...Governors University Course: TJP1 TASK 1 What Makes a Good Manager? The purpose for the presentation is to inform the audience about my perspective on a good manger; and also the skills that employers may want in a manger. The audience for the presentation is any individual or company that is interested in a subordinate’s views of a good manager. The significance of the chosen topic is to shown several key management skills, which managers should strive to have. Presentation Outline I. What Makes a Good Manager? A. Hi. I am a student at WGU. The topic that I will be discussing is “What Makes a Good Manager?” I have worked for several companies, while dealing with different types of managers. My experience with these managers has shown me that not everyone can be a good manger. I believe that there are different types of skills; a good manager should have in the workforce to develop the company and its employees. At the end of this presentation, you will not only know my perspective on a good manger, but also the skills that employers may want in a manager. II. The Seven Management Skills ☺ Delegate tasks wisely to the employees ☺ Establish goals for the employees ☺ Be adaptable in your communicative skills ☺ Make time for the CEO, clients, and employees ☺ Identify achievements of their employees ☺ Think about permanent solutions, not quick fixes ☺ Don’t take things too seriously III. Delegate Tasks Wisely ☺ A good manager must be able to delegate tasks wisely to the employees...
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...WOMEN ARE BETTER MANAGERS THAN MEN – AGREE OR DISAGREE? To determine if women are better managers than men, we will have to look at what qualities define a ‘good manager.’ While examining the qualities that make a good manager, we will have to be mindful that these qualities are ultimately decided by the perception of beholder. During this examination we will also have to look at gender and its impact relative to the qualities of a good manager, if any. Gender may or may not have an impact, but even then, one would have to decide how important each quality is in the scope of determining what makes a good manager as a first step. Each quality would then have to be weighed in relation to a male or female and what that means, if anything, to come to a conclusion on whether I would agree or disagree with the statement, “Women are better managers than men.” I believe that the first and most important quality of a good manager is the relationship that he or she builds and maintains with their staff. If a manager has a good relationship with their staff, then they will always have a solid foundation to build off of when performing job responsibilities such as pushing staff for optimal performance, delivering constructive criticism, motivating and invigorating staff, maintaining ethical and moral practices within the organization, developing staff skill set and providing career guidance, among others benefits. When led by an effective manager, all of these things combined can...
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...A Manager that L-E-A-Ds A diversity of people with different roles will always be needed in order to build a successful and prosperous organization, and a manager plays a critical role in every organization, as they are responsible for his team’s performance. A manager deal with all activities that take place in the organization, they direct the whole organization towards desired goals. Managers are responsible for employing and merging all the company/organization’s resources to meet their purpose achievements. In some cases, a manager has to be able to act as a leader. Leadership and management are very different and they must go hand in hand. They are complementary and connected. Any effort to part the two means bringing about more troubles than it could solves. The red line between a manager and a leader is a manager does the things correctly while a leader does the correct things. Some also argue that a leader has a longer vision while a manager has a shorter vision for his organization. In fact, a good manager is shaped from a combination between managerial and leadership skills. A good manager is a leader who carries an organization into forward-thinking stages. He needs to come up with the brightest ideas, initiate new strategies and tactics. Another important aspects of being a manager is that he also should be skillful and knowledgeable about the latest trends and studies. Managers, not only they are assigned to do tasks, they must organize the other workers, and to...
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...Vehicle First Registration Tax Motor Vehicle First Registration Tax is levied by the Transport Department. On the first registration of a motor vehicle, a first registration tax is charged, the sale of used cars are not paying taxes. As the HK (SAR) government increases the levy of Motor Vehicle First Registration Tax, Vehicle First Registration and Taxation 其他涉及稅項措施 • 為保障公眾健康，每支香煙的煙草稅調高五角，並按同等比例提高其他煙草產品的稅率。 • 為控制私家車數目的增長，增加私家車首次登記稅約15%。 Question 2 a. A firm’s ability to satisfy customer needs depends on its resources, capabilities and core competencies. Resources ‘are inputs into a firm’s production process such as capital equipment, the skills of individual employees, patents, finance, and talented managers.’ Capabilities represent the firm’s capacity to deploy resources ‘to perform a task or an activity in an integrative manner’. Resources are usually divided into tangible and intangible and by their nature (financial, physical, etc.) and use (reputation, innovation, etc.). Capabilities are usually related to functional areas. Analogous to the earlier comment on the inadequacies of STEP analysis,...
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...Final Strategic Plan Beris Edwards BUS 475 May 13, 2013 Garold Cole Jean’s Rare Books is located all over the country and they provide a chain of stores with the desire and need to elevate their business to Canada and more. The location that they have chosen has a strong culture and rich history and this will have a major impact on the ethical and moral decision made by the company. The country and the personnel where the company operates, has a direct relationship with how the company should move forward ethically and morally. It’s the company desire to increase the reading ability in the area where they do business. When it comes to doing business in a foreign country, the guidelines and regulation can become a major problem and so everything must be implemented and executed in the right manner and this will ensure the company maintains a prosperous and productive business. Jean’s Rare Find Books store is awesome, the company provides unique books and has over five thousand books and the books are from rare to contemporary and for a collector of books, this book store is a dream come through. Above all the book store has an extensive amount of books that are no longer in publication. The entrance of the book store gives the appearance of an English tea house and the inside is put together like a seated room and with a quiet and study free atmosphere. To help others is the vision of the company and the company statement make it clear that, it’s their desire and need to...
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...The biggest difference between leaders and managers is in the way they motivate the people who follow or work for them. Managers have subordinates, unless their title is given as a mark of seniority and honorary, while leaders do not. In terms of approach, a leader sets the direction while a manager plans the details. Leaders appeal to the heart while managers appeal to the head. A leader’s energy is passion, and that of the manager is control. When discussing business leadership, the distinction between good management and good leadership is often made. Leading and managing are two distinct yet symbiotic qualities that every organisation looks for in a person who is moving up the ladder. However, this right blend is rare and cannot be easily found. Good managerial skills are all about planning and utilising time, resources and man power to get the work done. However, having good leadership skill is a different ball game all together. A leader is a visionary, who must have the ability to see the bigger picture of things. This quality will help a good manager build a self driven team. Delegation becomes easy for a manager who has a self driven team. Managers must become good leaders too. This will not only help their subordinates but also help the organisation achieve its short term and long term goals. Organisations must understand the difference between leaders and managers. The learning and development team in the organisation should take cognizance and should consciously...
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...Cost leadership strategy Definition : | A firm pursuing a cost-leadership strategy attempts to gain a competitive advantage primarily by reducing its economic costs below its competitors. If cost-leadership strategies can be implemented by numerous firms in an industry, or if no firms face a cost disadvantage in imitating a cost-leadership strategy, then being a cost leader does not generate a sustained competitive advantage for a firm. The ability of a valuable cost-leadership competitive strategy to generate a sustainted competitive advantage depends on that strategy being rare and costly to imitate. Sources of cost advantage * Economies of scale Economies of scale One of the most cited sources of cost advantage for a firm is its SIZE.There is a relationship between firm size measured in terms of volume of production - and costs - measured in terms of average costs per unit of production. The optimal volume of production is reached when the average costs per unit of production is minimum. Sources of economies of scale : volume of production and specialized machines : Acompany with a high level of production, it is able to purchase and use specoalized manufacturing tools that cannot be kept in operation in small companies. volume of production and cost of plant and equipement : Ahigh volume of production may allow a firm to build larger manufacturing operations. Large-volume firms will be able to build lower per unit cost manufacturing operations and will have...
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...Why was the study conducted? Jim Collins conducted the study with 22 research associates from 1996 to 2000 to search the reason that “catapults a company from merely good to truly great”. Are there any common features – in particular concerning leadership style - within those companies that had shifted from good results to great performance on the long run? Why other companies failed to reach excellence when others outpace their competitors in a sustainable way? Are their managers sharing common personality traits? Can a good company become a great one and how? What was the main research question? The study focus on the leadership traits of the CEO of those few companies which reach excellence, so called “good-to-great” companies. How do they behave? How do they communicate? What are their backgrounds? Same studies have been made among most of the companies who did not really succeed to clearly outperform their competitors during a long period of time. How was the study made? • The first step was to select among the “1435 companies that appeared on the fortune 500 from 1965 to 1995” those who had a specific pattern regarding their performance. The targeted companies were those who had during 15 years stock performance below or at the level of the stock market and from a transition point succeeded to have “cumulative returns” of at least 3 times the market during the next 15 years. It is also important to note that this shift should not be industry specific. These criteria...
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...VRIO Framework of KFC VRIO framework use to find out the core competencies or sustainable competitive advantages which are helping firm to operate profitably in long term. For KFC, we try to find out its competitive advantage where we used four key components which help to identify in what KFC have competitive advantage compare to its competitors. Resources Valuable Rare Inimitable Exploited by the Organization Brand Recipe Experience X X Location X X Price X X Advertisement X X X Through the use of VRIO framework we have found that brand value and the recipe of making food in KFC are its competitive advantages. The reason behind these- Brand: The brand or the logo of Kentucky Fried Chicken, the KFC, is a registered trademark for their company which is a part of Yum! Brand. As it is registered it is inimitable and thus it is rare, as only the company it is franchised to gets the right to use this logo. The logo acts as a brand name, with Colonel Sanders with his signature string tie, wearing a red apron, and with this uniqueness they have become very famous and this individuality has made it easier for people to recognize it, making it a very valuable essential for the company. And since the beginning of the KFC it has been exploited by the company thoroughly, first by Colonel Sanders himself, and then by the companies that owned it. Recipe: The secret recipe that was used by Colonel Sanders since 1940 has been invariably one of the...
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...knows whether this ancient system will still be working in 20 years or so?” (Executive Manager of Chateau Margaux). This quote, spoken by an executive manager, very proficiently sums up what is happening to the Chateau brand. The Chateau brand has always prided themselves in their unique process for creating one of the world’s finest wines. However they refuse to change their ways because they are afraid it would damage “their soul” (Deighton 9). As the world markets expanded, other companies began changing formulas or changing how they produce their products n order to keep up with the demands for mass production across the globe. Chateau refused to do this because they wanted to keep their identity intact. They were not being affected because of their product but instead were affected due to their management. They refused to market their product or even sell directly to the customer. As other companies began running ad complains, Chateau did not even know who their target market was because they had no information and their suppliers had little information as well. Take the Coke vs. Pepsi war. Both of these companies have mass produced their product and have found the shortest, simplest, and cheapest way to produce their cola and ship it world wide. This does not mean that their product is better than any other cola, in fact there are some minor brewing companies that also make really good cola. Chateau is one for those minor breweries. They refused to keep up with the competition...
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...downhill from here on and believe me it The correct side orders were not with the correct main dish, everyone had ordered steaks; but not the same kind of steak nor were they to be cooked to the same degree. The worst problem was with my mothers’ order, which was a T-bone steak to be cooked well-done (no one else ordered a T-bone) [unnecessary/irrelevant] and her order came back rare. As the saying goes, “a picture is worth a thousand words”, you should have seen my mother’s facial expression when she inserted her knife into her steak and blood oozed out; she was literally seething with fury and ready to walk out and E-mail the corporate office that night. The waitress was very apologetic and my mother was convinced to send the order back. The steak was returned charred on the outside and” medium rare” on the inside. I personally went to complain to the manager on duty, he informed me that he would personally prepare my mother’s meal and bring her meal to her. After waiting and waiting with no meal the waitress was summoned to the table, she stated, “I thought the manager took care of it. The manager was not to be found when I went up front. While observing the tables and booths in our seating area...
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...Toro (Chile) History of Chile Wine and Concha y Toro The Chile wine industry has enjoyed immense success and growth on the past two decades. The quality of Chile wine brands are at par with the most famous brands from the Old World countries and has been able to secure international prestige. Wine making began from the late 16th century by the Spanish conquistadors and missionaries. Despite the political connection to the Spanish, Chile wine is historically influenced by the Bordeaux French wine which started in the late 19th century with many wealthy Chile wine makers importing Bordeaux grapes such as Cabernet Sauvignon, Merlot, Malbec, Carmenere, and Cabernet Franc to plant in the ideal valleys of Chile. These species of grapes were rare and are considered the “lost” species of grapes from Bordeaux due to having been imported before the phylloxera (blight) epidemic which ravaged and destroyed Bordeaux vineyards in the late 19th century. The ruined wine industry in the late 19th century also prompted many French wine makers to travel to South America bringing their experience and accumulated traditional techniques. This was the second tide of Chile wine history where currently famous firms were established by the wealthy wine makers of Chile such as Vina Errazuriz by Don Maximiano, Ochagavia Wines by Don Silvestre Ochagavia Echazarreta and Concha y Toro by Don Melchor de Santiago in the late 19th century. The second turning tide began in the late 20th century with the incoming...
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...view it as the most important key development in international business research and strategic management, an approach that gives a coherent vision based on a firm's capabilities to help determine the strategic resources necessary for the firm's survival and growth within a particular market place. As Hitt et al (2001) stated, “the resource based model assumes that each organization is a collection of unique resources and capabilities that provides the basis for its strategy and that is the primary source of return.”. It suggests that in order for a firm to sustain competitive advantage, it must not only have resources and capabilities but also have a firm control over it and they must meet certain basic criteria such as being: valuable, rare, inimitable and non substitutable such that it is impossible to be copied or replicated (VRIN). Although a resource based view strategy sounds like the better way to go, others have wondered if this approach is at all necessary or bring any more insight than the traditional understandings into a successful strategy to survive and thrive into a competitive market,...
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...c) Deciding what to do and what NOT to do d) Combining activities to land in a unique market position e) Making long-term commitments that may not be easily reversible f) A constant decision-making process * Theories answer, “If we do X, then we will get Y.” * Strategy management process: a sequential set of analyses and choices that can increase the likelihood that a firm will choose a good strategy. * Why do we exist? (MissionObjectives) Can we compete? (External/ Internal Analysis) How do we succeed? (Strategic ChoiceStrategy Implementation)Competitive Advantage Success = Sustained Competitive Advantage * Strategy and the Strategic Management Process * Mission: long-term purpose, define both what a firm aspires to be in the long run and what it wants to avoid in the meantime. * Mission Statements: written down form; strategic decisions fail when mission statement is not followed * Key question to address: What is our business? What is our reason for being? Whom do we want to serve? * Is it good? An excellent mission statement will: a. Identify the utility of a firm’s products to its customers b. Define priorities, plans, and work assignments c. Determine job descriptions and organizational structure d. Guide employee action e. Unify the company f. Establish organizational culture * Impact: a) No affect: whether having a mission statement even creates value for a firm? Whether...
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...the late 1990’s, Gucci portrayed the characteristics of a firm with a differentiated business-level strategy. Gucci provides value to their customers with high quality luxury goods which consist of unique product features in relation to their rival competitors. One example of Gucci’s distinct quality is the prestigious image of their brand name using the famous “GG” logo on their items. Gucci is a successful firm in the luxury goods industry with many resources and capabilities that differentiate them from other companies within the industry. The first resource is the management team of Gucci following the millions in losses during the early 1990’s. Two managers in particular are Dominco De Sole, head of Milan office, and Tom Ford who replaced Dawn Mello as creative director in 1994. The duo of Ford and Sole turned the company around from near-bankruptcy to a close rival with LVMH, the luxury goods powerhouse. The two of them possess an intangible resource to Gucci that is valuable, rare, inimitable, and non-substitutable. Ford and Sole are considered to be valuable to the firm because of their leadership and vision to make Gucci a global presence and rare because their management skills are unlike any other firm in the luxury goods industry. What makes the management team a sustainable capability is the difficulty for other firms to match their business strategy from financial decisions to marketing abilities...
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