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Managerial roles approach
Principles Of Leadership
Managerial roles approach
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Analysis of the impact of learning the executive development unit for personal development
Introductory
"Leaders are made and not born". These were the introductory statement from the executive development textbook during a lesson conducted at DWU from the 19 to the 23rd of March 2018. What was the purpose and objective of this training? What have I acquired from this study unit?
Executive development is a training program conducted to develop potential personnel in an organisation; preparing them to take on future management roles as such superintendents, managers and executive management.
Lesson learned from this program is, managers or executive managers must possess the right set of skills and knowledge in order to manage a department or organisation
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He or she must possess the know how to run a department or organisation, including its employees, that possesses soft skills to run the business as well as know the roles, responsibilities, and functions of being a manager.
The function of a manager includes planning, organising, activating and controlling. And a manager's role and responsibility includes certain tasks which are unique and can only be attended to by a manager alone whilst other roles are as follows; employing of staff, performance management for both staff and company, staff and team development, planning activities and setting duration, managing resources such as labour, material, resources and budget, improving of processes and quality of communication, systems and workflows.
Lastly, soft skills a manager should possess are as listed, dependable, condor, good work ethics, mental agility set development of self, team and business goals, must be flexible to adapt to changes, able to take directions from others, be a good communicator, able to work well with the community and his or her own team including time
Managers have a multitude of formal responsibilities and are accountable for the actions of their employees. Managers must lead and direct an organization through manipulation and deployment of an organization?s resources. People in a management position are expected to carry out specific functions, jobs, and responsibilities; they must influence people, manipulate the environment, money, and time to achieve
During my time in the Intermediate Leadership Course (ILE) there have been many topics covered. Each of these topics were geared toward increasing our effectiveness as leaders. Many of the concepts were known, but not practice, while some were unknown. This experience has given me the insights and tools to improve in multiple ways as a leader. In the next three to five years I will take the steps necessary to utilize what I have learned and apply these concepts to be a better leader, peer, and subordinate.
Managers have five major functions to perform, namely planning, staffing, organizing, controlling, and coordinating. These roles or functions of the management separate management from other roles such as marketing and accounting among others. The lessons that I have currently learned will help me in becoming a manager who will be capable of making various decisions that will have an impact on the whole firm. Additionally, the area where I have much interest in is the function of controlling in management.
These skills are used equally at all levels of management. The second part of soft skills are emotional intelligence. According to Daniel Goleman, emotional intelligence is the "ability to manage ourselves and our relationships effectively" (Schermerhorn &
An organisation is a deliberate arrangement of team consisting different personal identities to accomplish some specific goals and managers are the ones who hold the responsibility of mastering and placing them together to strive for that purpose (Robbins, Bergman, Stagg, and Coulter, 2008). Robbins et al. (2008) have stated that managers are people who coordinate and oversee the work activities of others so that the goal is accomplished effectively and efficiently. Managers usually possess qualities such as having strong communication skills, flexibility, imagination, enthusiasm, problem solving skills, and of course the desire to be a great leader (Phdinmanagement.org, 2014). The structure of management conducted by a manager is often influenced by the four functions introduced by Henri Fayol (planning, organising, leading, controlling); how Henry Mintzberg’s management roles play in the organisation and also the three essentials management skills proposed by Robert L. Katz (Robbins et al., 2008).
It is necessary for these managers to assure that their employees know what is expected of them. They also need to effectively communicate the company goals and strategies in addition to frequently giving feedback to their employees. Managers also need to have the confidence in their employees to allow them autonomy in their work roles.
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.
Management is not just about making decisions, watching over employees, and bossing others around. Good management results in satisfied customers, who provide better customer service. In order for new managers to be successful, they need to have good communication, human skills, and the ability to motivate others. The ability to do these skills effectively makes a big difference to a manager and the company’s overall success. Companies depend on managers to fulfill their skills and knowledge to help their company excel.
Viitala,R.(2005). Perceived development needs of managers compared to an integrated management competency model. Emerald Group Publishing Limited.
To achieve this, managers must undertake the following functions: * Organisation * Planning * Staffing * Directing * Controlling Leadership is just one important component of the directing function.
The world of business has undergone radical and dramatic changes in the last decade changes that present extraordinary challenges for the contemporary manager. A manager is an organizational member who is responsible for planning, organizing, leading, and controlling the activities of the organization so that the goals can be achieved. According to a widely referenced study by Henry Mintzberg, managers serve three primary roles: interpersonal, informational, and decision-making. Management is process of administrating and coordinating resources effectively and efficiently in an effort to achieve the goals of the organization.
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)
A manager has four principal functions or duties of management. These include; the process of planning, organizing and leading an organizations human, financial, material, and others resources to increase its effectiveness. (George & Jones, 2005)
When someone spoke about the phrase “Organizational Development” I need to admit I did not know what they were talking about. Even up to the first class, I was still puzzled about what organizational development was, despite having read the first twelve chapters in Practicing Organization Development: A Guide for Leading Change by Rothwell, Stavros, Sullivan, et.al. I felt as if I was learning another foreign language and was not sure of myself. Now, that we endured four face-to-face classes in Education Organization Development, I can now say that I understand the material in the class. As the halfway point has drawn to a close, there are five topics that were explained in either the Rothwell textbook, supplemental readings or class lectures that have stuck with me and had me thinking over and over again about the core topic of organizational development.
function, managers need to analyse how activities and resources are to be grouped and carry out plans successfully (Bartol 2007). A manager have to understand their ability to manage the lower level employee which is the most valuable of the company as they are the key of output and implement in the planning. Then manager will coordinate the jobs between authority and responsibility that is to define the role position of them (MSG 2012).