...Characteristics of a Knowledge- and Value-Centered Manager Cassandra M. K. HUM220 August 1, 2014 Melissa Ellison Characteristics of a Knowledge- and Value-Centered Manager 1. Control – Value Centered 2. Leadership – Knowledge Centered 3. Organization – Knowledge Centered 4. Persistence – Knowledge Centered 5. Efficiency – Knowledge Centered 6. Ability to motivate – Value Centered 7. Perspective that is positive – Value Centered 8. Trust – Value Centered 9. Respect – Value Centered 10. Positive attitude – Value Centered These characteristics listed above have the potential to aid in creating an effective manager and help add value to an organization. Having motivation and a positive attitude a manager is able to set an example and help motive his/her team successfully. Having both the motivation and a positive attitude a manager is then able to have the necessary control and leadership needed. When a manager has the control and leadership they are able to be persistent in in their work. With persistence a manager must be organized. A manager must have things planned out for different set of obstacles that could occur. With organization they can become efficient and team members will trust them. When a manager is efficient they are able to get things accomplished. In order to have complete trust a manager must have a positive perspective of the organization. This allows the manager to be more passionate in their help or work. With trust comes respect. If the...
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...Characteristics of a Knowledge- and Value-Centered Manager HSM/220 Human Services Administration Due: Fri 08/30/2013 There are truly man characteristics necessary for an effective manager. I have chosen ten of those many characteristics as the ones I believe are the most important. (Industry Knowledge) is a must because if a manager is not knowledgeable about their industry or organization, then they will not be able to answer any questions employees might have about the job. It is important to be knowledgeable about what you are teaching so that employees can do the job correctly and effectively. (Knowledge-centered) (Organization skills) are also very important in an effective manager because they will need to keep track of projects, employees, money, materials etc… This is important because it will help the manager know what has already been done, what needs to be done and what is not needed anymore. (Knowledge-centered) (Money management skills) are a must in order to be an effective manager. It is important to know basic financial concepts in order to manage money properly, and avoid mistakes. (Knowledge-centered) (Communication skills) are at the top of the list for me, because if a manger is not able to communicate with his or her employees then there will most likely be problems in the work place as well as misunderstanding. How can a manager know what is going on if they are not communicating with the staff, also how will the employees know how to do their...
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...Characteristics of a Knowledge and Value Centered Manager Holly Regan HSM/220 August 29, 2013 Melissa Lichau Characteristics of a Knowledge and Value Centered Manager 1. Analytical Skills (knowledge) 2. Empowerment (value) 3. Commitment (value) 4. Ethical Practices (knowledge) 5. Organizational Ability (knowledge) 6. Managing Personnel (knowledge) 7. Vision (value) 8. Communication (knowledge) 9. Persistence (value) 10. Leadership (value) Each of the characteristics adds value to the organization by level of productivity. When you are able to communicate with your employees and give them the needed empowerment to work hard for you and the organization, as a manager you have produced a harmonic team. When you appreciate your employees and let them know how much you appreciate them and all their hard work, they will work extra hard for you and the organization because you show them appreciation and tell them they are appreciated. When you share the majority of your vision and goals for the organization in hopes they wish to be a part all that your organization has to offer them, they will strive to be all they can to the organization, as long as they feel appreciated and are compensated for some of their hard work. The manager’s commitment to providing excellent leadership provides an incentive for the employees to be willing to take part in the organizational efforts of making the organization more known or by creating more business possibly by...
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...organization, institution, or business. Without great communication skills the staff will not know what is expected to be able to get the department where a manager wants it to be. Persistence – The ability to stick to the plan and not let anything get in the way. There is always room for improvement. Empowerment – The structure of the department should be built on the entire staff as team work and boost moral knowing that they had a part in how the department will be run. Organizational Ability – Putting one’s strong people where they need to be when they need to be there. There is always a time for cross training and that is something that should always be looked at this way if somebody calls in there is adequate coverage. Attention – The manager needs to be somebody who can get the attention of the staff and keep their attention with the structured vision. Meaning – Showing the staff that their opinions matter. We are only as strong as our weakest associate. Trust – As a manager, we are not able to be there all hours of the day to make sure that the job is getting down by every single person. Knowledge – Using the skills learned by running the department and showing the staff that management has the answers and doesn’t have to go and get an answer then come back to the associate. Willingness to help – If a manager is not willing to help then there is no room for the department to...
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...Every effective manager must have certain characteristics in order to run an organization properly and smoothly. I have chosen the top ten that I think are important: leadership, team player, organization, dependable, positive attitude, motivation, customer service, and creativity, able to remain calm and resolve conflicts effectively. I have separated these into two groups as well, knowledge and values. The ones that are in the knowledge group are leadership, team player, organization, customer service, creativity and motivation. The ones that are in the values group are dependable, positive attitude, able to remain calm and resolve conflicts effectively. Each one is unique and valuable. Leadership is all about direction and problem solving skills, one must know how to distribute tasks and discipline when action is needed. Team player is a must when taking the position as a manager. By showing your fellow employees that you are willing to take initiative and work together as a team then the employees will also. Organization is a must when managing employees and an organization. When management shows organization everything will flow more productively and smoothly. Dependability, in a manager’s position, shows that they are reliable. If a manager was to show lack of then the employees are most likely to follow in which in turn sets a bad pattern. A manager who presents positive attitude is likely to inspire their employees and create a more productive and positive work environment...
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...Checkpoint: Characteristics of a Knowledge-and Value-Centered Manager I believe that there are many characteristics that a manager should have but I have chosen the ten that I feel are the most important but in no random order. Good Humor (Value centered) Organizational Skills (Value Centered) Honesty (Value centered) Trust (Value Centered) Management Skills (Knowledge) Knowledge of the Workplace (Knowledge) Communication Skills (Value Centered) Negotiation Skills (Knowledge) Problem Solving Skills (Knowledge) Non Judgmental (Value Centered) I believe that good humor adds value to the organization because it makes it easier to get along with the manager. Everyone does not have to feel so uptight and can kind of relax a little while being at work. Organizational skills add value because if the manager is not organized then there are many things that can go wrong. Honesty is another good characteristic and it adds value to the organization because honesty is the best policy and if your manager can not be honest with you when you do something wrong then you may continue to do the same thing over and over. Trust adds value to the organization because if you trust your manager then you will be able to talk to them about things in or outside of the office. Management skills are another excellent skill that a manager should have. If they don’t have management skills then they would not make a good manager and it would affect the whole facility. Knowledge of the Workplace is also...
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...fair share of tasks to do. While these items are important, I think the most important aspect of their organization skills would be their ability to assist their staff in getting whatever tasks the organization needs done in a timely and efficient manner; therefore, I would consider this a knowledge centered trait. 2. Positive Attitude: A positive attitude is essential to an effective manager’s character because keeping up with the demands of their duties can often be tiring and overwhelming. They will absolutely need to be a self starter and self motivating in order to set a good example for their employees. Attitude often reflects leadership. Don’t be cranky unless you want a cranky team. This is a value centered trait due to the fact that this ability comes from a person’s personal demeanor. 3. Educated: It would not make good sense for a manager to effectively lead their team without knowledge about the organization, career field, and tasks at hand. In some instances, their company may not be taken as seriously as others if they do not hold a degree of some sort. The manager is the leader. The manager has to be able to teach their employees; therefore this is a knowledge centered characteristic. 4. Understanding: An effective manger would need to be understanding in a variety of instances. These could include their employees battling an illness, struggling with a divorce, nursing a sick child, or even not fully understanding their duties within the organization...
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...vision statement to others, such as employees or community. In addition, as a manager a person will have to effectively communicate what needs to be done in order to follow the vision. Having good communication skills is knowledge-centered. Any situation needs someone that can look at it from all sides to find the best solution for all involved. Becoming a critical thinker is a learned trait, knowledge-centered. A well-organized manager can get more work done and in the long run that can save money for the organization. Saving money for the organization means more money that can be spent on needed items, or even opening up a new department. Organization skills can come naturally, but it is not a value, so knowledge-centered. Analyzing data will allow them to continually improve the efficiency and effectiveness of the organization. Analyzing data is a skill that needs to be learned, knowledge-centered. If a manager is going to get employees to do the work they are assigned to do they will need to know how to deal the right way with people. Not be too demanding, but not be too easy going either. People skills come from a person’s values. A manager needs to have a good understanding of who they are and their beliefs. Does the mission statement agree with or is there a conflict. In addition, a manager must know his or her limitations, and strengths. Self-understanding is value-centered. A manager...
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...Jennifer Smith Characteristics of a Knowledge-and-Value Centered Manager HSM/220 Kimberly Amerault August 30, 2014 10 Characteristics of a Good Manager 1. Knowledgeable (knowledgeable) 2. Respectful (value-centered) 3. Good Listener (value-centered) 4. Organized (value-centered) 5. Flexible (knowledgeable) 6. Confident (value-centered) 7. Optimistic (knowledgeable) 8. Dependable/Reliable (value-centered) 9. Integrity (value-centered) 10. Self-motivation (knowledgeable) An effective manager cannot motivate others if they cannot motivate themselves. Self-motivation is known as the ability to get yourself going and to take charge of what is next for you. This is a vital characteristic for a manager. Integrity is important because people trust a good manager because he or she has personal integrity. Workers need to know that your will fight for them, do what you say, and follow the rules. As a person and manager, you should be dependable and reliable. Those who you supervise need to know that you can be trusted and counted on. An optimistic attitude can inspire others as well as help them to feel good about getting their work done. Confidence comes into play because you need to be able to make decisions with confidence, and show others you are capable of making good decisions. Next is flexibility, and a certain amount of flexibility is needed to be able to adapt to changing situations...
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...Characteristics of a Knowledge and Value Centered Manager Holly Regan HSM/220 August 29, 2013 Melissa Lichau Characteristics of a Knowledge and Value Centered Manager 1. Analytical Skills (knowledge) 2. Empowerment (value) 3. Commitment (value) 4. Ethical Practices (knowledge) 5. Organizational Ability (knowledge) 6. Managing Personnel (knowledge) 7. Vision (value) 8. Communication (knowledge) 9. Persistence (value) 10. Leadership (value) Each of the characteristics adds value to the organization by level of productivity. When you are able to communicate with your employees and give them the needed empowerment to work hard for you and the organization, as a manager you have produced a harmonic team. When you appreciate your employees and let them know how much you appreciate them and all their hard work, they will work extra hard for you and the organization because you show them appreciation and tell them they are appreciated. When you share the majority of your vision and goals for the organization in hopes they wish to be a part all that your organization has to offer them, they will strive to be all they can to the organization, as long as they feel appreciated and are compensated for some of their hard work. The manager’s commitment to providing excellent leadership provides an incentive for the employees to be willing to take part in the organizational efforts of making the organization more known or by creating more business...
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...relationship needs. This range of leadership behaviors was expressed along a continuum by Tannenbaum & Schmidt in 1973, ranging from boss-centered (task) to subordinate-centered (relationship). To choose the most appropriate managerial style or use of authority, the leader must consider the following: * Forces in the manager: belief in team member participation and confidence in capabilities of members * Forces in the subordinate: subordinates who are independent, tolerant of ambiguity, competent, identify with organizational goals * Forces in the situation: team has requisite knowledge, team hold organizational values and traditions, teams work effectively * Time pressure: need for immediate decision under pressure mitigates against participation Advantages of this theory * gives managers a range of choices for involvement * presents criteria for involvement and delegation * focuses decision maker on relevant criteria (e.g., forces & time) * emphasizes employee development and empowerment * is heuristic--encourages research to see how effective delegation may be under the model Limitations of this theory * involves only the initial step of assigning a task to someone, not the following processes that may determine the effectiveness of the outcome * assumes the manager has sufficient information to determine disposition to self or team * assumes "neutral" environment without social bonds or politics *...
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...Interprofessional Team Development: A Patient and Family Centered Care Western Governor’s University: C158 May 11th, 2016 Interprofessional Team Development: A Patient and Family Centered Care Approach Approach to patient care has changed over the last three decades from patient treatment-focused model to include comforting, engaging, and empowering patients. The new approach implements patient-centered care environments. It has been adopted by care providers, research bodies, funding agencies, and regulatory agencies, among others. To enhance patient-centered care, business practices, regulatory requirements, and reimbursement regulatory procedures have been adopted. This is evident by the regulations of Joint Commission and the provision of services by Medicare Medicaid services (CMS). In this paper, the impact of business practices, regulatory requirements, and reimbursement procedures on patient-centered care is discussed. A multidisciplinary approach on a process improvement enhancing Patient and Family Centered Focus Care is outlined in a hospital located in Arizona. Regulatory Requirements and Healthcare Business In 1996 the Institute of Medicine took on healthcare improvement to resolve unsafe care by ambitiously moving toward quality initiatives. The release of “To Err Is Human: Building a Safer Health System19 (1999) and Crossing the Quality Chasm (2001)” focused on the fails of the healthcare systems pointing out that over 98,000 patients die in hospitals...
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...and theories based on their values, beliefs and professional identities. As registered nurses that are seeking to advance our education and become professional nurses, defined as a registered nurse with a Bachelor’s of Science Degree in Nursing (BSN), we need to be able to describe our current professional identities. We need to use the critical thinking skills that are so essential to the practice of nursing to analyze how we apply current theories and philosophies to our own nursing practice. How do our personal theories and philosophies compare to the current thoughts out there today and how can we develop a plan to continue to grow professionally as nurse leaders? We are simply applying certain steps in the nursing process to our way of thinking about our practice and future growth – assess, plan, and implement. I. Professional Identity – Knowledge, Theory and Philosophy I am currently a direct care provider in an emergency department at a Level I trauma center academic hospital. As an emergency room registered nurse (ER RN) I know that I am in a unique role as a provider of care. The American Nursing Association has recognized emergency nursing as a specialty practice ("Emergency Nursing a Specialty," 2011). With standing orders and protocols based on patient presentation and chief complaint that can be nurse initiated prior to the MD’s exam, an ER RN functions at a higher level of autonomy than most RN’s. In this role, knowledge,...
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...philosophies and theories based on their values, beliefs and professional identities. As registered nurses that are seeking to advance our education and become professional nurses, defined as a registered nurse with a Bachelor’s of Science Degree in Nursing (BSN), we need to be able to describe our current professional identities. We need to use the critical thinking skills that are so essential to the practice of nursing to analyze how we apply current theories and philosophies to our own nursing practice. How do our personal theories and philosophies compare to the current thoughts out there today and how can we develop a plan to continue to grow professionally as nurse leaders? We are simply applying certain steps in the nursing process to our way of thinking about our practice and future growth – assess, plan, and implement. I. Professional Identity – Knowledge, Theory and Philosophy I am currently a direct care provider in an emergency department at a Level I trauma center academic hospital. As an emergency room registered nurse (ER RN) I know that I am in a unique role as a provider of care. The American Nursing Association has recognized emergency nursing as a specialty practice ("Emergency Nursing a Specialty," 2011). With standing orders and protocols based on patient presentation and chief complaint that can be nurse initiated prior to the MD’s exam, an ER RN functions at a higher level of autonomy than most RN’s. In this role, knowledge, skills and abilities are essential...
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...Education Philosophy and Rationale Philosophies of education are an ongoing process and evolved over time. When developing my philosophy of education, I found that exploring my personal beliefs concerning education is of utmost important. Therefore, I have taken philosophies from other teachers from my past, my personal experiences and my personal beliefs to make up a philosophy of education that I use in teaching today. I found that the philosophy of my fundamental beliefs of educational teaching is progressivism and social reconstructionism. My philosophies of education are based totally on the students, which in other terms its student-centered philosophy. I believe each student should be treated as individuals and that the focus is for the students’ individual needs. Student-Centered philosophy will allow the students to be involved in their own learning process. As an educator in this process, I can act as a facilitator and help guide the students. Basing my philosophy of education on progressivism, I agree that students should test ideas by active experimentation or real-world applications. Using learning as a way to critical think and solve problems to make meaning through his or her experience in the physical and cultural context. Pragmatism is considered to be the real-world application of the philosophy of progressivism. John Dewey applied pragmatist philosophy in his progressive approaches. Like Morrison (2008), Dewey states individuals and their environments (however...
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