...Spotlight on LeadershIp Spotlight Artwork Adam Ekberg Country Road, 2005 Ink-jet print HBr.orG Michael D. Watkins is a cofounder of Genesis Advisers, a leadership development firm specializing in onboarding and transition acceleration, and a professor at IMD. He is the author of The First 90 Days and Your Next Move (both from Harvard Business Press). The seven seismic shifts of perspective and responsibility by Michael D. Watkins How Managers Become Leaders June 2012 Harvard Business review 65 SPOTLIGHT ON LEADERSHIP arald (not his real name) is a highpotential leader with 15 years of experience at a leading European chemical company. He started as an assistant product manager in the plastics unit and was quickly transferred to Hong Kong to help set up the unit’s new Asian business center. As sales there soared, he soon won a promotion to sales manager. Three years later he returned to Europe as the marketing and sales director for Europe, the Middle East, and Africa, overseeing a group of 80 professionals. Continuing his string of successes, he was promoted to vice president of marketing and sales for the polyethylene division, responsible for several lines of products, related services, and a sta of nearly 200. All of Harald’s hard work culminated in his appointment as the head of the company’s plastic resins unit, a business with more than 3,000 employees worldwide. Quite intentionally, the company had assigned him to run a small but thriving business...
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...So You Want to Become a Human Resource Manager Outline Thesis: This report will offer insights into the challenging field of a Human Resource Manager. I. Introduction A. Definition B. Background C. Statistics of Job Openings D. Thesis and Purpose E. Source and Scope of Research II. Career Analysis A. Nature of the Work 1. Occupational Specialists 2. Duties and Responsibilities 3. Working Conditions a. Hours b. Environment B. Employment Requirements 1. Education a. Bachelor’s degree b. Master’s degree c. Professional certifications 2. Personal Skills a. People skills b. Organizational skills c. Communication skills C. Employment Outlook a. National b. Colorado D. Salary and Benefits 1. Salary a. National b. Colorado 2. Benefits a. Health b. Paid Leaves/Vacations c. Stock options E. Advantages and Challenges III. Conclusion A. Summary of Findings B. Interpretation of Findings C. Recommendations So You Want to be a Human Resource Manager INTRODUCTION With the extremely high competition in the business world, corporations are looking to recruit the best and the brightest in employees. To keep these employees happy and to reduce huge turnovers, companies have relied on human resource managers to make an environment in which these valued employees can be productive and profitable. Human resource managers make sure that upper management...
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...Are you the boss you need to be? When they are receptive to change managers usually take on new positions and assignments. The ambitious ones stretch themselves to understand the challenges and deliver good results. But as they settle in, they often become complacent — perhaps because they lose the fear of imminent failure. Linda A Hill, the Wallace Brett Donham Professor of Business Administration at the Harvard Business School (HBS), says many of them stop making progress because they simply don’t know how to. Hill, who is also the faculty chair of the leadership initiative at HBS, co-authored Being the Boss early this year in which she offers an approach for managers to understand the transformational challenges of their roles and what it takes to become an effective leader. She discusses the approach, which she calls “the three imperatives”, in a free-wheeling conversation with Amit Ranjan Rai. You have said in your book that becoming an effective manager is difficult because of the gulf that separates the work of the management from the work the individual performer. What do you mean? When you are an individual performer, fundamentally, you have a task to yourself that you are responsible for. You are the doer and your success in that task depends mostly on your own efforts and talent. But when you take on the role of a manager, it is likely that you are stepping into a new universe unlike you’ve encountered before. Many get into it assuming that the new role will be an...
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...CHAPTER 1 THE PROBLEM AND ITS BACKGROUND Introduction: Everyone loves to drinks like alcohol and non alcoholic. Drinking alcoholic beverage is a drink containing ethanol, commonly known as alcohol. But the benefits is wine can help prevent a heart attack. Alcohol also produces an increased appetite that can good and bad, but it is good especially for elderly people. The bar business is usually busiest at nighttime and on weekends when people are off work and stay out late. Because bar industries are highly conducted. Many bars have a happy hour to encourage off peak patronage. Bars that fill to capacity sometimes implement a cover charge during their peak hours. Such bars often feature entertainment, which may be live band or a popular disk jockey, Comedian go-go dancer or strippers. That why people are going in a bar. That are following customer are students, professional and middle ages. For tasting different alcoholic and non-alcoholic drink. The starting point for designing a successful bar is to identify its target clientele; the people you want to attract and serve and who are going to pay your bills, generate your profit and give you the pleasure of making them happy. They are the focal point around which everything else revolves; the atmosphere you create, decor, entertainments, sound, lighting, dress as well as drinks you serve-that is the overall impact. The customers influence your location, your floor plan, your bar equipment of staff you hire-in short everything...
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...Introduction The contents of this paper will reveal the performance evaluation process and how can it become successful during the employee evaluation process. As well as is the process difficult from the manager or the employee perspective’s by also the revealing various traits of an effective manager in the workplace. After reading some material in our text regarding this subject as well as other research from various outsides sources, I did come across why mangers do not like giving a performance evaluation. Let’s first discuss why some managers find the performance evaluation process difficult and why some detests this particular process when the time comes for it. In my opinion the performance management system are supposed to help managers do their jobs in an efficiently manner. An effective evaluation performance should give the employee a clear set of goals and in term will give a good understanding on how to improve if improvement is needed. First lets discuss the meaning of a performance evaluation, according to our text it is the “The constructive process to acknowledge an employee’s performance” (Carpenter, Bauer & Erdogan, 2012). Rather than run from the performance evaluations, managers should see the evaluation as a tool set in place for doing the job at hand more efficiently. The performance management should lead everyone toward the same goals. Instead, the annual evaluation is too often a one of the most hated parts within the manager’s tasks due...
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...Minute Manager The book begins with a young man who is seeking and wanting to learn an efficient and productive way of managing people. Everybody who is a manager or manages people aims to become a good one. Being a good manager is not being an autocratic manager or a democratic manager, it’s how to be an effective manager that people try to become. Some managers are autocratic manager who are just concerned about the result. This is the organization gained while the people lost. And the democratic manager they are concerned only about the people. These is not the right way to handle people a manager should know how to handle both the people and organization should be gained. Interviewing with the One Minute Manager and the people work in the same organization, the young man reveals that the One Minute Manager has developed three processes for building a better manager and for increasing the productivity in the workplace. After he uncovers the three precepts, he finally becomes a One Minute Manager himself. The three concepts described in the book are One Minute Goal Setting, One Minute Praising, and One Minute Reprimands. According in the book there is quantity over quality. The quality is very important in working because the employee want to be secured in the service. The young man had experience to be a speaker in different company, schools etc. According to him he never experienced to talk to a leader that has a good way of handling people. He searched for a manager and...
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...Organizational behavior is the study of how organizations can be structures more effectively, and how several events in their outside situations effect organizations. Learning about organizational behavior in today's business environment could help managers build up a better work related understanding of themselves and their subsidiary. With this knowledge managers can achieve a successful career. Since a manager needs to get his job done by the others, to have an organizational behavior skills become a valuable talent. As the environment of business is always changing, the role of the managers has become more sensitive. In order to know how to handle a new workforce, and deal with the complication of the new environment, the supervisors need to develop their information about attitude and behavior of individuals, and groups in organization. Now we know not only the hard skills is important for get the job done, soft skills are helps managers to do their job more effectively and efficiently. What are hard and soft skills? "Hard skills include written communication, computer problem solving experiences, computer skills, and ability to understand new technologies, international business, time management and project management. (http://www.indiana.edu) Hard skills are most visible, the most exciting and therefore the most profitable skills in outdoor programs. "Soft skills are the interpersonal components of leadership, the people skills. Soft skills include interpersonal...
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...Seminar 2: Modern Managerial Myths Introduction There have always been many myths surrounding management as a profession. During the 1800s, the manager was portrayed as a “foundry proprietor”, whose task was to build solidarity among the employees, and get everyone to “pull together” (Nilson & Åberg, 2007). This changed drastically during the 1900s, and the industrialization came to require a completely new type of leader. A manager generally possessed a high degree of technical knowledge (ibid.). However, the tayloristic view of management was soon out rivaled by the “human relations movement”, thus once again requiring a new type of managers, now more focused on building interpersonal relationships with the employees (ibid.). At least, this is what the large plethora of management literature has taught us. Hill (2003) discusses what “it really means to manage”, questioning some of the classical myths surrounding the notion of management. Myths like the managers’ source of power (formal authority), focus (managing one-on-one) and essential competencies (technical) are contrasted with evidence from the reality. However, as mentioned by Hill (2003) in the preface, “increasing globalization and significant demographic changes in the workforce” has lead to drastic change, affecting both managerial myths as well as their reality. The aim of this paper is to discuss Hill’s (2003) managerial myths and reality (se exhibit V-2 “What It Really Means to Manage”, p. 268), and whether Hill’s...
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...The international manager The world of management is undoubtedly complicated and confusing, but in the same time, it represents one of humankind’s most important inventions. Dating back since the 1900’s, management has helped in the creation of successful and well-known companies. One of the figures who contributed to the foundation of management was Henry Ford. Ford said some interesting and insightful words, which even now, underline the fact that a company means more than profit: “A business that makes nothing but money is a poor business.” We agree in every aspect with the profound meaning of the quote, but we, as students, have to ask ourselves what do we have to know in order to become proficient managers? First of all, what we need to keep in mind is that a good manager pursues daring goals, that will encourage creativity, ambition and innovation.(„Great accomplishments start with great aspirations.”-Moon shots for management). In order to become a successful manager one needs to ask himself: „Isn’t this worth trying?” rather than „Has anybody done this?” Drive and determination along with a drop of courage are required in the managerial role. Not since long ago, a question of „management’s age” put some problems among scholars and CEOs. They felt that the main issue concerning management, was that its fundaments were created decades ago, and because of the many improvements and innovations that occured, the principles needed some changes. The group tried to understand...
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...some points of how to avoid being a terrible manager, in fact, most articles and books teach people how to become a good manager, however not everyone is born to become a manager nor he or she has the appropriate skills to become one at a specific given time. The second reason that your article draws my attention is because I become emotionally involved in your writing through my past experience. And lastly, I want to express my own thoughts between your article and my recent study of a management course about making better decision. At first, it’s true enough that you indicate a manager should start to avoid making bad decisions, and build the stronger skills around it. I like your article because it’s straightforward; you present the article from an employee’s perspective, yet, you hit on the main points. Employees or non-managements hold the dominant work force in any organization; they heavily rely on the managers’ direction for day-to-day operation. If a manager doesn’t have a focus will likely reduce the productivity of the team, or even worse, hurt the unity of the team. The uncertainty and unclear management decision brings a lot of frustrations to employee; they may see no clear career growth, and eventually may lead to a high employment turnover rate. I am glad that you present this article to remind the hiring department how crucial is to find the right person for the right spot. Hiring decision is definitely not an easy job, it requires the manager to maintain objective...
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...Management Aptitude Analysis Introduction According to Daft, there are three skills that all managers must possess in order to perform effectively. These skills are: 1. Conceptual skills – the ability to see how a team fits as part of the organization and how the organization fits as part of its industry. They are especially important for top managers who have to think strategically and solve complex problems. 2. Human skills – the ability to relate to motivate, coach, lead, interact and understand other people. They are important for managers at all levels. 3. Technical skills – the ability to use the tools, methods, techniques, and specialized knowledge needed to perform a specific task. They are especially important for first line managers and individual contributors [ (Daft, 2012) ]. The self assessment helps identify how ready a person is to be a manager. This is very important because there are people who just lack the skills necessary to be a manager, but they can still work on learning them. There is a lot we can learn from this exercise about ourselves and our readiness to be managers. If we find we are weak on a particular skill, then we can focus on becoming better by reading more about it, and taking courses.. This exercise can also help us realize that maybe we are better individual contributors than managers. Results I obtained the following results after completing the exercise: * Conceptual skills – 25 points * Human skills –...
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...the project which identifies all elements of the project and allows managers to keep track and control of it. It is made of a hierarchy which facilitates the evaluation of cost, time and performance at all levels of the project life-cycle and organization. The structure illustrates the smaller units and allows for adaptation and quick communication if there a problems which need to be addressed. Definitions of each task should be clear and avoid overlapping in assignments. Defining the project scope The scope of a project is the end result, the deliverable or project end item. This is what will be basically used for planning and measuring the project. Defining the project scope is a definition of the outcome of the projects end result. It can be a product or service or even an event. The project scope is between managers and customers it is a necessity of what has to be delivered in order to satisfy the needs from the customer’s demands. The project scope is basically to be used for planning and measuring the project. Project Scope Checklist * Project objective The project scope is to define the general obejctive goal and purpose that will meet the customers needs. E.g. (What) A fashion outlet event is being held in Forum Copenhagen during a weekend in November(When), the object would be to create a Fashion event for customers who are interested in purchasing high end products for low price(How Much). This would be the project objective. * Deliverables The...
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...Instructor Functions of Management Telecommunication companies must maintain a consistent and dependable operating system. Managers within this organization are the supervisors of a group or department of employees. The managers must ensure that the required work is completed in order to reach the organizational goals and maintain the organizations standards. There are four functions of management that aid a manager in ensuring that the employees achieve the organizations goals. The four functions of management are planning, organizing, leading, and controlling. The four functions of management work together in unison and have a very important role in the achieving success. Planning Planning is setting goals to be obtained and determining in advance the appropriate action required to reach those goals (Bateman & Snell, 2009). Planning is the first step and the foundation of management. It is the area for that sets a foundation for the other functions of management. By planning managers can determine the company’s current status and outline the company’s future. Planning sets in place an action plan to ensure that the company’s goals are attained. The planning process also determines how successful a manager will become. By using logical thinking in the planning process accomplishments can be reached. A manager can prepare for the organizations future in the planning stage. Potential problems can be foreseen and decision for plans of action can be...
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...globalization, the world has become smaller, and organizations are no longer constrained by national borders, making it even more important to understand organizational behavior (Robbins & Judge, 2011) but it has also become far more difficult. With the globalization, organizations have embraced more workforce diversity, inviting people into an e.g. American organization, from all over the world, plus more companies merge with foreign countries in e.g. Asia. This puts even more emphasis on how important it is to understand the behaviors within an organization, because each person will have a different background, culture and biographical characteristics. Because of the globalization, a crisis in one country, will quickly influence other countries. As we saw with the economic crisis in 2008 – the worst recession since the Wall Street crash in ’29 – a crisis in the US very quickly spread to the rest of the world. This crisis put a huge strain on both big and small businesses all over the world; challenging managers to still keep focused and engaged. Because with the recession, the reality presents two discrete leadership challenges: Keeping a company on track while the global economy is falling apart and keeping it functional until the economy recovers (Robison). The book “Managing people in a downturn” written by the psychologist Adrian Furnham, is a collection of 74 essays, diatribes and thought pieces. He addresses the issues that every manager faces at...
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...give me employee turnover rates. I know that employee turnover rates are pretty high at most fast food restaurants. In addition, I have a younger sister that worked for McDonald’s for a couple of years and she has told me stories about why employees don’t stay employed for long. The Challenge Most of the individuals that are hired as managers at McDonald’s have no managerial skills. They do not possess people skills and they do not know how to communicate. My sister has told me many stories about how it seemed like every six months they would get a new manager (each one progressively worse than the previous). The managers that were assigned to her restaurant just didn’t know how to communicate with their employees; they didn’t know how to manage a team successfully. They would talk down to them and even in some cases yell at employees for no apparent reason. I find this very disturbing but not surprising at all. I think most managers are there just for the paycheck, they could care less about the employees and the company as a whole. This leads me to believe that McDonald’s is only concerned about making the sale, so they have become very sloppy when it comes to hiring people. If McDonalds...
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