Executive Summary
The management report presents six competences (under 3 sub-headings) outlined by the Management Standards Centre (MSC). These are the following:
• D. Working with people
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• D1. Develop productine working relationships with colleagues
• D3. Recruit, select and keep colleagues
• D7. Provide learning opportunities for colleagues
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• E. Using resources
• E5. Ensure your own action reduce risks to health and safety
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• F. Achieving Results
• F6. Monitor and solve customer problems
• F10. Develop a customer focused organisation
It describes the issues involved in each one, for example what are the processes involved, what systems are put int place to deal with different kind of demands and what issues arise in the light of each competence.
For example, in competence F6 ( Monitoring and solving customer problems), processes that play significant role are; - Creation of feedback systems or communication skills.
The report goes further in depth, by analysing what the manager's role in each competence is. The discussion section of the report argues on the tasks that managers have to follow for a positive outcome to arise. A good example of managerial involvment is highlited in competence E5 ( Ensuring actions reduce risks to health and safety), here it is clear that the manager must inform the workforce of organisational policies and regulations.
The influence of managers in the organisation is illustrated, having into account the competence in question. Discussion will center around how managerial involvment is diverse according to the situation, this will be supported with theoretical models on motivation and leadership.
Working processes are presented in this section of the report, illustrating how things are done in organisations. The management of resources is explained, for instance how technology can help improve areas such as, customer service, with innnovative training methods (electronic aids).
The arguments presented will be supported with case studies. these will show how theory applies in the "real world".
Conclusions and views are included in the discussion section.
INTRODUCTION
2. TABLE OF CONTENTS
Executive summary
Introduction
1. Findings -------------------------------------- p.
1.1 Working with people
1.1.1 Develop productive relationships with colleagues ----------------- p.
1.1.2 Recruit, select and keep colleagues ----------------------------------- p.
1.1.3 Provide learning opportunities for colleagues ----------------------- p.
1.2 Using resources
1.2.1 Ensure your own action reduce risks to health and safety ---- p.
1.3 Achieving results
1.3.1 Monitor and solve customer service problems --------------------- p.
1.3.2 Develop a customer focused organisation --------------------------- p.
2. Discussion/Conclusions ( How it involves the manager - brief; put theory here in each; relate theory to examples; Evaluate examples in relation to its rate of sucess against the competences; Examples of good and bad examples of implementation of the competences - cases in appendix) ----------------------------------------- p.
A Review and Assessment of Its Critiques, Journal of Management, SAGE. Viewed on5th April 2011, at http://jom.sagepub.com/content/36/1/349.full.pdf+html
This Journal Report is looking at how the managers work with their employees. It explores the differences people have even those working in the same organisation under the same management. However, this report gives a clear way of effective management. It also explores different ways of dealing with staff members who have different attitudes, values and beliefs, However, all these 3 are very close related.
Carpenter, M., Bauer, T., Erodogan, B., & Short, J. (2013). Principles of management. (2nd ed.).
Explain the importance of defining the objectives, scope and success criteria of the decisions to be taken
The Competing Values Framework is originated by Quinn and Rohrbaugh. It emphasizes the organizational problems and choices faced by managers. The framework is divided into various managerial roles corresponding situations, as well as specific organizational environments. For instance, the facilitator and mentor roles rely on cohesion and morale to bring about human resource development within the organization. While the innovator and broker roles rely on flexibility and readiness in order to receive the growth and resource needed to perform an effective organization. The director and producer roles are more applicable for planning and goal setting skills and will result in productivity and efficiency. The monitor and coordinator roles are intended to managing information and communicating. The framework can also be divided into two main roles. The first four mentioned above are the transformational roles, and the last four are the transactional roles (Belasen, 1996). The transformational roles are more aimed toward making changes and developments, while the transactional roles have strong emphasizes on managerial authorities. The key to becoming a master manager is to be a successful manager who is able to perform each role in order to cope with all difficulties being faced as a manager (Quinn, 1988). A successful manager is also someone who is perceived by others as performing all of the eight roles more frequent than a normal manager and recognizes each of its importance thoroughly (Denison, 1995). A study by Bono (2004) also shows that giving importance to any specific working environment, such as rational goal model, may lower the effectiveness of other areas. Denison and Spreitzer (1991) stated that when a manager does not gi...
Choosing a topic for this paper was very difficult. Many topics seemed very interesting, but after reviewing many topics the choice was clear. I also took into consideration the fact that we would be presenting these topics to the class. So, I choose the communication process. It is very important in management. Having been a manager for three years, I felt I would be able to explain this topic well to the class.
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In business, management can be defined as (1) the pursuit of organizational goals efficiently and effectively by (2) integrating the work of people through (3) planning, organizing, leading and controlling the organization's resources. Management is a theory and a way of doing business. It is a process that is exercised in order for an organization to be successful. This process is generally broken down into four established functions: planning, organizing, leading, and controlling. Management is the function that determines how the organizations human, financi...
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Zanko, M & Dawson, P 2012, ‘Occupational health and safety management in organizations: A review’, International Journal of Management Reviews, vol. 14, no. 3, p 328-344, viewed 2 April 2014, http://ro.uow.edu.au/commpapers/2832/.
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