...1. In what ways does Sue Ryan perform each of the three basic managerial roles - interpersonal, informational, and decision making? How about Candace Stathis? How must both Ryan and Stathis make use of the four critical managerial skills - technical, interpersonal, conceptual, and diagnostic? In the case of each manager, which of these skills seems most in evidence in the video? Which of these skills would you consider most important for a manager at a business such as Camp Bow Wow Boulder? : Sue Ryan performed each of the three basic managerial roles by interacting with employees, looking for something very informative and making decision to the right. As a manager, both Ryan and Stathis must make use of the four critical managerial skills. they should develop their own technique and interact with their team member continuously. Also, according to the concept which is built at the beginning, they should diagnose the right. Those play essential role in management. Above all, I think that interpersonal skill is the most important for a manager at a business such as Camp Bow Wow Boulder. They want the person who has leadership. Learning leadership occurs in organization. That's why the interpersonal skill is more important to them 2. What can you say about managerial practices at Camp Bow Wow Boulder by applying each of the three contextual perspectives on organizational behaviour - systems, situational, and interactional? Which perspective seems to be the most useful in...
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... | | |Management Communication Skills | Copyright © 2010, 2008, 2006, 2004 by University of Phoenix. All rights reserved. Course Description This course focuses on identifying and developing the communications skills necessary to manage individuals and groups successfully within business and work organizations. Students will identify their management communication styles and will assess and improve their effectiveness in the areas of interpersonal communications, group dynamics, diversity, motivation, team building, and conflict resolution. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Hynes, G. E. (2011). Managerial communication: Strategies and applications (5th ed.). New York, NY: McGraw-Hill....
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...Notes of: Principles Of Management By: Faheem Ali Khokhar MBA-92 Reg: 1146106 Managerial Roles: A role is an organized set of behaviors. Managers acvt in specific ways when they interact with others in the course of performing the four management functions. Henry Mintzberg (1973) has identified ten Sub roles common to the work of all managers. He argued that all managers take on these patterns , or roles in order to be effective in their jobes. The ten roles are divided into three groups: informational, interpersonal and decisional. Informational Roles: It involves gathering information from inside and outside the organization and communicating it also inside the organizationm and outside the organization while making contacts and building relationships inside and outside the organization. Monitor: Collecting information from organizations, both from inside (staff, employees etc) and outside (customers, competitors, partners, suppliers etc) of the organization. Managers when working within the organization and also outside the organization while meeting with them or communicating with them, he or she gets information, ideas, innovations which is laked by your organization which you don’t know and in this way Manager perform his role as Monitor (scans the whole information) Disseminator : Sharing the outside information to inside the organization for improving performance quality or in any other means. Communicating information to organizational members or transmitting...
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...Example - Good Managers are Effective Leaders In 2013, leaders will have to hone their skills to ensure that their organizations competitively reach stated objectives and goals. It is imperative to note that management is a profession, different from leadership, which is a calling. However, to be an effective leader, one must tap into management expertise. Leadership and management are two distinct entities that must go complementary for the success of any organization, industry, sport, and even a social setting context. Notably, leadership and management skills are essential to direct a group towards stated objectives and goals. More specifically, any leader requires management skills to lead an organization, or any other group effectively. Therefore, one must adapt good managerial principles to be an effective leader. Change management The first critical part of the leader’s job is managing change. Over the years, change continues to accelerate critically. Effective leaders are those that successfully manage change in their organizations. These are the leaders that effectively realize changes in Managerial principles to ensure the smooth running of organizations, and also, to ensure that they achieve their set targets and objectives. Delegating Successful managers are those that ensure that duties and responsibilities are adequately delegated across the organization. This will ensure that every team player is fully challenged. Effective leaders are those that successfully...
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...that, he had been an effective manager as he always thought about his always students and their success rather than focussing on his own achievements and reputation. He always been and will be an effective manager to me because: • Firstly, my teacher had an extraordinary leading skill; he could lead the class very efficiently. He could actually motivate us to study his course although Bangladesh study was quiet boring. He could communicate with his entire student and direct the class successfully and made a perfect study environment. • Secondly, he could control the class without any difficulties as he used to monitor that his students are focussing on his class lectures. He used to ensure that all the class activities are going as planned and the betterment of his students is his only goal. This monitoring activity of my teacher is a Mintzberg Managerial role. • Moreover my teacher was a very good negotiator, which falls under the Mintzberg Managerial role. He always negotiated with us before taking any decisions such as taking quizzes, mid-term or final exam dates, assignment submission etc. He always made sure that we are all comfortable of his decisions that he used to take mainly discussing. • In addition, another Mintzberg Managerial role that he played was the figure head. Although he was not in post of vice chancellor or any other higher posts, he always remains as a unique character to us only for his actions and the effective managerial skills. • Lastly, the most...
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...et al., 2015) argued that the role of leadership in every managers is very crucial in order to achieve business objectives in this modern era. Thus, the competitiveness and complexities in business environment has put more pressure on demand of effective leader to develop those objectives. Manager needs to be equipped with necessary skills to cope with the competitive pressure in a dynamic environment. Arguably, after almost a century of research, what makes a manager be an effective leader is still remain as a huge controversy in schools of leadership. The term managerial leadership is a concept that sounds difficult to comprehend as it is the integration of managerial role and leadership where the behaviors are different but interrelated (Soucie, 1994; Collins 2002). Soucie (1989) highlighted that they are different based of their actions in interference, behavior or trait to influence the followers. Managerial leadership is combination of position power with other competencies which inclusive of skills, knowledge, critical thinking, courage and commitment. Yukl (1989) defined leadership as formulating strategies, showing commitment and compliance by implementing strategies and incorporating organization values, whereas managerial work is based on fragmented task. Bass (1985) also saw a distinction between management and leadership in contrast to transactional and transformational leadership. Bass characterized...
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...Role of a professional manager A role in business context, is an expected set of activities or behaviours stemming from a job ‘henry mintzberg’ conducted several land mark studies of managerial roles.according to him ,the 17 managerial roles as follows. These groups are grouped according to the managerial function. Planning 1.strategic planner Top level managers engage in strategic planning,usually assisted by input from others through out the organization.specific activities in this role include:a)setting a direction for the organization. b)helping the firm deal with external environment and c)developing corporate policies. 2.Operational planner: Operational plans relate to the day-to-day operation of a company or unit.two such activities are a)formulating operating budgets & b)developing work schedules for the unit supervised.middle level managers are heavily involved in this planning. Organizing and staffing 3)Organizer: As a pure organizer,the manager emerges in activities such as a)designing the jobs of group members b)clarifying group members assignments c)explaining organizational policies,rules and procedures and d)establishing policies,rules and procedures to co-ordinate the flow of work and information within the unit. 4)Liaison: the purpose of liaison is to develop and maintain a network of work -related contacts with people. To achieve this end,the manager a)cultivates relation ships with clients or customers. b)maintains relationships with suppliers...
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...Skills and Style Approaches to Leadership Introduction The skills approach emphasizes skills that can be learned, thus representing a shift away from the perspective that people are born into/with leadership. In addition to exploring the skills approach, this module will provide a discussion of the style approach which provides a focus upon the behavior manifest in effective leaders. The Skills Approach Katz's Three Basic Administrative Skills Katz (1955) suggests that three basic administrative needs must be present for managers to be effective: technical, human, and conceptual. This skills model of organizational leadership was based on the development of the bases of competencies and was part of a long-term research project entitled Making the Match between University Graduates and Corporate Employers (Evers & Rush, 1996). Using a survey-based analysis, four distinct bases of key competencies of a leader emerged: 1. Mobilizing Innovation and Change: the leader's ability to conceptualize, use creativity/innovation/change, take risks, and engage in visioning for the future. 2. Managing People and Tasks: involves coordinating, decision making, leadership/influence, managing conflict, and planning, leading, controlling, and organizing. 3. Communicating: the leader uses interpersonal, listening, oral, and written communication skills to communicate the organization's goals and the leader's vision. 4. Managing Self: the important keys to success are...
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...function that coordinates the efforts of people to accomplish goals and objectives using available resources efficiently and effectively. Management is the act or skill of controlling and making decisions about a business. Management is the way of something is handled, careful treatment, supervising skills, or those in charge of a business or a group. Manager a person who controls the activities, business dealings and other aspects of the career of an entertaines. Manager is a person responsible for supervising and motivating people. *What are the task, roles, skills of the manager* Management Task #1: Coaching One of the most important management task is coaching. Managers must be the persons who will show to their subordinate or team members the right direction where the organization will need to go. They are simply instructors and trainers. Management Task #3: Change Agent The whole change process must be planned and managed if you want to bring desired results. Managers in the same time must ensure that the company will continue with the current level of success and prepare to implement change that will bring future success. Management Task #4: Forecasting the Future Forecasting is another managerial task that will provide a picture of how the future will look like from the business perspective. This managerial task is very important, because if we have the better picture for the future, we can better prepare ourselves for that future. Management Task #5: Motivating...
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...Student Name Professor Name Managerial Behavior 8 May 2000 Which Managerial and Leadership Skills Are Most Important to Be Effective in a Managerial Role? Of course, to become an excellent manager one needs to possess particular skills either innate or trained. These will depend on the managerial level and the manager’s corporate standing. Thus, for example, it is generally accepted that top-managers need to possess conceptual thinking and ability to view a company with all its processes as a unified entity. This is far more lenient requirement for first- or even middle-level managers who work closer to employees or are prescribed to particular branches or departments. Despite of this, to be effective and efficient in a managerial role one needs to attain several undeniable skills. First of all, a manager is a leader. This entails perfect communication skills and knowledge of inter-personal relations. To make people do things, one must manipulate them (in a good sense) and therefore know how to do this the best. Arnold Andersen (2011) suggests four main interpersonal skills important for managing people: ability to cope with conflicts, good body language, constant involvement in employee’s work life and, finally, tutorship. Inter-personal skills are the most vital for the career in management and they are the most difficult to learn. Susan West (2011) writes that “according to some research studies, the number one reason why managers and executives find themselves...
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...that will conclude how personality and skills are essential in being a good leader. The premise for each article all had the same hypothesis in mind, with regard to effective leadership. The studies that will be compared will be “Personality traits, management styles & conflict management in a military unit” by Salimi, Karaminia, and Esmaeili (2011) and “The leadership skills strataplex: Leadership skill requirements across organizational levels” by Mumford, Campion, and Morgeson (2007). A comparison of the research questions, sample population, and limitations will be discussed. Salimi and colleagues (2011) investigated personality traits with regard to management styles. They wanted to find out if personality traits had any affect on a leader’s management style and conflict resolution. They found that extraversion and when conscientious leaders were more successful. Northouse (2010) in regards to personality traits gave perfect examples on how personality traits in fact can affect how leaders resolve issues and tribulations. Northouse (2010), stated how leaders are more tolerant for uncertainty, openness, and curiosity. When leaders are confident they are more inclined to be helpful in sudden situations that involve conflict. Mumford and colleagues (2007) addressed the skills needed by a leader to help perform their daily job functions within an organization. They suggest that cognitive, interpersonal, business, and strategic skills all have separate outcomes and importance...
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...communication skills. Effective communicators are, therefore high demand besides not surprisingly there is a high correlation between communication skills and income. Whatever the position ones have in business, performance will be judged mostly by the ability to communicate. Evidence of the importance of communication in business is found in numerous surveys of executives, recruiters, and academicians .Without exception, these surveys have found that communication ranks at or near the top of the business skills needed for success. 1.1.0 Background of the Report: This survey report is based on the topic ‘Communication skill plays key role for employment of business students. ‘Basically this report is the partial requirement for ‘Business Communication’ course of MBA program at American International University-Bangladesh (AIUB). This report will help us to understand the enormity of communication skills for employment of business student. It was a nice experience for us to combine our theoretical knowledge with relevant practical field. 1.2.0 Objective(s): 1.2.1 Broad Objective: The key objective of this report is to reveal the enormity of communication skills for business students of AIUB. 1.2.3 Specific Objective(s): ▪ To understand in what extent communication skills are imperative for business students. ▪ Analyzing critical managerial skills that are necessary for business students. ▪ To find out why communication skills are critical...
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...Human Nature And Managerial Behaviour Management Essay A managerial style this is also to guide me along the way and take a picture to draw won my attention to difference bits of knowledge. If I have a good managerial style then I can take with me on my journey to becoming a better manager. And also manager need to some master basic skills and we have to find out what is management is the vital skills involved the most important tasks that I have to carry out and how I am become to be a good manager. 1. About human nature and managerial behaviour: Human nature is the common qualities of all human being people behave according to certain principles of human nature. Human needs are an important part of human nature. Values, beliefs, and custom, differ from country to country and even within group to group, but in general, all people have a few basic needs. As a manager or leader we must understand these needs because they can be powerful motivations. The models which make suppositions about human nature and behaviour at work: Our sense of self worth of significant is related to our social human nature behaviour. But it is not only an image presently by oneself or attributed to us by others. It is also depends with expectation and obligation about how to behave. Assumption: the theory X managers believes that people have an inherent dislike to work, wish to avoid responsibility, and must be coerced, controlled, directed, and threatened with punishment in order to achieve...
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...the functional area of business. The areas I will be discussing will be Human Resource (HR) Management and Leadership. In the functional area of human resources, an effective leader or manager plays a very important role in ensuring smooth and efficient functioning of the HR department. In today's times, human resource management is not just considered a routine function, but an integral element of the strategic plan of an organization. HR managers and leaders are extensively involved during the strategic planning stage. An effective HR leader or manager ensures smooth and efficient alignment between the HR strategy and overall corporate strategy. He or she ensures that the goals of the HR department are well aligned with corporate philosophy, mission, vision and goals of the organization. The manager or leader has to display strong leadership skills for ensuring smooth integration of the HR department's strategies and action plans with other departments or functional areas of the organization. HR department deals with the most important asset of an organization, ie, human resources. Hence, an effective leader is required to lead this department because such a leader can lead the employees of the organization in the right direction. HR managers and leaders should display strong leadership skills in order to guide and motivate employees in the organization. Human resource management includes recruitment and selection of appropriate staff and management of...
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...leading authorities Leadership characteristics: styles eg autocratic, democratic, laissez-faire, action-orientated; motivation theories, factors affecting motivation and performance, motivation techniques, effectiveness; conflict resolution; the role of partnerships and stakeholders in the business Communication: communications processes, verbal, written, non-verbal; lines of communication, linear, lateral, formal/informal; barriers to effective communication Organisational culture and change: types of organisational structure and culture; factors influencing changes in culture; types of change eg demographic, economic, legislative; planned change theory; managing and measuring the effectiveness of change; sources and types of power; change drivers LO2 Be able to review own potential as a prospective manager Self-knowledge and appraisal: skills audit eg management skills, leadership skills, practical/technical skills, personal skills (eg interpersonal/motivational/communication skills), organising and planning skills cognitive and creative skills; qualifications (current/planned), strengths and weaknesses analysis; personal learning logs; personal development plans Own potential: aims, objectives, targets, learning programme/activities, action plan, time management, work scheduling, Specific, Measurable, Achievable, Realistic, Time-bound (SMART) objectives, action planning, delegation, decision making, problem solving, management/leadership styles, value awareness, conflict management...
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