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What are some of the qualities necessary to be a great leader essay
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Polycom was founded in December of 1990 and went public in 1996. Its global workforce is comprised of approximately 3200 employees. Revenues for 2010 were posted at $1.2 billion. Polycom prides itself in being
“a global leader in unified communications (UC) solutions with industry-leading telepresence, video, voice and Polycom UC Intelligent Core™ infrastructure solutions—all built on open standards. Polycom's vision and strategy is to enable UC Everywhere—allowing people to communicate and collaborate anywhere on multiple devices” (Polycom Corporate, 2011).
Clearly Polycom’s success does not just stem from quality products and services, but also from the employees who are in the trenches every day; creating new products, increasing productivity, maintaining and increasing customer satisfaction, excellent customer service, etc. Foresight, innovation, and strategic planning are a daily routine to keep the company a successful competitor in the market. It is without a doubt that Polycom needs qualified leadership. High caliber leadership/management is vital to successfully run a global enterprise of this statute. Constant re-organization and product structure changes are necessary to adapt to current and future consumer demands. I interviewed one of the leading managers at Polycom to find out what it takes to keep the machine rolling and what the typical duties of a manager entail.
“Every minute is different from the next. The agenda of the day is dictated by what is happening in each specific moment of the day” states Scott Eshelman, Director of Services at Polycom, Inc., when asked what a typical day of manager looks like (2011). General duties include daily meetings with customers, support technicians, engineers, etc. to get ...
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...which aspect he enjoyed most about his position. With a big smile on his face he responded, “I am addicted to the chaos. It is an ever changing environment. You have to think on your feet, be quick. It is always fast, go, go, go. Are we there yet?” (Eshelman, 2011).
Works Cited
http://www.polycom.com/company/about_us/corporate.html
About Us-Corporate, 2011
http://management.about.com/od/managementskills/Management_Skills.htm
2011, Management Skill Levels 1, 2, 3
http://ezinearticles.com/?10-Must-Have-Management-Skills&id=741326
10 Must Have Management Skills
By Duncan Brodie 2007
http://www.flexstudy.com/catalog/schpdf.cfm?coursenum=95027
The Importance of Effective Communication, page 1, n.d.
http://www.fmlink.com/ProfResources/HowTo/article.cgi?BOMI%20International:howto1011.html
Effective Communication in the Workplace, BOMI international, 2011
Predication: On 03/17/17, Asset Protection Manager(APM) Kristin Catucci contacted APM Jakub Orlando regarding a violation of the Be Safe policy by multiple team members at store 14181.
This paper will compare and contrast two CEOs that led technology companies through difficult times. Michael Dell CEO and founder of Dell Computers and Andy Grove former CEO and cofounder of Intel each provided quality leadership as their companies faced challenges in the fast-paced computer technology industry. This paper will introduce each man and describe their contributions to their company and the field of management, resistance they encountered, similarities in their professional lives and how they differed. The information about these two success CEOs comes from Jeffrey Krames (2003) book What the Best CEOs Know: 7 Exceptional Leaders and Their Lessons for Transforming Any Business.
Cisco is one of Americas greatest corporate success stories. Since shipping it’s first product in 1986, The company has grown into a global market leader that holds No.1 or No.2 market share in almost every market section in which it participates. Cisco went public in 1990 on the nasdaq stock market with annual revenues at $69 million in that year. But now their revenues are at $12.2 billion in fiscal 1999. Their revenues in the last four quarters are shown in the figure below.
What major technology change has had the greatest impact on the quality of your life?
Leaders: Strategies for Taking Charge is an organizational management book written by Warren Bennis and Burt Nanus for those who aim to become better leaders. The authors emphasize that having executive positions or being a manager does not automatically make one a leader. A leader is one who inspires his staff, help them find purpose in their work, and effectively implement their plans. They separate the book not quite into chapters on different topics, but rather by four strategies that they have determined are vital for any leader to take on. The strategies are effectively concluded as attention through vision, meaning through communication, trust through positioning, and the deployment of self. A prominent feature of Leaders is the various
I chose to interview Regina Geis, who holds the administrative role as acting supervisor for the County Mental Health adult day program, which provides services for individuals with intellectual disabilities. Ms. Geis has held this position for 15 months. This is her first managerial position within a human service agency. Her style of management has changed over this short period of time. She feels that she is now more direct with her direction with staff. She stated, “Maybe now I come across as a little bit cold. But I have learned that I now have to use the least amount of words to get my point across.”
Destiny, brought the book True North: Discover Your Authentic Leadership into my life and I want to bring it into the lives of others. More specifically those who may believe they weren’t born with the characteristics or traits to become a leader or those who have not found their passion or purpose in life; their “True North.” The book, written by Bill George and co-author Peter Sims, compiles a series of interviews with 125 managers from Howard Schultz of Starbuck’s to Dan Vasella of Novartis. The interviewees guide readers through their journey to become the leaders they are today; discussing their failures, successes, obstacles, personal tragedies and triumphs. The stories of each manager prove the True North’s thesis, which is no one person is born a leader and there isn’t one path to becoming a leader. The book is separated into three sections: 1) Leadership is a Journey 2) Discover Your Authentic Leadership 3) Empowering People to Lead. Before giving overviews of each section, it is important to define an authentic leader.
There are many tasks that a manager does on a daily basis which include problem solving, facilitating meetings, and many other routine office tasks. "Management is the process of working with people and resources to accomplish organizational goals. Good managers do those things both effectively and efficiently." (Bateman & Snell, 2004) However many of these tasks should not be duplicated by a group of individuals. Different people can take on parts of the management function. Someone on a team can take care of the planning, while another person does the budgeting, and a third can monitor the progress and quality that each team member provides. "Management is like investment you want to invest all resources at your disposal as efficiently as possible in order to get the best return on them you can." (McCrimmon, 2005)
To inspire and influence others, a leader must possess many skills and abilities. As motivational speaker Peter Northouse, states, “a leader should be strong, but not rude; be kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant” (Northouse, 2013) Moving an entire group of individuals toward a singular goal is a considerable undertaking. Without effective communication skills and a clear vision of what needs to be accomplished, one will feel like they are trying to herd cats rather than leading.
Toma, S. , & Marinescu, P. (2013). Steve jobs and modern leadership. Manager, 17(1), 260-269.
A manager plays a pivotal role in steering the success and failure of the organization. As a budding manager, I wanted to get an insight about the daily activities of a manager and learn about their ‘typical day’. Therefore, an interview was scheduled, where the manager shared her views and gave invaluable advice on becoming an effective manager. This helped me in integrating the management concepts taught in the class and its implications in the real world.
Becoming an industry leader requires an organization to recruit talented and skilled employees among other. Firm’s employ a high amount of time and funding to ensure that the right person is hired. Each employee must have the attributes necessary to enhance the company’s culture, vision and objectives. In its early years Cisco was aggressively hiring talents which would allow them to meet current and future demand.
People always talk about how important it is for companies to have a good leader, someone who not only keeps the blue numbers, but also achieves a loyalty from customers, pleasant working environment, successful business partnerships and ahead of the competition.
He supposed that those were not what a manager actually did in his day to day work. However, there are some empirical studies supporting Fayol’s functions when showing that managers spend time in these functions. Mahoney, Jerdee, and Carroll (1963, 1965) reported that managers’ time could be allocated into eight basic managerial functions including planning, representing, negotiating, evaluating, investigating, supervising, cooperating and staffing. Those functions were actually expanded from Fayol’s five functions. This study of 452 managers also indicated that all managers in various jobs and level categories had different time patterns with respect to these functions. This study was developed in a study by Penfield (1973) and a study by Haas, Porat, and Vaughan (1969). They also pointed out that it was possible to relate managers’ day to day activities to these functions simply by asking them why they were carrying those particular activities. In another study by Allen (1981), 932 managers questioned reported a variety of planning and controlling activities, though this study did not indicate the amount of time spent on those activities. It indicated that 80 percent of the sample managers were involved in formal activities such as developing forecasts and preparing budgets, 70 percent had
Leadership is one of the most important facets in organizations. In most cases, leaders act with respect to organizational culture as well as the codes of conduct that determine the manner in which leaders relate with subordinates. Leadership entails the use of effective communication skills to get activities done in the workplace and to ensure that employees shelve their individual interests for the sake of their organizations’ shared targets. It is the role of leaders to ensure that consumers attain high quality products and services by making certain that members of their firms’ workforce are fully motivated to work effectively and utilize resources in an efficient manner (Bass, 22). With the increasingly sophisticated nature of the corporate world, leadership should not be based solely on the desire to control and coordinate affairs within the workplace, but leaders should also exhibit positive examples and continually monitor the changing trends in corporate governance to initiate the most relevant guidelines. Competitiveness can only be attained when leaders are in a position to set the right standards in their firms and coordinate affairs appropriately by understanding consumer and employee needs.