1. Introduction
In this report I’ll be examining the extent to which the concept of the Managerial escalator fits with the experience of two managers that were interviewed by me. The key areas of this report are the managerial escalator, findings, analysis and conclusion .The first section of the report I’ll describe the managerial escalator with the focus being on Rees and Porters various concept. The second section of the report will represent the analysis of the two managers I've interviewed who have managerial responsibilities. The report will conclude with whether managerial escalator fits with the experience of my two managers.
2. The Managerial escalator
Managerial escalator is defined as the concept that can be used to describe how various specialists can become managers. (Rees and Porter, 2013). ‘The structure of organisation is usually such that most employees can are engaged in specialised activities and managers entry into an organisation is usually through specialised activities’. (Rees and Porter, 2013)
(Rees and Porter, 2013)
Generally specialists can be recruited to carryout specialist activities in most circumstances it is measured that a specialist will gradually advance practical experiences in supervising. Through good previous performances its considered that a specialist is promoted this could be up to 5 years and in many various organisations and job roles, specialists being promoted could mean they have more managerial responsibilities e.g. Admin work. ‘Specialists can work as team leader and because of this they can gain managerial responsibility. After staying at that current role for numerous years they can be promoted to a higher position. As you can see from figure 12 many employees from a numb...
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...What do you most enjoy about being a manager and what do you miss because of being in a managerial role?
8. How long do you spend in standard working day managing you staff?
9. What strategies can your organisation use to strengthen your managerial position?
10. What are the main groups and individuals that you need to interact with in order to be effective in your job?
11. During you selection process do you look into the future and assess how a person will handle new and rather more intangible responsibilities?
12. What areas of management do you feel you need to make improvements in?
13. How did training and development enhance your job role and made you an effective manager?
14. In what ways do your company objectives help you monitor the management responsibilities of subordinates?
15. As a manager do you combine specialist activity and managerial activity?
1) His selection in employees is based on required skills instead of their abilities or personalities which would help him to understand the interpersonal skills of his new hires.
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 ...
When you first became a manager did you find it hard understanding the managerial element that is required in the job?
Enron was the model for rapid growth in the 1990’s but part of the culture and ethics of Enron was disturbing. Falsified documents, cutthroat competitiveness among employees and accounting schemes that hid the truth of the company’s indebtedness were just a few examples of the lack of business ethics within the organization. Perhaps a more virtuous management team could have saved Enron from collapse.
Robbins, S. P., & Coulter. M. (2014). Management (12th ed.). Retrieved from: Colorado Technical University eBook Collection database.
George, Jennifer M. "Chapter 12." Contemporary Management. By Gareth R. Jones 8e ed.N.p.: n.p., n.d. 366-400. Print.
worked their way up the company. A manager knows how each layer of the system works
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.
Davis, Kevin. "Management Skills - Introduction - Instructor's Statement to Participants." Fsu.edu. Florida State University, n.d. Web. 18 Mar. 2014.
Gosling, J. and H. Mintzberg (2003). "The Five Minds of a Manager." Harvard Business Review (November 2003): 1-10.
Scientific management is a way that an organisation regulates its staff within a workplace. The theory behind this is accomplished by selecting the ‘best person for the best role’, who will undertake the training to train each worker to do a ‘specific role the right way’ (Frederick Taylor). This extracts the responsibility from the employee whilst handing over executive decisions to the employer to make strategic decisions. Frederick Taylor required the managers to set the tasks for the employees in advance and that each task was to be detailed to each employee, to be done in a certain way and completed in an exact time no less. Management, D. Boddy, pg. 44.
Robbins, Stephen P., David A. DeCenzo, and Mary K. Coulter. Fundamentals of Management: Essential Concepts and Applications. 7th ed. Upper Saddle River, NJ:
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.
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).
...In Too Many Bosses, Too Few Leaders, (Pashawaria, 2011) the author asks the question, “Of all the bosses you’ve had in your career, how many would you call truly great leaders? For the purpose of this question, a great leader is someone who inspired you to show up every morning and do your best possible work, someone who made you believe in yourself, someone who genuinely cared about your success, and someone whom you wanted to follow willingly.”