Examining the Extent to Which the Experience of Two Managers Fits the Concept of the Managerial Escalator
Content
1) Executive summary
1.1 Outline and summary of the report
2) Introduction
3.1 A brief of the report
3) Theories
3.2 The managerial escalator
4.1 The managerial hybrid
4.2 The managerial gap
4) Findings
4.3 Comparisons of the theories and the mangers
5) Conclusion
7.1 conclusion of the report
6) Bibliography
8.1 References
7) Appendix
9.1 Interview questions / Manager References
Role of the Manager
Executive summary
This report shows and examines the extent to which the concept of the managerial escalator fits into the work of a manager. 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 followed 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 0parts first stating what the concept and model of the ‘Managerial Escalator’ is by referring back to Rees & Porter’s aim and concept of the model, also stating their view on the ‘Managerial Escalator’, the second part of the report would aim to justify and analyze whether or not the two managers results match with the managerial responsibilities and launch the amount to which their progression into management, and daily management routines, fit into the Managerial Escalator.
Theories
The Managerial Escalator
The managerial escalator aim...
... middle of paper ...
...ars you’ve worked as a manager?
As a manager do you feel the need to make instinctive decisions or strategic decisions based on planning?
When you first became a manager did you find it hard understanding the managerial element that is required in the job?
Are the results of the business the most effective way of measuring your success as a manager?
Are you happy with your current position or would you like to go upper high?
What is the hardest thing of being a manager?
Do you fell affected about what your personal think about you?
Do you think personality counts more than skills or vice versa or is it balancing act between the two?
Manager A ../Downloads/Role of the manager Interview .docx
Victor C. , Manager at Westminster Kingsway college
Manager B ../Downloads/Role Of Manager Interview Questions.docx
Scott G., Manager at Barclays
How do the issues facing those doing strategic planning differ from those doing tactical planning? Can the two really be
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
...he company which suggests that if you examine managerial styles and work to improve employee satisfaction there will be a correlational increase in productivity and retention. It suggests that perhaps people leave companies not because they are unsatisfied with their work or pay, but rather, because they are unsatisfied with their manager. While this idea might seem brash, it is a significant point being made that suggests that in order to see improvement you need to revamp a program or company from the top. Having worked as both an entry level worker and a managerial supervisor, I can testify to the importance of manager support, appreciation, and feedback and how this impacts your role in the company. Seeking out the strengths in employees, though it seems so obvious in theory, is a revolutionary way to transform the work environment and employee morale.
Management is the ability to get a job done using appropriate processes, models and systems to achieve an objective. Managers think radically, abide by principles, rules and use experience in their respective fields to make things work. A good manager goes about the ordinary activities such a staffing, organizing, planning (Robert, 2007). The very ability of his/her colleague to discover the uniqueness in each of the subordinates, capitalize on it, harnessing the best out of them to accomplish goals clearly distinguishes such a person as great when compared to others. Great managers develop people and enthusiastically transfer acquired skills to others, work progress is constant and usually by leaps and bounds. In addition, a great manager outlines and strategizes his/her team for project plans such that there is a “buy in” on delivered commitments. In contrast, the former just transfers the required skills to subordinates; work progress is notable, vice versa of the latter. Rupert Murdoch of the News Corporation is ...
Tsoukas, H. (1994), “What is management? An outline of a metatheory”, British Journal of Management, vol.5, pg.289-301
If Beverly knew about this management styles before heading into the job at Gridlock Meadows she might have been more prepared for what was about to come. This paper might have come off a little bias but remember that each management style has its positive aspects as well as negative ones. The key is recognizing the management style and how to work with each one you may encounter.
Goldratt takes a very practical example of today’s world, an Engineer with an MBA degree, Mr. Alex Rogo, as his protagonist and his struggle to get a loss making company to a profit making one along with his family in the back-ground, obviously an important one, to explain the drudgeries of a manufacturing engineer’s life. Goldratt explains several management skills to be inherited in any professional’s life with ease, in this thought provoking novel based management textbook. The ideas expressed in this book, although difficult to be digested normally, are easily conceptualized in the form of a novel, which any professional can easily relate to.
The Competing Values Framework is originated by Quinn and Rohrbaugh. It emphasizes the organizational problems and choices faced by managers. The framework is divided into various managerial roles corresponding situations, as well as specific organizational environments. For instance, the facilitator and mentor roles rely on cohesion and morale to bring about human resource development within the organization. While the innovator and broker roles rely on flexibility and readiness in order to receive the growth and resource needed to perform an effective organization. The director and producer roles are more applicable for planning and goal setting skills and will result in productivity and efficiency. The monitor and coordinator roles are intended to managing information and communicating. The framework can also be divided into two main roles. The first four mentioned above are the transformational roles, and the last four are the transactional roles (Belasen, 1996). The transformational roles are more aimed toward making changes and developments, while the transactional roles have strong emphasizes on managerial authorities. The key to becoming a master manager is to be a successful manager who is able to perform each role in order to cope with all difficulties being faced as a manager (Quinn, 1988). A successful manager is also someone who is perceived by others as performing all of the eight roles more frequent than a normal manager and recognizes each of its importance thoroughly (Denison, 1995). A study by Bono (2004) also shows that giving importance to any specific working environment, such as rational goal model, may lower the effectiveness of other areas. Denison and Spreitzer (1991) stated that when a manager does not gi...
Managing ‘up’ “…means consciously and deliberately developing a meaningful task-related, mutually respecting relationship with one’s direct superiors” (Daft, 2015, p. 196). De La Vega should have strived to gain a clearer understanding of what his role would be as the ‘day-to-day’ operational leader. He could have employed the five principles of followership to establish a successful relationship with Bussard as CEO. The CEO failed to ‘manage up and down’ the hierarchal scale of his own organization as a leader and would not relinquish power. The CEO was dependent upon De La Vega to be his key “point man” in day-to-day operations. The follower-leader relationship is important to both the leader and the follower because “…Leaders of higher organizational levels depend upon their subordinates for information, support, and assistance in accomplishing the organization’s goals” (Daft, 2015, p. 197). Had the principles and strategies of effective followership, combined with the desirable followership traits of “cooperation, honesty, dependability and competency” (Daft, 2015, p. 211) been utilized by the CEO and COO, the outcome of the case study would have been
This research has asked us to look into three different styles of management and find real life examples of companies or individuals who have or are currently using such styles of management. To begin we will take a look into the use of an autocratic style of management versus a participative. In this portion we will look into Leona Helmsley and her chain of hotels. Once this potion is completed, our next section will be looking into a centralized style of management versus a decentralized style. In this section of the research, we will be looking into Apple Inc and how they have built an empire with a centralized style of managing philosophy. Finally, in the final section of the research we will be taking a look at how Google has created an informal environment in which employees have direct access to executives and have the ability to share thoughts and ideas that are taken serious and to the heart.
Planning and organizing is another vital quality needed for managers. If manager can do effective planning he can really contribute in the long term progress and development of his organization. Proper planning helps in useful and efficient use of the existing resources of the organization. After planning if you are not able to organize the things, this can really worsen your planning.
Walker, C.A. (2002, April). Saving your rookie managers from themselves. Harvard Business Review, 80(4), 97-102.
Also, it can be a tough and often thankless job. You may have to deal with a variety of personalities and often have to make do with limited resources. It can be a challenge to motivate workers in the face of uncertainty and chaos. And managers may find it difficult to effectively blend the knowledge, skills, ambitions, and experiences of a diverse group of employees. Finally, as a manager, success typically depends on others’ work performance.
Over 50 years ago, English-speaking managers were directly introduced to Henry Fayol’s theory in management. His treatise, General and Industrial Management (1949), has had a great effect on managers and the practice of management around the world. However, 24 years after the English translation of Fayol, Henri Mintzberg in the Nature of Managerial Work (1973) developed another theory and stated that Fayol’s work was just “folklores”.
Robbins (1997) defines managers as those who are all oversee the activities of other people with the purpose of accomplishing organizational goals. Therefore, in order to provide organizations with the best outcome, effective managers are urgently needed for modern organization. This is simply because, according to Hunsaker (2001), that the increasing recognition is given to the importance of having managers with strong interpersonal skills rather than, that twenty years ago, managers were only valued primarily for their technical know-how.