...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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...The Four Functions of Managing Tianna Logan COM/330 21 September 2011 Carolyn Harrison The Four Functions of Managing Management is an aspect of every company. Without management many workplaces may lose control of their business or functions of the job. Since society is every changing and businesses need to adapt, mangers have to acquiesce to these “new way”. They adapt by using the four functions of managing. Planning, organizing, leading and controlling are all used by managers in numerous work environments including my current workplace. The first function of managing is planning. According to Bateman and Snell (2009), “Planning is specifying the goals to be achieved and deciding in advance the appropriate actions needed to achieve those goals.” (p.12). Planning can include analyzing, determining and one of the most important aspects delegation. “Delegation is the process of giving decision-making authority to lower-level employees.” (Camp and Simmering, 2006, p.1). It uses the “top-down approach” for employees to use their own ideas and help create better advantages within the company, to the customer, etc. (Bateman and Snell, 2009, p.12). In my company, Health Net, Inc., planning is used frequently. We as management often analyze how much revenue we receive and how we could produce more. Delegation is also a staple within the company. Working for health insurance, there are numerous tasks needed to be completed and with the frequent changing of society...
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...Managing within the Functional Areas of Business sc MGT/521 December 7, 2013 rl Managing within the Functional Areas of Business Managers role in business today is as important in the fast paced business world as ever. Managing within functional areas of business, leadership, Human Resource management, law, and management has evolved significantly in recent years. With managers working in all levels of organizations, it is important to know who those managers are and what they are doing. With innovations such as the Internet and an environment of globalization, the roles of managers have grown exponentially. According to Robbins and Coulter (2012), "the dominant view in management theory and society in general is that managers are directly responsible for an organization’s success or failure" (Robbins & Coulter, 2012). Good managers can make the difference between harmony and chaos. Good bosses inspire and can make an impression on an individual that can last a lifetime making that individual a success in any organization. Conversely, a bad manager can make an impression on that same individual that can nurture a lifetime of bad work ethics. Managers are an important aspect of any organization as they are responsible for everything from planning, leading, implementing and controlling the aspects of everyday business practices. Without this managers, business would not work effectively. Managers ensure efficient and effective practices are in place in order for an...
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...1. Self-Managed/ Directed Team Self-directed work teams, also known as self-managing teams, represent a revolutionary approach to the way work is organized and performed. It is a group of people working together in their own ways toward a common goal which is defined outside the team for example - James River Corporation’s Kendallville Plant ALPHA team. They manufacture cardboard boxes as defined by executive leadership. Team does their own work scheduling, training, rewards and recognition, etc. Minnesota-based 3M is among an increasing number of companies that involve employees in the daily management of their business through work teams. These teams are empowered to take corrective actions to resolve day-to-day problems. They also have direct access to information that allows them to plan, control and improve their operations. In short, employees that comprise work teams manage themselves. At 3M, the movement toward self-managed or directed work teams has been driven more by initiative and need than by corporate directive. Now most of 3M's manufacturing facilities, while at different levels of empowerment and different degrees of involvement, employ a team-based approach. In 1994, 3M's new Brockville, Ontario, facility came on-line as the organization's first "greenfield" site. It was designed and built to operate with self-directed work teams. Many work groups in line divisions and staff groups are moving more and more into self-direction. 3M's commercial office...
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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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...“Leader or Manager, what does your small business need?” by Marc Compeau (see link at the bottom). The article discusses the constant debate of what is better for a business; a manager or a leader? The book defines a manager as “planning, organizing, leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively” (P.5). The book described leading as being able to “motivate. Coordinate, and energize individuals and groups to work together to achieve organizational goals” (P.8). In the definition the book states that to manage you must lead. Compeau states “I do know that your business has different needs at different times.” I personally believe that you need to be able to do both obviously, but it is not about wearing two hats, it is about knowing when to wear which hat! This is an extremely rare combination very few can achieve. Compeau offered his own distinction between the two; Leadership is managing change, Management is leading stability. You cannot just manage, managing keeps everything the same and nothing is moving or growing. Leading is changing and moving forward. This is why having a strong “managing leader” would help a business to strive. Compeau also discusses employees needing direction. The book states that “Leadership revolves around encouraging all employees to perform at a high level to help the organization achieve its vision and goals” (P.12). No one likes a leader or to be managed, but without it this...
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...Should managers manage the employees soul? Are managers seeking to manage employee’s body for their benefit or do they really have the employee’s wellbeing in mind? It would be nice to assume that managers are seeking control for purely the employee’s benefit, but that is not always the case. Over the years, managers of every small and large organizational structure have implemented ways to control their workforce and get the best possible result out of them in order to maximize the profits of the firm. From F.W. Taylor’s “Scientific Management” techniques back during the industrial revolution to todays “Corporate Culture” world, managers are still striving towards managing the worker in the most efficient way. The principal object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee (Taylor, 1988, The Principles of Scientific Management, p. 1). The methods introduced by Taylor to achieve this maximum prosperity was inhumane, he ignored the soul of the worker, which led to strikes and other industrial action to be taken by workforce. Moving on to Corporate Culture, put in simple words, ‘It’s the way we do things around here’ (Deal and Kennedy, 1982). The culture is conveyed to its participants through the expression of sentiments, beliefs, and attitudes (Pleffer, 1981). The managers are responsible for integrating the desired culture into the organization. The manager becomes an evangelist, someone...
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...CASE: Is the Rookie Ready? Major Issue • Tim’s management style. Tim is a terrible manager. That is the reason why his people leave the company. Tim doesn’t know whether Kristen is ready because he hasn’t managing a priority. Tim’s job is to build the organization that can build software. Course of Actions Tim is a terrible manager, because he keeps taking the best programmers and making them managers. If they want to be managers, that’s fine. But it’s not clear Kristen wants to be a manager. And, he doesn’t even push back on the customer. And, Tim has allowed a standard product without a standard install. It was a 6-week project. Why would Tim agree to a 2-week install? Sure, the customer wants it. Customers want all kinds of things. They can’t always get what they want, when they want, for the price they want. Why would Tim agree to do a special install over the holidays without asking for more money? Why would Tim even think this is acceptable to do without asking the team who will do it? Because Tim isn’t the one giving up his vacation. The fact that he even thinks this is acceptable behavior just astonishes me. It’s time to ask if this project is strategic to the company. (Where are all the other managers? Why is Tim getting this call? HBR, I can write a more realistic story than this.) Maybe this is not even a project to take on. Recommendations: • Decide if the project is strategic to the organization. Why has the customer changed their mind on what’s too...
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...successfully. First of all, I offer my heartfelt gratitude and thanks to Almighty Allah who has given me the learning power in the earth. Shibli Noman Khan, School of Business, Independent University Bangladesh, is my academic supervisor. I am grateful to him for the flexibility in the work scope he provided me. His encouragement and advice worked as a foundation stone for this report. I convey my gratitude for his time and continuous support. Mr. Uzzal Kumar Nandi (CFO) & Company Secretary, and Syed Abed Hasan, Manager Finance and Accounts of IIDFC are my external supervisors who have allowed me the permission to complete my internship in their department. I am grateful to them for the flexibility in the work scopes they provided me. Their encouragement and advice worked as a foundation stone for this report. I convey my gratitude for their time. Besides, I also owe a grate debt of gratitude to Mr. Tapan Dey, Manager Finance and Accoutns, and Mr. Al Rajib Mahmood, Asst. Manager Finance and Accounts of IIDFC, who have continuously helped and inspired me to know and adapt the inner-world of IIDFC along with providing the informative information preparing the report. It is Mr. Sanjoy Karmaker (Senior Officer) and Ms. Rehana Zaman (Senior Officer) of IIDFC to whom I express my cordial indebtedness. I have spent maximum time of my internship tenure with them. So far as I have got in internship thoroughly, everything has been performed by them. It is really a tremendous collaboration which...
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...The . The world of the manager is complicated and confusing. Making sense of it requires not a knack for simplification but the ability to synthesize insights from different mind-sets into a comprehensible whole. Five Minds of a byjonathan Gosling and onathan Gosling and Henry Mintzberg Manage ^ ^ -^ T HE CHIEF EXECUTIVE of a major Canadian com- pany complained recently that he can't get his engineers to think like managers. It's a common complaint, but behind it lies an uncommonly important question: What does it mean to think like a manager? Sadly, little attention has been paid to that question in recent years. Most of us have become so enamored of "leadership" that "management" has been pushed into the background. Nobody aspires to being a good manager anymore; everybody wants to be a great leader. But the separation of management from leadership is dangerous. Just as management without leadership encourages an uninspired style, which deadens activities, leadership without management encourages a disconnected style, which promotes hubris. And we all know the destructive HARVARD BUSINESS REVIEW 54 power of hubris in organizations. So let's get back to plain old management. The problem, of course, is that plain old management is complicated and confusing. Be global, managers are told, and be local. Collaborate, and compete. Change, perpetually, and maintain order. Make the numbers while nurturing your people. How is anyone supposed to reconcile all...
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...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 well...
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...well as managing people, being a manager. Whenever you prioritize, you are managing your time. You manage yourself and all other resources at your disposal in order to do a good job. Leadership, by contrast, is about influencing people to change direction. When senior executives decide to change direction, this is seen as leadership. But because it is a decision, it is a management act - not leadership. Decisions flow from authority, leadership is an act of influence. Leadership is an attempt to influence followers. It's never a decision of any sort. All decisions made by executives are managerial actions. This is not the conventional view of leadership and management but, if leadership is an influence process, one implication is that there can be no such thing as autocratic leadership. Decisions can be made autocratically, but deciding for people is not a type of influence so it shouldn't be classed as leadership. The Meaning of Management We need to understand the meaning of management in order to know what management skills to develop. Think of what is means to be an investor - someone with money to invest and wanting the best return. Such a person shifts his or her money around regularly to improve return. Similarly, managers have resources at their disposal to invest - people, material and a budget, in addition to their own time and energy. Smart managers think carefully on a regular basis about how to get the best return on these resources. When managing people,...
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...stages of managers and associates who operate within a company. But, none of these companies will be successful unless they follow the guidelines of management, which consist of four functions. The four functions of management are planning, organizing, leading, and controlling and Wal-Mart utilizes each one in order to be successful and is one of the top retail stores world-wide. The Four Functions of Management Planning is specifying the goals to be achieved and deciding in advance the appropriate actions needed to achieve those goals. Planning activities include analyzing current situations, anticipating the future, determining objectives, deciding in what types of activities the company will engage, choosing corporate and business strategies, and determining the resources needed to achieve the organization’s goals. Plans set the stage for action and for major achievements. (Bateman & Snell, 2009, Chapter 1, Managing). Planning is an important part of the daily routine of Wal-Mart managers and associates. The store manager usually does a walk through of the entire store with the assistant managers on duty to take notes and give feedback on what goals need to be done that day and in the near future. The assistant managers then assign the objectives or duties to customer service managers and zone managers, who then pass out the duties to associates and cashiers. Throughout the day there are meetings that every floor associate and manager discusses...
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...MANAGING FOR STAKEHOLDERS: TRADE-OFFS OR VALUE CREATION1 One of the central uses of stakeholder theory, in its original form, was as a counterpoint to the idea that corporations should be managed in the interests of shareholders. As the theory developed the debate was often framed in terms of “shareholders vs. stakeholders.” While developing “theories of the firm” is an interesting and useful project, focusing solely on “theory of the firm” obscures a more important contribution of stakeholder theory. The purpose of this brief essay is to set forth what I consider to be the central insight of stakeholder theory: the jointness of stakeholder interests. The Basic Idea The basic idea of “managing for stakeholders,” as I now see it, is quite simple, and I believe it is closer to the origins of the idea from Eric Rhenman and the Tavistock thinkers. In fact, Juha Nasi was correct in his assessment of the Scandinavian origins of the stakeholder idea that focus on what holds stakeholder interests together. Nasi originally suggested that we focus on “intressent” in Swedish. “In Finnish this term was modified as “intressentti” or “sidosryhma” which could be translated as an “interest group” or even as a “linkage” or “bonding” or “binding” group.” (Nasi, 1995 at 98) It is this bonding or binding idea that is most interesting to explore. Managing for stakeholders asks us to see stakeholders as “bound together by the jointness of their interests.” So, the basic idea goes like this. Business...
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...can be mobilized for the benefit of the individual, the organization and society as a whole.” Managing our diversity by ensuring fairness and equality is becoming not just a “good thing”, but an imperative in a changing and complex world. Approaches to managing diversity: There are two different approaches that may help make managing diversity more effectively. 1- Individual Approaches 2- Organizational Approaches 1- Individual Approaches: Individual approaches consist of two interdependent paths. These are important for managing the diversity in organization. I. Learning ii. Empathy I. Learning: Basically it depends upon experience or knowledge of manager. Many managers are often unprepared to deal with diversity, because of their inexperience. Manager must work hard to learn and experience as much as they can about developing appropriate behavior. Manager must openly communicate one by one, regardless of age, gender, ethnicity in order to determine how best to understand and interact with them. In this way manager can learn more about diversity in organization. II. Empathy: Empathy is an ability to put oneself in another place and see things from that person’s point of view. Empathy is particularly important in managing diversity because manager feels that only they can truly understand the challenges or problems. Empathy is an only way by which a manager can understand the problem of their employees or group members. 2- Organizational Approaches: ...
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