...Characteristics of a Knowledge- and Value-Centered Manager Cassandra M. K. HUM220 August 1, 2014 Melissa Ellison Characteristics of a Knowledge- and Value-Centered Manager 1. Control – Value Centered 2. Leadership – Knowledge Centered 3. Organization – Knowledge Centered 4. Persistence – Knowledge Centered 5. Efficiency – Knowledge Centered 6. Ability to motivate – Value Centered 7. Perspective that is positive – Value Centered 8. Trust – Value Centered 9. Respect – Value Centered 10. Positive attitude – Value Centered These characteristics listed above have the potential to aid in creating an effective manager and help add value to an organization. Having motivation and a positive attitude a manager is able to set an example and help motive his/her team successfully. Having both the motivation and a positive attitude a manager is then able to have the necessary control and leadership needed. When a manager has the control and leadership they are able to be persistent in in their work. With persistence a manager must be organized. A manager must have things planned out for different set of obstacles that could occur. With organization they can become efficient and team members will trust them. When a manager is efficient they are able to get things accomplished. In order to have complete trust a manager must have a positive perspective of the organization. This allows the manager to be more passionate in their help or work. With trust comes respect. If the...
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...Characteristics of a Knowledge and Value Centered Manager Holly Regan HSM/220 August 29, 2013 Melissa Lichau Characteristics of a Knowledge and Value Centered Manager 1. Analytical Skills (knowledge) 2. Empowerment (value) 3. Commitment (value) 4. Ethical Practices (knowledge) 5. Organizational Ability (knowledge) 6. Managing Personnel (knowledge) 7. Vision (value) 8. Communication (knowledge) 9. Persistence (value) 10. Leadership (value) Each of the characteristics adds value to the organization by level of productivity. When you are able to communicate with your employees and give them the needed empowerment to work hard for you and the organization, as a manager you have produced a harmonic team. When you appreciate your employees and let them know how much you appreciate them and all their hard work, they will work extra hard for you and the organization because you show them appreciation and tell them they are appreciated. When you share the majority of your vision and goals for the organization in hopes they wish to be a part all that your organization has to offer them, they will strive to be all they can to the organization, as long as they feel appreciated and are compensated for some of their hard work. The manager’s commitment to providing excellent leadership provides an incentive for the employees to be willing to take part in the organizational efforts of making the organization more known or by creating more business possibly by...
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...organization, institution, or business. Without great communication skills the staff will not know what is expected to be able to get the department where a manager wants it to be. Persistence – The ability to stick to the plan and not let anything get in the way. There is always room for improvement. Empowerment – The structure of the department should be built on the entire staff as team work and boost moral knowing that they had a part in how the department will be run. Organizational Ability – Putting one’s strong people where they need to be when they need to be there. There is always a time for cross training and that is something that should always be looked at this way if somebody calls in there is adequate coverage. Attention – The manager needs to be somebody who can get the attention of the staff and keep their attention with the structured vision. Meaning – Showing the staff that their opinions matter. We are only as strong as our weakest associate. Trust – As a manager, we are not able to be there all hours of the day to make sure that the job is getting down by every single person. Knowledge – Using the skills learned by running the department and showing the staff that management has the answers and doesn’t have to go and get an answer then come back to the associate. Willingness to help – If a manager is not willing to help then there is no room for the department to...
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...Every effective manager must have certain characteristics in order to run an organization properly and smoothly. I have chosen the top ten that I think are important: leadership, team player, organization, dependable, positive attitude, motivation, customer service, and creativity, able to remain calm and resolve conflicts effectively. I have separated these into two groups as well, knowledge and values. The ones that are in the knowledge group are leadership, team player, organization, customer service, creativity and motivation. The ones that are in the values group are dependable, positive attitude, able to remain calm and resolve conflicts effectively. Each one is unique and valuable. Leadership is all about direction and problem solving skills, one must know how to distribute tasks and discipline when action is needed. Team player is a must when taking the position as a manager. By showing your fellow employees that you are willing to take initiative and work together as a team then the employees will also. Organization is a must when managing employees and an organization. When management shows organization everything will flow more productively and smoothly. Dependability, in a manager’s position, shows that they are reliable. If a manager was to show lack of then the employees are most likely to follow in which in turn sets a bad pattern. A manager who presents positive attitude is likely to inspire their employees and create a more productive and positive work environment...
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...Checkpoint: Characteristics of a Knowledge-and Value-Centered Manager I believe that there are many characteristics that a manager should have but I have chosen the ten that I feel are the most important but in no random order. Good Humor (Value centered) Organizational Skills (Value Centered) Honesty (Value centered) Trust (Value Centered) Management Skills (Knowledge) Knowledge of the Workplace (Knowledge) Communication Skills (Value Centered) Negotiation Skills (Knowledge) Problem Solving Skills (Knowledge) Non Judgmental (Value Centered) I believe that good humor adds value to the organization because it makes it easier to get along with the manager. Everyone does not have to feel so uptight and can kind of relax a little while being at work. Organizational skills add value because if the manager is not organized then there are many things that can go wrong. Honesty is another good characteristic and it adds value to the organization because honesty is the best policy and if your manager can not be honest with you when you do something wrong then you may continue to do the same thing over and over. Trust adds value to the organization because if you trust your manager then you will be able to talk to them about things in or outside of the office. Management skills are another excellent skill that a manager should have. If they don’t have management skills then they would not make a good manager and it would affect the whole facility. Knowledge of the Workplace...
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...share of tasks to do. While these items are important, I think the most important aspect of their organization skills would be their ability to assist their staff in getting whatever tasks the organization needs done in a timely and efficient manner; therefore, I would consider this a knowledge centered trait. 2. Positive Attitude: A positive attitude is essential to an effective manager’s character because keeping up with the demands of their duties can often be tiring and overwhelming. They will absolutely need to be a self starter and self motivating in order to set a good example for their employees. Attitude often reflects leadership. Don’t be cranky unless you want a cranky team. This is a value centered trait due to the fact that this ability comes from a person’s personal demeanor. 3. Educated: It would not make good sense for a manager to effectively lead their team without knowledge about the organization, career field, and tasks at hand. In some instances, their company may not be taken as seriously as others if they do not hold a degree of some sort. The manager is the leader. The manager has to be able to teach their employees; therefore this is a knowledge centered characteristic. 4. Understanding: An effective manger would need to be understanding in a variety of instances. These could include their employees battling an illness, struggling with a divorce, nursing a sick child, or even not fully understanding their duties within the organization. A person’s...
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...10 Characteristics for Effective Management April Flory HSM220 April 25, 2014 Susan Anderson 10 Characteristics for Effective Management Having a good understanding of the organization’s vision is important because you will want to move the company into that direction. In addition, a person will want to know what the vision is because it may go against their beliefs. Having good communication skills is important to be able to effectively communicate the vision statement to others, such as employees or community. In addition, as a manager a person will have to effectively communicate what needs to be done in order to follow the vision. Having good communication skills is knowledge-centered. Any situation needs someone that can look at it from all sides to find the best solution for all involved. Becoming a critical thinker is a learned trait, knowledge-centered. A well-organized manager can get more work done and in the long run that can save money for the organization. Saving money for the organization means more money that can be spent on needed items, or even opening up a new department. Organization skills can come naturally, but it is not a value, so knowledge-centered. Analyzing data will allow them to continually improve the efficiency and effectiveness of the organization. Analyzing data is a skill that needs to be learned, knowledge-centered. If a manager is going to get employees to do the work they are assigned to do they will need to know how to...
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...Knowledge and Value Centered Managers HSM/220 June 23, 2013 Knowledge and Value Centered Managers Our text goes over several qualities that managers would possess that would make them “superleaders” in the work place. Warren Bennis interviewed ninety top executives and other professionals in the tops of their fields and identified five traits that they had in common (Kettner, 2002): * Vision: a knowledge-centered characteristic that shows the capacity to create a compelling picture of the desired state of affairs that inspires people to perform * Communication: a knowledge-centered ability to portray the vision and enlist the support of constituencies * Persistence: a value-centered ability to stay on course regardless of obstacles * Empowerment: knowledge-centered ability to create a structure that harnesses the energies of other to achieve a specific result * Organization: knowledge-centered ability to monitor activities, learn from mistakes, and use the results to improve the organizations performance * People skills: value-centered ability to get the highest levels of productivity from employees * Honesty: value-centered quality that inspires trust in employees * Integrity: value-centered quality that would inspire employees to always to do the right thing * Attention: knowledge-centered ability that captures the attention of others because of a clear sense of direction * Self: a knowledge-centered ability that allows one...
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...Jennifer Smith Characteristics of a Knowledge-and-Value Centered Manager HSM/220 Kimberly Amerault August 30, 2014 10 Characteristics of a Good Manager 1. Knowledgeable (knowledgeable) 2. Respectful (value-centered) 3. Good Listener (value-centered) 4. Organized (value-centered) 5. Flexible (knowledgeable) 6. Confident (value-centered) 7. Optimistic (knowledgeable) 8. Dependable/Reliable (value-centered) 9. Integrity (value-centered) 10. Self-motivation (knowledgeable) An effective manager cannot motivate others if they cannot motivate themselves. Self-motivation is known as the ability to get yourself going and to take charge of what is next for you. This is a vital characteristic for a manager. Integrity is important because people trust a good manager because he or she has personal integrity. Workers need to know that your will fight for them, do what you say, and follow the rules. As a person and manager, you should be dependable and reliable. Those who you supervise need to know that you can be trusted and counted on. An optimistic attitude can inspire others as well as help them to feel good about getting their work done. Confidence comes into play because you need to be able to make decisions with confidence, and show others you are capable of making good decisions. Next is flexibility, and a certain amount of flexibility is needed to be able to adapt to changing situations...
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...Characteristics of a Knowledge and Value Centered Manager Holly Regan HSM/220 August 29, 2013 Melissa Lichau Characteristics of a Knowledge and Value Centered Manager 1. Analytical Skills (knowledge) 2. Empowerment (value) 3. Commitment (value) 4. Ethical Practices (knowledge) 5. Organizational Ability (knowledge) 6. Managing Personnel (knowledge) 7. Vision (value) 8. Communication (knowledge) 9. Persistence (value) 10. Leadership (value) Each of the characteristics adds value to the organization by level of productivity. When you are able to communicate with your employees and give them the needed empowerment to work hard for you and the organization, as a manager you have produced a harmonic team. When you appreciate your employees and let them know how much you appreciate them and all their hard work, they will work extra hard for you and the organization because you show them appreciation and tell them they are appreciated. When you share the majority of your vision and goals for the organization in hopes they wish to be a part all that your organization has to offer them, they will strive to be all they can to the organization, as long as they feel appreciated and are compensated for some of their hard work. The manager’s commitment to providing excellent leadership provides an incentive for the employees to be willing to take part in the organizational efforts of making the organization more known or by creating more business...
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...“Lift” Characteristic While deciding how to classify witch characteristic I fall into I think both, knowledge and value, can be attached to some of these characteristics. As a manager of a high end clothing store I know what my mission/purpose is within the organization I fully understand, and always willing to work towards accomplishing the mission to the best of my ability. I believe an excellent manager is always aware of how the organization can be the best it can be by knowing what changes need to be made. Organizational ability means keeping track of what the group is doing, and handling mistakes in a way that improves how the organization operates. Being able to convey ideas so that the people involved are willing to participate shows good communication skills. Trust means performing in a constant and reliable way, and holding true to one way of doing things within the organization. Confidence in one’s knowledge and skills provides a platform for creativity, self. Knowing how to express a vision to others inspires them to be as enthusiastic about it and willing to participate in the process as the manager is. Treating others with respect and acknowledging their efforts and accomplishments goes a long way, and is empowering. Meaning is being able to rally others into performing by doing their part to help make a vision manifest into reality. When it comes to the Four Characteristics of Lift I would say I’m a mixture of Purpose-Centered and Externally Open. This course...
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...Many people fail in their job search because they are too often focused on what they want in a job including industry, type of position, location, income, benefits, and work environment. Their "30 second commercial" is centered around this premise. The commercial describes the job seeker's career history and what they are looking for. Too often, this is in direct contrast to what employers are looking for. There are two dominant reasons why job seekers are successful in the job search. The first is focusing on the needs of the organization. The second is focusing on the needs of the people within that organization. In this article, we are going to examine how to focus on the needs of the people within organizations. This will assist in rethinking your response to that all-important question, "Tell me about yourself." In order to learn how to respond to the needs of the interviewer, let's first learn more about ourselves. We can then apply that knowledge about ourselves to knowing how to understand and respond to the needs of others. Most social psychologists recognize four basic personality styles: Analytical, Amiable, Expressive, and Driver. Usually, each of us exhibits personality characteristics unique to one of the styles. However, we also possess characteristics to a lesser degree in the other styles. To determine your unique style, you...
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...Leadership trait theories attempt to explain distinctive characteristics accounting for leadership effectiveness. Behavioural leadership theories attempt to explain distinctive style used by effective leaders to define the nature of their work. Behavioural research focus on finding ways to classify behaviour that facilitate our understanding of leadership. Both behavioural and trait theories attempt to find one best leadership style in all situations. In 1960s, leadership paradigm shifted to contingency leadership theories. Contingency leadership theory attempt to explain the appropriate leadership style based on the leaders, followers, and situations. In mid-to-late 1970s, the paradigm began to shift to the integrative. Integrative leadership theories attempt to combine the trait, behaviour, and contingency theories to explain successful, influencing leader-follower relationship. CONTIGENCY LEADERSHIP THEORIES Fred E. fiedler Contingency leadership model is used to determine if a person is task or relationship- oriented, and if the situation matches the leadership style to maximize performance. Framework: -determine the dominant leadership style(task/relationship) -determine situational favourableness. The degree in which a situation enables the leader to exert influence over the followers. Three variables to determine the favourableness. 1. leader-member relations 2. task structure.(the more structure the jobs are, the more favaourable the situation). 3. position...
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...Developing an international manager Written and researched by Milan Manasievski Class: Concepts and principles of international management Lecturer: Bruce Gahir Introduction: In the paper that you are about to read I will describe in depth the differences between the eastern and the western style of management and processes that take place when adopting and using different management styles. In order to narrow it down and to make it a bit easier and more understanding for the reader I specifically chose two different countries to compare. The countries are different in almost every way regardless how you look at it. Different cultures, different values, different politics, people etc. The countries that I have chosen are China and USA. In this paper I will use a case study where a Chinese manager is sent to USA to manage a cross cultural team or professionals in order to meet the project requirements and deliver the work on time and 100% completed. Country profile: China Many of us were witnessing the economic growth and development of China and few other countries in Asia in the last few decades and this is one of the most important events in the history. This growth continues today and there is no actual reason why it shouldn’t continue indefinitely unless the highly unlikely event of international conflicts and war. China at present is the world’s leading economy. It has attracted about $450 billion of direct foreign investments from which 90% percent...
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...organization performance. ANS: T PTS: 1 DIF: Difficulty: Moderate REF: 420 OBJ: LO: 13-01 NAT: BUSPROG: Analytic STA: DISC: Individual Dynamics KEY: Bloom's: Knowledge 2. The genuine efforts to accept and manage diverse people in North America are a phenomenon that emerged in the 1800s. ANS: F PTS: 1 DIF: Difficulty: Moderate REF: 421 OBJ: LO: 13-01 NAT: BUSPROG: Analytic STA: DISC: Individual Dynamics KEY: Bloom's: Knowledge 3. Today's workforce is growing older with an average age of 40.8 years in 2006 and it is expected to increase to 42.1 years in 2016. ANS: T PTS: 1 DIF: Difficulty: Difficult REF: 421 OBJ: LO: 13-01 NAT: BUSPROG: Analytic STA: DISC: Individual Dynamics KEY: Bloom's: Knowledge 4. In 1970, Joseph Searles became the first African American member of the New York Stock Exchange. ANS: T PTS: 1 DIF: Difficulty: Difficult REF: 422 OBJ: LO: 13-01 NAT: BUSPROG: Analytic STA: DISC: Individual Dynamics KEY: Bloom's: Knowledge 5. In 2010, PepsiCo appointed its first female CEO. ANS: F PTS: 1 DIF: Difficulty: Easy REF: 422 OBJ: LO: 13-01 NAT: BUSPROG: Analytic STA: DISC: Individual Dynamics KEY: Bloom's: Knowledge 6. Because employees with different backgrounds bring different options and ideas to the table, a diverse workforce may lead to increased conflict, anxiety, and misunderstanding...
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