More handpicked essays just for you.
Factors affecting performance management
Performance management theory in human resource management
Critiques of performance management
Don’t take our word for it - see why 10 million students trust us with their essay needs.
INTRODUCTION Mintzberg(2013, P.44) stated that managing combines all these skills, like leading ,doing, thinking, and deciding and more, together, not applying individually. A good manger should be able to mater all these skills to fulfill the job of management. But the thing is what helpful competencies should a manager have to be able to fulfill? Mintzberg stated his own theory which is managing can be known from on three main aspects : information, people, and action. For the information aspect, a manager should be able to communicate and control; for the people aspect, a manager should be able to lead and link; and for action aspect, a manager should be able to do and deal. These are the good methods for a manager to actually manage something well. Viitala(2005) concluded another theory about management competencies that contains six categories which are relevant to technical , knowledge , knowledge, leadership and supervisory competencies, social and intrapersonal. Technical competencies allow managers to handle the content of processes that they are responsible for by using tools, procedures and techniques. Business competencies are related to any business, it makes managers to think, to lead in the managing system. Knowledge management competencies include a lot of professional management knowledge such as concept formation and problem solving. Leadership and supervisory competencies are meant to lead people, support people and participate people. Social competencies include the ability of manager to establish the relationship with stakeholders. Intrapersonal competencies trend to provide the ability of self-control for managers. CURRENT COMPETENCIES Communicating and Controlling Communication skill, in a simple... ... middle of paper ... ...d, and when you need to stop heating. Keeping a good schedule habit will help me to improve my management competencies. These are the methods that I could develop the most important competencies. References Bateman.T.S and Zeithaml.C.P.(1993). Management Fuction & Strategy. U.S.A. Donald-Feilder,E.,Lewis,R. and Yarker,J. (2011). Preventing stress in organizations: How to develop positive manager. Wiley-Blackwell. Hersey.P, Blanchard,K.H. and Johnson,P.E. (2008). Pearson. U.S.A. Hiam,A.(1999). Motivating & Rewarding employees: new and better ways to inspire your people. Adams Media Corporation. U.S.A. Mintsberg,H.(2013). Simply Managing. What Managers Do and Can Do Better.Berrett-Koehler. Viitala,R.(2005). Perceived development needs of managers compared to an integrated management competency model. Emerald Group Publishing Limited.
In December 2001, the Chief of Staff of the Army tasked the Army War College to produce a report which identified Strategic Leader Competencies for the post 9/11 Army. Dr. Leonard Wong and four U.S. Army War College students prepared a report under the direction of the Director of the Strategic Studies Institute. That report produced a list of six meta-competencies.3 Although the title of that report and the materials presented here have a similar name, that report dealt with soldiers operating in a strategic environment, where tactical and operational level decisions can have strategic ramifications. This paper addresses more broad-based attributes, which in some instances are complementary to several characteristics described in the Chief of Staff of the Army's report, but this paper will be more focused on strategic leaders at the strategic level. The strategic leaders discussed here are those who deal with resourcing, policy, structure, and a host of other strategic issues.
Mintzberg uses a variety of different ways to describe managing. He knows from his own experiences that managing anything can be somewhat of a crazy job and can also be quite overwhelming. Mintzberg gives his own life experiences in his book which makes it put things into perspective more for the reader so in my opinion it makes it better to learn from. In Lussier’s book he talks about management being a series of certain steps and how there is a way to be an effective manager. According to Lussier the four steps are planning, organizing, leading, and controlling (Lussier, 2017). I do agree with these steps but going off of real life situations can help people out more because they learn what things are right and wrong to do in some of the situation that he uses.
When it comes to management and leadership within any organization, there are fundamental components to consider, of which, managers of all backgrounds embody. One way to briefly assess these foundations is through Personal Assessment of Management Skills (PAMS), allowing examination of skill competencies from a number of strengths and weaknesses that can be brought to attention. This analysis will briefly discuss the strengths and weaknesses of the PAMS examination results and analyze the skill competencies and how they impact the role as an ethical leader. For the purpose of this examination, strengths will be assumed to be topics where the quality is in abundance. This comes with the assumption that while their importance may
Viitala, R. (2005). Perceived development needs of managers compared to an integrated management competency model. Journal of Workplace Learning, 17(7), 436-451. Retrieved from http://search.proquest.com/docview/198423720?accountid=32521
One of the most important theories of HRM (Human Resource Management is that of ‘Motivation’. The purpose of this theory is to explain the role of an organisation in order to encourage its people to put in the best of their efforts and abilities in a way that will help further in achieving better outcomes for the business and organisation’s goals(Armstrong, 2001). There are various techniques that can be adopted to motivate people for instance, rewards, punishments, actions to satisfy needs, psychological processes etc. This world is developing at a rapid pace and due to this development and quick changes; new ways of working and managing organisations have emerged. These
Whetten, D. A., & Cameron, K. S. (2011). Developing Management Skills (eighth Ed.) [E-Text]. Retrieved from http://www.coursesmart.com/developing-management-skills-eighth-edition/david-a-whetten-kim-s-cameron/dp/9780136121046
Developing a competency model, or multiple competency models for specific positions within a company, is a complex process. Assigning a project manager (PM) as the main contact to perform the necessary discovery process, drive the project, and ensure all goals are met will help reduce confusion. Companies also have the option, at a significant expense, to hire an outside consultant who specializes in competency modeling (Spencer, 2009). The chosen project leader can now work with human resources and executi...
Management is a very tough job in today’s world of ambiguity, uncertainty, stiff competition and threatening environment. You have to be mentally and physically very strong to cope up the challenges posed by the current business environment. Following are the most important management skills and qualities needed for a successful manager.
majority of employees need motivation to feel good about their jobs and perform optimally. Some employees are money oriented while others find acknowledgment and accolades personally motivating. Motivation levels within the workplace have a point-blank impact on employee effciency. Workers who are driven and excited about their jobs carry out their obligations/duties to the best of their capacity and generation numbers increment therefore. An impetus is an inspiring impact that is intended to drive
Kovach KA (1987). What motivates employees? Workers and supervisors give different answers. Business Horizons, 30. 58-65. Print. 8 Feb. 2014.
First and foremost, effective managers are of course, required to have the basic management skills in order to be able to manage an organisation. Any managers has to possess certain technical skills which allow them to perform specialised task, particularly those first-line managers as they spend more time helping employees to solve work-related problems and they are mostly involved in supervising individual performance and instructing subordinates, for instance, ensuring that the products and services are being delivered to customers on a daily basis. (Robbins and Coulter, 2005) In other words, managers are required to possess "the ability to utilise tools, techniques, and procedures that are specific to a particular field." (Lewis, Goodman, and Fandt, 2004:12) In fact, managers are the first to look up for whenever employees encounter problems. (Griffin & Ebert, 2004)
Motivation is the force that transforms and uplifts people to be productive and perform in their jobs. Maximizing employee’s motivation is a necessary and vital to successfully accomplish the organization’s targets and objectives. However, this is a considerable challenge to any organizations managers, due to the complexity of motivation and the fact that, there is no ready made solution or an answer to what motivates people to work well (Mullins,2002).
Dwight D. Eisenhower once said, “Motivation is the art of getting people to do what you want them to do because they want to do it.” Studies have found that high employee motivation goes hand in hand with strong organizational performance and profits. Therefore, managers are given the responsibility of finding the right combination of motivational techniques and rewards to satisfy employees’ needs and encourage great work performance. This becomes a bit more challenging as employees’ needs change from one generation to another. Three of the biggest challenges a manager faces in motivating employees today are the economy and threats to job security, technological advances, and company cultures that primarily focus on the bottom line.
my hard work ethic. It taught me that to be able to work in a team
Hogg(1993) defined competency as ‘competencies are characteristics of a manager that lead to the demonstration of skills and abilities, which result in effective performance within an occupational area. Competency also embodies the capacity to transfer skills and abilities from one area to