A Nice Manager: Critical Analysis of human Behavior
Introduction
Implementation of organizational growth falls to the responsibility of upper management and they develop the strategic plan for the company to flourish in the projected economic market. Oversight of this senior team can hinder the organizational projected strategy into a viable organizational process that today’s global market places high demands that make it very difficult to attain these goals or plans and bring all effort to no avail of achieving projected growth and strategy of the organization. Essential that key employees do not lack the skill to delegate responsibility as well as expect results that promote organizational growth and adherence to the strategy set by senior
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In the case of “a nice manager”, we have an individual with all the right stuff and a strong potential for upper management. However, he was passed over for promotion because he was “nice” and was undefined as a leader for upper management as he did not possess a distinctive character or his style. Harry Creighton was there pick for the position because he had a vision that the workers buy into, and was a trusted manager. Why then was this individual in ill favor of the promotion. We need to look into the organizational perception of nice as critical hiring …show more content…
Mr. Ivey has over time pronounced his self-control of “lack of emotion” and has caught the board in his negative emotional contagion. This can be seen with the comment that Mitch said, “some jerks who should have been canned and Marcus Chisum said, “I hope I don’t fall into that category” as well as the laughing form the board. Mitch Ivey has developed a perception of Harry Creighton without considering the many other skills Creighton was bringing to the table to be evaluated. This halo effect blinded Mitch Ivey in making a sound judgment of Creighton’s assessments. Mitch Ivey made a cognitive manipulation of information from his individual traits determining what he wanted to process. Moral responsibility of Mr. Ivey was jeopardized due to the personal and group perception giving way to lack of
Every company has internal and external forces that effect how they operate within the community in which they are located and also within their own walls. These internal and external forces play a strong impact on the company’s profitability and success. These forces have an effect on what consumers they attract or ignore and how they are perceived by those who have the buying power. A mistake any analyzing and implementing measures to assist with these factors could greatly affects a company’s bottom line and success. This is why any company wanting to grow and be successful will need to take all of these forces; sociocultural, technological, economic, environmental and political-legal into consideration in creating their strategic plan.
As a part of successful organizations, the corporate organizational imperative strategic is associated with the large organizations ' growth. Organizational imperative strategic involves uncommon events and recognition of entrepreneurial firms. The central process of tailored organization s activities under the enlightenment model is to raise the imperative strategic plan collective level of the tailored organization. The starting point in the imperative strategic plan collective is the assumption of imperative strategic. Otherwise, imperative strategic planning management would prefer to take a imperative strategic planning earlier on in life so that employers could learn about their hidden abilities from work experience. Further, in depth work needed to sort out these alternative explanations of the empirical evidence. Moreover, the predictions imperative strategic planning could also explained by the hypothesis of cross effects between innate and acquired ability together with the additional assumption that the periodical increase in abilities from work
Corning is a decentralized company currently being plagued by both external and internal threats, such as market uncertainty and poor communication and planning systems. The company has just recently started to recover from a large layoff in 1975, which reduced worker job confidence. The Houghton family has a preference for an informal workplace with an ambiguous leadership style that contradicts the formal and strict resource allocation system designed for their international strategy. The current strategy being employed differs with the owner’s philosophy, which is important, since the President must buy into the plan to understand and communicate it effectively. This miscommunication creates goal incongruence, which is exemplified by the confusion of corporate divisions about whether they should be focusing on reducing cost or being an innovator. Also, each officer has been described as having work that overlaps, showing no focus and a lack of efficiency. The fact that each of the over 150 businesses groups have to write up a resource allocation request and business strategy creates the issue of finding time to read each report.
The One Minute Manager by Kenneth Blanchard, Ph.D. and Spencer Johnson, M.D., seems like a practical simple plan on managing people and there for other areas of one’s life, however I must admit I am a little skeptical. The three philosophies do make sense especially once analogies are used to put them into more simple terms. Being in the work force for more than fourteen years I have witnessed many types of mangers. I have worked for hostile managers, calm caring managers and managers who fit somewhere in between. My skepticism with this theory is simply applying its use. On paper this method sounds great and makes a lot of key points, but again after seeing first hand the types of people in management positions I think the challenge comes from undoing current behavior. My observation of people in general, is that they unwelcome change and find it uncomfortable.
That in itself should not be a deciding factor. I myself am a nice guy. However, my Marines and Officers at my last two jobs knew if they messed up that they would be held accountable. After it was over we were done with the situation and moved forward. Understanding the candidates background and knowledge should also have been factors when deciding if he would be able to perform the job proficiently. If they hired someone who is already proficient at communicating with the middle management than that should keep the lines of communication between upper and middle management open. By possibly hiring Harry for the position they may open the position up to a wider variety of team and roles they can partake in (DeRosa & Lepsinger, 2010, p,
Faced with changing markets and higher competition, more and more firms are struggling to reestablish their dominance, keep market share, and in some cases, ensure their survival. Many have come to understand that the key to competitive success is to transform the way they function. They are reducing reliance on managerial authority, formal rules and procedures, and narrow divisions of work. In effect, companies are moving from the hierarchical and bureaucratic model of organization that has defined corporations since World War II to what can be called the task-driven organization where what has to be done governs who works with whom and who leads. But while senior managers understand the necessity of change to cope with new competitive realities, they often misunderstand what it takes to bring it about.
Kirajit manages a small team in one of the restaurants in a 300 room 5 Star Hotel. She works long hours and often feels stressed and tired. Kirajit thinks planning is important, but just doesn’t have the time to explain everything senior management wants, to her employees. She finds herself constantly pushing staff to meet deadlines, as they don’t seem to have the same sense of urgency that she does.
Summary of the One Minute Manager The One Minute Manager Ken Blanchard and Spencer Johnson are the great authors who’s among the all and describe the plight of a young manager who is not having success. However, he hears about a successful manager who is so effective that he has time to spare. The One Minute Manager is an Effective Tool for Developing Leadership. Job satisfaction can be guaranteed.
I will be analyzing the article Managing Your Boss by John J. Gabarro and John P. Kotter. The
There are an endless number of ways a manager can work on the relationships within his/her clinic. Most leaders will need to develop their own individual methods as a result of having a variety of personalities and leadership styles. Although, there are some solid principles that would apply to anyone, there is not a cookie-cutter approach to building relationships. A manager will need to educate himself/herself on ways to build and adequately maintain healthy relationships with staff members. A recommendation would be to obtain a good book or a good article that would speak to this subject. One of my favorite and most impacting relationship books is The One Minute Manager (Blanchard & Johnson, 1982). It discusses the importance
The article raises the issue of revenue growth stalls that affect even the most successful companies. The article focuses on four major causes of the crisis. The first cause is the premium-position captivity that is”the inability of a firm to respond effectively to new, low-cost competitive challenge or to a significant shift in customer valuation of product features” (p.54). The second reason is the innovation management breakdown that is”some chronic problem in managing the internal business process for updating existing product and services and creating new one” (p.56). Third reason is the premature core abandonment that means “the failure to fully exploit growth opportunities in the existing core business” and “acquisitions of growth initiatives in areas relatively distant from existing customers, products, and channels”(p.56). Finally, the fourth cause is the talent bench shortfall that is “a lack of leaders and staff with the skills and capabilities required for strategy execution” (p.58). Authors emphasize that these causes are mainly within management control since they result from “a choice about strategy or organizational design” (p.54).
industry were given a scenario that sales have fallen. They were then given plans of actions to take and were to then list them in order from “least important to do first” to “most important to do first”. They were then compared to 50 of the industries experts. In conclusion, higher growth was associated with greater practical intelligence when leaders wanted their company to grow.
Managers should understand an employee’s skills and abilities to make an informed decision on whether or not to hire him. Once hired a manager uses skills and abilities as a deciding factor for an employee’s job placement within the corporation. Secondly, an evaluation of an employee’s personality helps the manager in his leadership approach of that employee. Thirdly, perceptions can be the deciding factor of whether or not a candidate is hired and or promoted. An individual perceived as fitting in may be hired to negotiate business deals. Particularly, if the individual shows a favorable attitude through actions and deeds and has strong values and behaves
Strategic renewal is another desired outcome of corporate entrepreneurship. The new economic order and business environment has created a pace of change which requires businesses to adapt more frequently and rapidly than ever before. The changes could involve corporate structure, mergers and acquisitions, addressing new market opportunities, changing product portfolios, repositioning, adapting infrastructure, or adopting new technology. Managers in an organization must be able to take stock of its situation under changing market conditions and agree on a coherent new strategy that will meet the challenges of the present as well as of the future.
As the organization grows in this stage, the entrepreneurs must learn how to manage the organization. It is at this point that a crisis of leadership emerges. In the beginning, the organizational is so busy getting started and developing new products and markets that they fail to understand the importance of managing the organizational resources. The crisis can be averted, and growth can continue to stage two, if the organization can learn the skills necessary to manage the organization.