...management, the concept of effective managing and leading has been discussing for long. Being a good manager or leader in contemporary organizations is no longer just about establishing control over their subordinates, indeed successful managers and leaders are required to equip themselves with a diversity of skills and competences. This paper will be focusing on managing skills and competences from a personal point of view. First of all, some commonly cited skills and competencies that are essential for successful managing and leading in organizations will be identified and explained briefly. Secondly, one skill will be nominated as ‘the strength’ of mine. Thirdly, another skill, which is considered as ‘the complementary behavior’, will be nominated as well. Both nominated skills will be discussed in detail and analyses are conducted based on relevant personality, working experiences, previous learning in management theories as well as some typical self-assessment exercises. Key Managing and Leading Skills in Organizations In recent years, managing and leading organizations to compete against competitors and establish sustainable advantages is no longer an easy target to achieve. With the rapid changing world, the traditional way of controlling employees in order to meet objective is losing its effectiveness. Organizations are taking significant transformations in terms of managing styles. In fact, there is a wide range of managing and leading skills that could shape the way...
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...IT MANAGEMENT – Managing People 1 IT Management: Managing People 1 David McKean BookBoon By: MGNT 6040: Current Readings in Management of Technology IT MANAGEMENT – Managing People 2 Contents About the author and IT Leaders Ltd 3 1 The secret to good IT management 4 2 What makes a successfully IT manager? 5 3 Team Leadership 7 4 Business relationship management 10 5 Working with senior execs – Networking & politics 6 Conclusion IT MANAGEMENT – Managing People 3 About the author and IT Leaders Ltd David McKean, former CIO, has worked with many national companies worldwide, including AT&T, UPC in Holland, and C&W in the U.K. David is now the managing director of IT Leaders Ltd, a leading provider of IT management training. IT Leaders Ltd provides training courses to the public, as well as distance learning courses and in house courses. All IT Leaders courses are accredited by the Institute of Leadership and Management and presented by former CIO’s and senior directors. IT Leaders Ltd’s clients include Accenture, Alstom, Barclays, Capita, DHL, HSBC, Phillips, and many more large organizations. IT Leaders Ltd programs focus on 8 key IT Leadership elements, including “organizational politics for IT managers, leading IT teams, business and IT strategy, technology innovation, crisis leadership, business change leadership, senior level influencing, and corporate leadership”. The IT management and commercial...
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...leadership: being an effective project manager Objectives a. To create an awareness of the network of relationships that need to be managed to be a successful project manager b. To identify the “currencies” a project manager can use to influence others c. To encourage students to engage in MBWA d. To highlight the importance of maintaining positive relationships with project sponsors e. To understand and discuss the importance of building trust for project success f. To identify some of the qualities of an effective project manager. 1. Managing versus Leading a Project 1.1 Managing—coping with complexity * Formulate plans and objectives * Monitor results * Take corrective action * Expedite activities * Solve technical problems * Serve as peacemaker * Make tradeoffs among time, costs, and project scope 1.2 Leading—coping with change * Recognize the need to change to keep the project on track * Initiate change * Provide direction and motivation * Innovate and adapt as necessary * Integrate assigned resources 2. Project Management Maxims: 3.1 You can’t do it all and get it all done 1.1.1. Projects usually involve a vast web of relationships. 3.2 Hands-on work is not the same as leading. 3.3.1 More pressure and more involvement can reduce your effectiveness as a leader. 3.3 What’s...
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...by a dynamic foundation of trust. These are the greatest challenges mentioned in the paper by Klug and Ryan (2005). As well, the torn history between non-Natives and Medicine Creek Treaty tribes was (is) the greatest factor impacting collaborative management of PNW salmon runs as described by Heffernan (2012). Challenges of collaborative planning span every step of the process: coordination, incentive to participate, funding, etc. (Klug, 2005, pp. 491, 499). Planning commissions from the paper by Ryan and Klug (2005) demonstrated more success during planning if a positive relationship between institutions was already established (pp. 494, 497). Social and institutional trust embedded in every part of the co-management process can improve situations that occur from countless other setbacks (Klug, 2005, pp. 500, 501)....
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...Leading and managing change in organizations: Importance of human resource capacity building Term Paper (Individual Assignment) MCP 2135 – Leading and Managing Change in Organizations MBA in Human Resource Management Semester II – 2010/2012 Course Director : Prof. Sudatta Ranasinghe Professor of Management Name of the Student : Gamini Hettiarachchi Student Registration No. : 110046980 Date Submitted :16.05.2011 Word Count : 1662 words, 5 single side A4 pages Leading and managing change in organizations: Importance of human resource capacity building Term Paper (Individual Assignment) Abstract This term paper addresses human resource capacity building as a strategic instrument in leading and managing change in organizations. After describing the process and the basic steps in leading and managing change, the article has taken an effort to identify the role of leaders and the managers to derive a conceptual frame of reference to develop arguments in strategic importance of human resource capacity building in the process of leading and managing change in organization. To meet the challenges, negative as well as positive, HR capacity building is needed in most of the steps and stages in the process of leading and managing change in organizations. Further, developing human capacities has highlighted as one of the major roles and core functionalities of leaders and managers. Viewing human resources as human capital and beyond, the term paper argues that without...
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...INS2019 Business Organization and Management Anh MAI, International School (ISVNU) Mail: anhmd@isvnu.vn Cell: 0902372688 Topics to discuss Topic 1: Introduction to management Topic 2: The history of management Topic 3: The management environment Topic 4: Planning and Strategy Formulation Topic 5: Decision Making Topic 6: Organizing structure and design Topic 7: HRM Topic 8: Leading Topic 9: Teamwork Topic 10: Motivation & Communication Topic 11: Organizational Control 2 Topic from Daft (2012) and Innovation Adapted 12: Change 6/11/2012 Topics to discuss History of Management Evolution of Management thinking Environment of Management Corporate Culture, Ethics and Social Responsibility Management Planning -Managerial planning & goal setting - Strategy formulation & Implementation - Managerial decision making Organizing -Designing adaptive organizations -Managing change & innovation -Human resource Management Leading -Leadership -Motivation -Communication -Teamwork Controlling -Managerial and Quality control 3 Adapted from Daft (2012) 6/11/2012 Working Plan Topic Session No 1 2 Session 1 Session 2 Topics Textbook NEM Ch 1 NEM Ch 2 Tutorial Cases Questions 1, 5, 8, 9 Elektra Products, Inc (p.56) Introduction to Management The History of Management The Management Environment, Ethics and CSR Planning & Strategy Formulation 4, 6, 7 SIA Corporation (p. 58) 3 Session 3 NEM Ch 3...
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...Bateman−Snell: Management: Leading and Collaborating in a Competitive World, Eighth Edition I. Foundations of Management Introduction © The McGraw−Hill Companies, 2009 Foundations of Management • Managing • The External Environment and Organizational Culture • Managerial Decision Making Planning: Delivering Strategic Value • Planning and Strategic Management • Ethics and Corporate Responsibility • International Management • Entrepreneurship Strategy Implementation Organizing: Building a Dynamic Organization • Organization Structure • Organizational Agility • Human Resources Management • Managing the Diverse Workforce Leading: Mobilizing People • • • • Leadership Motivating for Performance Teamwork Communicating Controlling: Learning and Changing • Managerial Control • Managing Technology and Innovation • Creating and Managing Change Bateman−Snell: Management: Leading and Collaborating in a Competitive World, Eighth Edition I. Foundations of Management Introduction © The McGraw−Hill Companies, 2009 PART ONE Foundations of Management The three chapters in Part One describe the foundations of management. Chapter 1 discusses the imperatives of managing in today’s business landscape and introduces the key functions, skills, and competitive goals of effective managers. In other words, it discusses what you need to do and accomplish to become a high-performing manager. Chapter 2 describes the external environment in which managers and their...
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...simple words, business means managing an activity. Business management also very importance among our life and it can be useful to any business or cooperate industries. As well as management usually surrounds and operating of human resources, financial resources, technology resources and natural resources. In daily study, work and life always embodies the wisdom of management, but also reflects the reality of a person to control the level and ability. Of course, everyone wants to be successful. Besides, we have in mind some own goals and decide plan the ways that we carrying out so as achieve our goals. First of all, we obtain to know how to plan to achieve our goals, that is consist four key areas of management such as: planning, organizing, leading and controlling. The first element of managing is planning. Planning is the function of management that deciding the needs of the organization in the future. Basically, we need to know the path of business, goals, missions and budgeting. Then, identify and selecting appropriate goals, plan to deciding which goals to pursue and deciding what course of action to adopt to obtain those goals. (Mason Carpenter, 2013) For example, let’s say during to do group assignment, we need all working to a theme, set a specific task or had an idea. The second element of managing that is organizing. Organizing is the most importance to us because of teamwork. The element of organizing means structuring working relationships in a way that allows organizational...
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...211327019Tutor: Mona ChungCompleted: 05/08/2011 | | g The depiction of management as a rational and technical task of ‘planning, organizing, leading and controlling’ are only the basics of managing and what being a manager is actually about. It involves many more complex skills and knowledge, which I’ve discovered through the reading of Knights and Roberts (1982), Watson (2001) and Terkel (1974). Terkel (1974) states that most managers are fearful and have insecurities, also describes the corporate world as a jungle, although Watson (2001) believes that confidence is the key to superb management, whilst Knights and Roberts (1982) thrive off the idea of power. I conclude by arguing that although ‘planning, organizing, leading and controlling’ are the main functions of management they aren’t solely what management is about, for these functions to be demonstrated and used correctly they rely heavily upon other aspects of the manager themselves. ORGANISING According to Knights and Roberts (1982, p.47) ‘power is typically treated as if it were an individual possession rather than a relationship between people’, unless ‘authoritative’ power is present which is when a person voluntarily accepts the advice and discretion of others. Even then a relationship isn’t really conceived , more so forced upon, for organising to be simple relationships must be ‘structured in a way that allows the organisations members to work together to achieve goals’ (Waddell, Jones & George 2011, p. 10)...
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...Introduction With the initiation of global economy comes an increased interaction between people of different countries and an increase in the need to deal with cultural differences. Thus, there must be an understanding of how the international project will affect people and how people will affect the project. This requires an understanding of economic, demographic, educational, ethical, ethnic, religious, and other characteristic of the people for whom the project affects or who have an interest in the project (Egeland, 2011). Today’s projects have dramatically increased in complexity, which requires a culturally and functionally diverse mix of individuals who must be assimilated into an effective unit – a project team. In order for the project to succeed it will be predicated upon the effectiveness of teamwork during all phases of the project life cycle (Knutson, J, 2001). Therefore, it is critical that organizations involved in international projects take into consideration “cultural risk”, which, if not consciously recognized may lead to ineffectiveness and in some cases prove to be very costly (Sennara & Hartman, 2002). Therefore, it must be understood that the most crucial element in international projects is “culture” (PM Hut, 2012). What is Culture? “Culture” refers to a way of life for a group or community that practices and shares values and common experiences that shapes the way in which the group or community understands the world. These values and practices...
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...Management VS. Leadership Leadership is one of the key roles as to ensuring a team creates success. Students acting together in a group must have a leader of some sorts to keep the team motivated, on task, and create group cohesion. The leader of a group should act in an influential and encouraging way. The same goes for corporate employees; they must have guidelines in order to complete their work in a timely manner, which stems perhaps from a co-worker stepping up and creating those guidelines and guaranteeing the team is completing them. Students and employees take orders from the people they call professors or managers, but leaders are the people they look up to and find to be effective and inspiring. According to Tony Bush, the concept of leadership deals with three very important characteristics: influence, values, vision (Bush, 2008, p. 276). To be a leader, it is key to influence a team in a positive way and basically give them hope for bigger and better situations. Nobody wants to work for a person who does not show or teach them how to conduct themselves in a good way while working with others. Teams need someone to influence their decisions and really help define their purpose in a more reasonable way. When a person manages, that is more relying on their organizational skills and keeping people in line with the goals. Leaders are who their teams look up to and follow in their footsteps. Without a leader’s values, the team would not necessarily make ethical decisions...
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...action, and for higher achievements. Historically, planning described a top-down approach in which top executives establish business plans and tell others to implement them. (Chapter 1: Managing) Organizing is constructing an active organization, setting up and coordinating the human, physical, financial, informational, and other advantages needed to reach goals. Organizing exhibitions involve drawing attention to people to an organization, specifying job restraints, minimizing work into units, placing and assigning resources, and setting conditions so that everyone and everything work in sync to achieve maximum success. In determining the internal structure, management must look at the different divisions or departments, the coordination of staff, and what is the best way to handle the necessary tasks and disbursement of information within the company. Management will then divide up the work that needs to be done, determine appropriate departments, and delegate authority and responsibilities. Building a dynamic organization, historically, organizing involved creating an organization chart by identifying business functions, establishing reporting relationships, and having a personnel department that administered plans, programs, and paperwork. (Chapter 1: Managing) Leading is driving people to be high performers. It includes...
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...BAC/12/71202 SEIF, SAADA AB. BAC/12/61153 MATTA, MICHAEL W. BAC/12/71131 QUESTION: Management can be thought of as multi-dimensional in nature. It can be defined as a process, as discipline, people and career. Clearly distinguish between managerial functions and managerial roles. How are they related? Introduction: The word’’ manage’’ comes from the Italian maneggiare {to handle especially tools}, which derives from Latin word manus{hand}.The French word mesnagement[later management]. It is very difficult to define the term management but different scholars tried to define management as follows; According to Harold koontz; Management is the art of getting things done through others and with formally organized groups. According to Bovee; Management is the process of achieving organizational goals through planning, organizing, leading and controlling the human physical financial and information resources of an organization in an effective and efficient manner. According to Mary Partner; Management is the art of getting things done through people. Generally; Definition of Management can be explained in multi-dimensional process because it is defined in different aspects like; Management as a process is the action of managing or process collection of activities or series of which make things happen for work for other. Management as a process consists of three aspects; * Management is a universal process which is applicable in all...
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...Human Resource Management - Book Review “Managing Your Boss” by John J. Gabarro and John P. Kotter Harvard Business Review, 2005 Introduction People sometimes do not realize how much their bosses depend on them and many people also do not realize how much they depend on their boss. For example bosses need honesty from manager’s direct reports. People can managing their bosses for very good reasons: to get resources to do the best job, not only for their-selves but also for their bosses and their companies as well. Effective managers take time and effort to manage not only relationship with subordinates but also those with their bosses. This essential aspect of management is sometimes ignored by otherwise talented and aggressive managers. And there are some managers who actively and effectively supervise subordinates, markets, etc assume an almost passively reactive stance when they meet their bosses. With this mutual dependence, effective managers seek out information about boss’s concerns and are sensitive to his work style. Whether see the boss as the enemy or viewing the boss as an all-wise parent. Summary The book is divided into four big parts. First part is Misreading The Boss-Subordinate Relationship. This part provide about how two people can on occasional be psychological or temperamentally incapable of working together, where a personality conflict sometimes only a very small part of the problems. Sometimes people did not realize that their relation...
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...Abstract To be an effective leader you have to know yourself, your people and your business while leading the team through different conflict-situations that may increase the stress level of each team member and on the organization. It is critical for the leader to understand his own management style and that of his team members and using the analyses in becoming a more effective coach and mentor. This analysis will look into the relationship between Wolfgang Keller and Dmitri Brodsky. Wolfgang is the Managing Director at Konsigsbrau-TAK (A) and Dmitri is a direct report. The two individuals have very different management styles, experiences and cultural backgrounds. The analysis will review their management style differences, how Wolfgang could have prevented the conflicts and how he can improve the relationship with Dmitri. Wolfgang Keller A Business Case Analysis Wolfgang Keller’s personality is best described as “getting things done”. He is motivated by involving himself in the day to day actions and by gaining immediate results which is indicative of a management style of “Dominance” according to DiSC management profile model (Inscape Publishing, 2008). Dmitri Brodsky, a direct report to Wolfgang, operates with a management style of “Conscientiousness” (Inscape Publishing, 2008) described as ensuring accuracy, maintaining stability and embracing challenging assumptions. Wolfgang and Dmitri share a common management priority of embracing challenges...
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