Executive Summary
The management report presents six competences (under 3 sub-headings) outlined by the Management Standards Centre (MSC). These are the following:
• D. Working with people
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• D1. Develop productine working relationships with colleagues
• D3. Recruit, select and keep colleagues
• D7. Provide learning opportunities for colleagues
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• E. Using resources
• E5. Ensure your own action reduce risks to health and safety
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• F. Achieving Results
• F6. Monitor and solve customer problems
• F10. Develop a customer focused organisation
It describes the issues involved in each one, for example what are the processes involved, what systems are put int place to deal with different kind of demands and what issues arise in the light of each competence.
For example, in competence F6 ( Monitoring and solving customer problems), processes that play significant role are; - Creation of feedback systems or communication skills.
The report goes further in depth, by analysing what the manager's role in each competence is. The discussion section of the report argues on the tasks that managers have to follow for a positive outcome to arise. A good example of managerial involvment is highlited in competence E5 ( Ensuring actions reduce risks to health and safety), here it is clear that the manager must inform the workforce of organisational policies and regulations.
The influence of managers in the organisation is illustrated, having into account the competence in question. Discussion will center around how managerial involvment is diverse according to the situation, this will be supported with theoretical models on motivation and leadership.
Working processes are presented in this section of the report, illustrating how things are done in organisations. The management of resources is explained, for instance how technology can help improve areas such as, customer service, with innnovative training methods (electronic aids).
The arguments presented will be supported with case studies. these will show how theory applies in the "real world".
Conclusions and views are included in the discussion section.
INTRODUCTION
2. TABLE OF CONTENTS
Executive summary
Introduction
1. Findings -------------------------------------- p.
1.1 Working with people
1.1.1 Develop productive relationships with colleagues ----------------- p.
1.1.2 Recruit, select and keep colleagues ----------------------------------- p.
1.1.3 Provide learning opportunities for colleagues ----------------------- p.
1.2 Using resources
1.2.1 Ensure your own action reduce risks to health and safety ---- p.
1.3 Achieving results
1.3.1 Monitor and solve customer service problems --------------------- p.
1.3.2 Develop a customer focused organisation --------------------------- p.
2. Discussion/Conclusions ( How it involves the manager - brief; put theory here in each; relate theory to examples; Evaluate examples in relation to its rate of sucess against the competences; Examples of good and bad examples of implementation of the competences - cases in appendix) ----------------------------------------- p.
This Journal Report is looking at how the managers work with their employees. It explores the differences people have even those working in the same organisation under the same management. However, this report gives a clear way of effective management. It also explores different ways of dealing with staff members who have different attitudes, values and beliefs, However, all these 3 are very close related.
Carpenter, M., Bauer, T., Erodogan, B., & Short, J. (2013). Principles of management. (2nd ed.).
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...
Managers nowadays do not actually do what a manager really should do back in the eighties. Changes that occurred in the new economy, the increasing use of technology in business, and the effects of globalisation towards business world have led management into a whole new dimension. New managers are expected to be able to manage on an international scale, act strategically, utilize technology, establish values, and of course, act responsibly as well. (Crainer, 1998) Henry Mintzberg once asked, "What do managers do?" After conducting his research based on a study of five CEOs, he concluded that managerial work involves interpersonal role, decisional role and informational role. And the fact is that, managers get things done through other people. Therefore, managers are required to possess certain skills and competencies which allow them to play these roles effectively and efficiently throughout the four functions of management. (Mintzberg, 1998)
A Review and Assessment of Its Critiques, Journal of Management, SAGE. Viewed on5th April 2011, at http://jom.sagepub.com/content/36/1/349.full.pdf+html
Explain the importance of defining the objectives, scope and success criteria of the decisions to be taken
function, managers need to analyse how activities and resources are to be grouped and carry out plans successfully (Bartol 2007). A manager have to understand their ability to manage the lower level employee which is the most valuable of the company as they are the key of output and implement in the planning. Then manager will coordinate the jobs between authority and responsibility that is to define the role position of them (MSG 2012).
Managerial communication and skills explains almost all the concepts on the effective management however some of the vital concepts I have learnt from the course include Effective managerial writing, Motivating employees, Managing Self Directed teams, Human Resource management and the competitive advantage, Communications across different departments, Communication through differences and communicating diversity in an organization, all these concepts taught me on how to reflect my learnings at my work and bring up the balancing status. There are numerous ways to get what we want from employs in assertive manner one among them is through recognizing their work and providing apprecia...
In business, management can be defined as (1) the pursuit of organizational goals efficiently and effectively by (2) integrating the work of people through (3) planning, organizing, leading and controlling the organization's resources. Management is a theory and a way of doing business. It is a process that is exercised in order for an organization to be successful. This process is generally broken down into four established functions: planning, organizing, leading, and controlling. Management is the function that determines how the organizations human, financi...
...ve ideas and assisting with identifying problems before the problems actually surface by coming together and establishing corrective solutions (Fraser, 1996). Management needs to provide the proper training and continued education, tools, and measures to be successfully productive and meet customer satisfaction. Management then can review and evaluate performance and make changes where necessary.
One of the core element of supervision is having managerial skills. The manager is one who has the obligation to study the time taken to execute the task. Then, the standards are set to accomplish the task for employees. Along these lines, manager measures the productivity of each employee. He is also responsible for arranging and managing the equipment, tools, machinery required for doing the work. This requires the manager to have a good education, experience, technical knowledge and the ability to perform administrative functions. Thus, the main aspect of managerial skills is to match the performance of employees with the limits ascertained (Sargent, 2003).
The word theory emanated from the Greek word meaning “contemplate” It has been viewed by scholars in different ways. Theory can be defined literally as an explanation of phenomena and its associations with variables that it is attempting to predict. There are no general agreed definitions of theory because scholar’s views of what constitute theory differ based on the purpose, nature and what make up of a good theory (Gelso, 2006; Harlow, 2009; Stam, 2007, 2010; and Wacker 1998). For instance, Wacker, (1998), pointed out that a theory must have four basic criteria such as conceptual definitions, domain limitations, relationship-building, and predictions. He, also, opined that for any theory to be regarded as a good theory, it must have qualities for `good ' theory, such as “uniqueness, parsimony, conservation, generalizability, fecundity, internal consistency, empirical riskiness, and abstraction, which apply to all research methods” (p.364). Stam (2010) interpreted theory as ...
In Today’s world, the composition and how work is done has massively changed and is still continuing to change. Work is now more complex, more team base, depends greatly on technological and social skills and lastly more mobile and does not depend on geography. Companies are also opting for ways to help their employees perform their duties effectively so that huge profits are realized in the long term .The changes in the workplaces include Reduction in the structure of the hierarchy ,breakdown in the organization boundaries , improved and better management tactics and perspectives and lastly better workplace condition and health to the employees. (Frank Ackerman, Neva R. Goodwin, Laurie Dougherty, Kevin Gallagher, 2001)
Advances in technology have changed businesses dramatically, in particular the communication and information technology that are conducted in firms, which changed the appearance and pace of businesses over the past few decades. ICT in particular, has evolved a lot over the past 30 years; important information can be stored in computers rather than being in drawers enabling information to be transferred at a greater volume and speed (Guy, 2009). ICT has also expanded various forms of telecommunications and workload conducted in businesses, internet examples of this include: e-mails can be used to communicate with others...
Zanko, M & Dawson, P 2012, ‘Occupational health and safety management in organizations: A review’, International Journal of Management Reviews, vol. 14, no. 3, p 328-344, viewed 2 April 2014, http://ro.uow.edu.au/commpapers/2832/.