveys a difference between a leadership and a management. It emphasis on the some unexpected changes that might happen in the organization and how should we deal with it. In addition, other functional areas of management that the book address would be the reward power of the leader that possesses. Reward power is when a manager rewards their subordinates. In the case of the One Minute Manager, he rewards his subordinates by praising the job well done of the employee as it happens and recognizing it through the hand shake or pat in the shoulder. Another power is being exercised here which is the socialized power. It is a power directed at helping other people. As the One Minute Manager set an example to his subordinates, the emphasis is to correct or to praise their behavior and not the person that creates a harmony and positive cohesion in the organization. The employee-centered behavior of the One Minute Manager in paying attention to the satisfaction and harmony of the employees is being affirmed through his One Minute Management. Finally, the use of reinforcement theory is significantly apparent mainly the use of positive reinforcement and extinction. One Minute Praising is a great example of positive reinforcement. It is when the One Minute Manager praises the positive behavior as it happens and a shake hands to strengthen the behavior as the positive consequence. One Minut...
A person’s behavior at one specific point in time usually controls their attitude at that time. Managers must be able to understand these basic needs of their workers. If these needs are not dealt with in a certain correct way than workers will not reach their maximum potential. If the lower order of needs is not met than people are not happy. The same can be said of the higher order.
The Hawthorne studies brought the human relations effort to the forefront and led to the theme of the social person. Over many years the behavioral approach to management grew a little bit at a time. Theorists, who advocate the behavioral approach to management, stressed that an individual in organize activity deserved to be the main attention of focus. These sociologists and psychologists felt that management’s success largely depended on the manager’s skills and abilities to work with individuals and also understand those which have a diversity of aspirations, needs, backgrounds, and perceptions. The advancement of this approach from the human relations movement to modern organizational behavior has had a great effect and influence on the theory and practice of management. The human relations movement was a concentrated effort among theorists to make sure that managers were more sensitive to their worker’s needs. This practice came into existence as a result of special circumstances that took place during the first part of the 20th century. Scientific management during the social person era was supported by three very different influences; the Hawthorne studies, the threat of unionization, and the philosophy of industrial humanism.
Over the past hundred years management has continuously been evolving. There have been a wide range of approaches in how to deal with management or better yet how to improve management functions in our ever changing environment. From as early as 1100 B.C managers have been struggling with the same issues and problems that manager’s face today. Modern managers use many of the practices, principles, and techniques developed from earlier concepts and experiences.
By allowing for employees to be increasingly engaged in workplace activities, they are then given the opportunity to develop new skills. Most leaders also encourage for employees to participate in team building activities so that any employee would be more comfortable and have stronger chemistry when working with other members of their respective departments, and with other employees in the company as a whole. Leaders are capable of motivating their subordinates through a series of actions, such as words of encouragement, acts of appreciation, and allowing for employee involvement in key decision making processes in the company. For instance, leaders who appreciate, constantly encourage and assist in the improvement of the tasks performed by their subordinates will be able to build a strong and healthy employer-employee relationship. This good relationship instils the traits of confidence in employees and motivates them to enhance their performance. Excellent leaders commonly try to develop a dialogue or establish open communication with their subordinates. Employees who are well
Hawthorne Studies have been subjected to many criticisms. Yet, the evolvement of many of the management theories today would not have come about without the experiments done by Elton Mayo. This essay will cover the various aspects of management that has been refined through the findings of the tests conducted and how improvements were made to aid in the development of organisational behaviour. It will also discuss the various studies and will show how these theories implement Hawthorne studies as the foundation and the basis of the human relations movement. It will also investigate the criticisms that arise within it.