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Characteristics of a good manager easy
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When it comes to management, there are certain traits one must possess as well as four functions or processes which are required of their role. The four functions or managerial processes considered necessary are: planning, organizing, leading and controlling; keep in mind…leading is not the same as being labeled a “leader”. Traits that separate a leader from a manager is the leader is “highly self-disciplined, and as a result they are more effective at leading by example. Leaders are not interested in achieving control of others because they are so confident in themselves” (Gorham, 2015). Gorham points out the blatant difference in the manager traits which is to “focus heavily on providing thoughtful rationale to their team and maintaining …show more content…
Define goals for his/her team, develop strategies to reach these goals, once strategies are in place, design avenues of approach to merge and the different teams in their activities. In a study conducted back in 1965, by the Management Development Laboratory of the University of Minnesota Industrial Relations Center, functional dimensions of planning include: “determining goals, policies, and courses of action. Work scheduling, budgeting, setting up procedures, setting goals or standards, preparing agendas, programming” (Mahoney, Jerdee, & Carroll, 1965). The manager is known for their focus on immediate results and short term goals and the way to go about this is to plan ways to have the team to which he/she is responsible for, ensure these goals are met within a specific time …show more content…
An effective manager will be able to motivate employees by providing mentorship and coaching for employees who show the need but have the aptitude to learn. Being able to influence individuals not only through control but through their role as the manager and creating a positive environment through actions and feedback to employees on tasks performed. When a manager provides the mentorship and coaching to its employees, it shows the competency level of the manager while allowing the individual or team be able to conduct the task as well and eventually do without assistance. Leading as a manager, the role and objective is to organize, direct and control the
Managers and leaders are essential in creating a work environment that is collaborative and productive. Although both managers and leaders can have similar traits, there are usually differences between the two. The purpose of this discussion is to examine the differences of manager and leader behaviors.
Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.
Several weeks ago, I stumbled on this quote “Greatness is not a function of circumstance; greatness is largely a matter of conscience, choice and discipline” by Jim Collins. Halfway into my Leadership One class, after a sober reflection; I realized that all the great leaders I had heard of and known personally exhibited traits of fascinating discipline, intense consciousness amongst other factors. Another interesting observation showed the allegiances of these leaders to a supernatural being. In my opinion, leaders and managers have quite a clear distinction which is tersely explained as “managers do things right and leaders do the right thing.” Nonetheless, managers administer and leaders innovate to be precise.
Managing: Planning, recognising top priority, making decisions, facilitating change, and keeping the system functioning well. They all take effort to move toward its goals and vision
Managers are not only interested in status quo, but also production, expansion and growth. Management was a system to control machines. Leadership can never be controlled. Where one sits in life determines what you see. To be a good manager one must look at views from different perspectives. As situations change, leadership relations change. Leadership cannot be transactional. It can only work if both parties keep their agreements. A class survey was held to compare leaders to managers. The overall opinion was that they are similar in many ways. A leader and a manager can be one in the same. The difference be...
Presently many of us have learned that managers are primarily administrators who have learned to write business plans, utilize their resources and keep track of progress. We must learn that we are not limited by job title, and that means we can utilize our management skills in any position that we are in. We must also know that we can use our leadership skills in the same situations. On the other hand we have also learned that leaders are people who have an impact on those that surround them. The main difference that separates these two roles is that management is a function that must be utilized in any type of business, and leadership is the relationship that the leader has with his followers, which in turn can motivate and energize the organization.
The success of any organization just as the Tesla Motor largely depends on the planning of the activities by the management team in the company. A good performance is always attributed to the planning strategy that a certain company has. The following are therefore four factors that affect the planning and performance of the company.
In today’s corporate world a manager to be affective must be able to incorporate the four functions of management (planning, organizing, leading, and controlling) into his or her management techniques. Managers who fail to implement the four functions have a greater chance of being unsuccessful in accomplishing the primary outcome for the project or task. Thus, generating an inferior product.
As Schermerhorn states in Management planning, organizing, leading, and controlling are the tools needed by managers to accomplish performance goals. It is crucial that managers be able to recognize and act upon problems or opportunities as they arise. Planning is perhaps the cornerstone of the four processes. All good processes were at some point given great detail so as to anticipate possible problems and solutions to those problems. When the Honda Motor Company decided it needed to refine its inventory they didn't just jump at the first idea that was proposed; they first set their objectives and discussed ways to meet those objectives. After giving careful consideration to processes and the streamlining of those processes human error rose as the top need for change. Sounds simple you might respond; in reality it is much more complicated.
However, some influential management authors believe that the classical management functions need to be update. Williams (2005, p. 7) updated the management functions and came out with four functions: making things happen; meeting the competition; organizing people, projects and process; and leading. To make things happen, it is essential to determine goals, planning ways to attain the goals, gathering and managing needed information to make superior decisions and also controlling performance to enable corrective action to take place if performance worsens. This function actually combined Fayol’s idea of planning and controlling. The thought of determining things to accomplish and developing plans to achieve goals is similar to function of planning suggested by Fayol, which is to define goals, establish strategy and develop plans to implement the strategy in order to reach the goals. Besides, Williams mentioned about controlling performance and corrective action, which is corresponding to Fayol’s classical management functions of controlling. Controlling, according to Fayol, involves observing organization performance and take action if necessary to ensure that goals are to be achieved. Nevertheless, the action of gathering and managing needed information to enable good decisions to be made is not stated in classical management functions. Based on the updated functions, organizing people, projects and processes included consideration of people issues and work processes. At the same time, Fayol mentioned organizing, which is the management process of determining best way to arrange organization’s resources and activities. They actually have the same meaning where both are about locating organization’s resources, which are the employees and also the work processes or activities. The Learning Company, a company that develops and markets games and software, was purchased by toy company Mattel. It was experiencing loss after three years of the purchase because each department in the company works independently and do not share resources.
Planning and organizing is another vital quality needed for managers. If manager can do effective planning he can really contribute in the long term progress and development of his organization. Proper planning helps in useful and efficient use of the existing resources of the organization. After planning if you are not able to organize the things, this can really worsen your planning.
Some people believe leadership and management are one in the same; however, this is not true because management involves planning, staffing, directing and controlling and, a manager is a person who performs these functions (Leadership Theories and Studies, 2009). The term manager is a formal title given to a person who has authority by virtue of his or her position or office. (Leadership Theories and Studies, 2009) Leadership, by contrast, is about influence; leaders use factors other than just their formal authority to influence subordinates. There are three major leadership theories developed from the 1930s to the 1970s which attempt to explain why some leaders are better than others, these theories are: trait leadership (1930s and 1940s), behavior leadership (1940s and 1950s), and contingency leadership (1960s and 1970s).
The first function of management is planning. "Planning is systematically making decisions about the goals and activities that an individual, a group, a work unit, or overall organization will pursue." (Bateman & Snell) In my organization, planning takes up the most time. Objectives must be laid out, potential products must be examined and the timing and type of marketing must all be planned out before we provide our product to our customers. This function should be first and foremost to all individuals involved in the organization. Poor planning will result in your organizations demise.
“The important word there is inspire. The key difference between managers and leaders is that managers tell people what to do, while leaders inspire them to do it. Inspiration comes from three things: clarity of one’s vision, courage of their conviction and the ability to effectively communicate both of those things”
In order to achieve the goals of the organisation, managers have to set goals and developed a workable plan to complete the goals. Organising is one of the processes to organise people, activities and other resource in a logical way (Davidson 2009). Through the organising