...The Manager as a Person Calvin H Cole III BUS 201 Dr. Amanyraoufpoor November 23, 2009 The Manager as a Person Why does the same retail store as another, within the same market area as another, do so much better than the first? The company is the same, the merchandise is the same, customers are the same, and prices are the same. The only thing different are the people who work in the two stores and the people who manage the two stores. Employees are the same almost anywhere you go. Some are hard workers, some are lazy, some are always on time, some are always late, some want to be at work, and others never want to be at work. What makes the difference between the two stores are the managers and their ways of managing. What makes manager’s different are their values, attitudes, emotions, and culture: The manager as a person. There are many things that make us become the person we become in life. These things include family, friends, special moments, tragic events, and just plain old every day life. All of these things help us decide who we are and what we become. Within each of us are values. Values are the ideas we have and that helps us to believe what is good, right, desirable, and beautiful as a society (Jones & George, 2007a, p. 60). These same values are what makes managers decide to manage the way they do, and make the decisions they make everyday to run a business. Their values are what makes them behave the way they do and the basis...
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...OVERVIEW OF CHAPTER This chapter focuses upon the manager as a feeling, thinking human being. It opens with a description of enduring personality characteristics that influence how managers perform their jobs, as well as how they view other people, their organizations, and the world around them. It then discusses how managers’ values, attitudes, moods, and level of emotional intelligence can impact the way they perform their job. The chapter closes with a discussion of organizational culture and explains how managers both create and influence it. LEARNING OBJECTIVES 1. Describe the various personality traits that affect how managers think, feel, and behave. (LO1) 2. Explain what values and attitudes are and describe their impact on managerial action. (LO2) 3. Appreciate how moods and emotions influence all members of an organization. (LO3) 4. Describe the nature of emotional intelligence and its role in management. (LO4) 5. Define organizational culture and explain how managers both create, and are influenced by, organizational culture. (LO5) MANAGEMENT SNAPSHOT: PAETEC’S CULTURE OF CARE PAETAC Communications is a privately owned broadband telecommunications company that provides local, long distance, and Internet services in 27 markets across the U.S. In the face of its troubled industry, PAETAC has experienced a phenomenal growth rate. This earned the company the number two spot on Deloitte Technology’s Fast 100 list, which ranks the technology industry’s...
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...According to Hellriegel, D., & Slocum, J. W., Jr. (2011), the Seven Competencies are: ethics, self, diversity, across cultures, communication, teams and change. The ethics competency includes the knowledge, skills, and abilities to incorporate values and principles that distinguish right from wrong when making decisions and choosing behaviors. The self competency includes the knowledge, skills, and abilities to assess personal strengths and weaknesses, set and pursue professional and personal goals, balance work and personal life, and engage in new learning. The diversity competency includes the knowledge, skills, and abilities to value unique individual, group, and organizational characteristics, embrace such characteristics as potential sources of strength, and appreciate the uniqueness of each. The across cultures competency includes the knowledge, skills, and abilities to recognize and embrace similarities and differences among nations and cultures. The communication competency includes the knowledge, skills, and abilities to use all the modes of transmitting, understanding, and receiving ideas, thoughts, and feelings—verbal, listening, nonverbal, and written—f or accurately transferring and exchanging information. The teams competency includes the knowledge, skills, and abilities to develop, support, and lead groups to achieve goals. The change competency includes the knowledge, skills, and abilities to recognize and implement needed adaptations or entirely new transformations...
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...5 4. System architecture 5 5. System requirements specification 5 5.1 Use Case Diagram for SCATS 5 5.2 Specification of actors 6 5.2.1 Customer 7 5.2.2 Sales Manager 7 5.2.3 Sales Person 7 5.3 Specification of Use Cases 8 5.3.1 Use Case 1. Employee Registration 8 5.3.2 Use Case 2. Product Registration 8 5.3.3 Use Case 3. Sales Registration 9 5.3.4 Use Case 4. Customer Registration 10 5.3.5 Use Case 5. SystemLogin 10 5.3.6 Use Case 6. Update Information 11 5.3.7 Use Case 7. System Output 12 5.4 External Interface Requirements 14 5.5 Performance Requirements 14 5.6 Design Constraints 14 5.7 Software System Attributes 14 5.7.1 Security 14 5.7.2 Maintainability 14 5.7.3 Portability 15 6. System models 15 7. System evolution 15 8. Appendices 16 Introduction 1 Purpose The purpose of this System Requirement Specification document is to describe the system services and constraints in detail. This document is intended for System end-users, System architects and System developers. 2 Scope The application to be developed is a sale and customer tracking system named SCATS. SCATS will process sales data based on data entry by users and produce sales statistics on customers and sales persons. The results can be printed. BOEC Company will through...
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...| | | | | | | | |Home | | | | | |[pic] | |Products | | | | | |Services | | ...
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...members * Informal Channels * Used to transmit personal or social messages in the organization. These informal channels are spontaneous and emerge as a response to individual choices Direct of Communication Downward Communication is the communication that flows from one level of a group or organization to a lower level. Group leaders and managers use it to assign goals, provide job instructions, explain policies and procedures, point out problems that need attention, and feedback about performance. When engaging in downward communication, managers must explain the reason why a decision was made. Upward Communication flows to a higher level in the group or organization. It’s used to provide feedback to higher-ups, inform them of progress toward goals, and relay current problems. Upward communication keeps managers aware of employees feel about their jobs, co-worker, and the organization in general. Managers also rely on upward communication for ideas on how conditions can be improved. Lateral Communication Communication take place among members of the same work group, members of work groups at the same level, managers at the same level, or any other horizontally equivalent workers. Interpersonal Communication Oral Communication Speeches, formal one-on-one and group discussions and the informal rumor mill or grapevine are popular forms of oral communication. The advantages of oral communication are speed and feedback. Face to face communication on a consistent basis...
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...2014 Susan Honea Advancing in Management When a person advances in his or her career, it is necessary to know the steps involved in the process. A person seeking a promotion to a management position must acquire certain skills to progress and become successful. He or she must comprehend the responsibilities and duties for each management position. A person should consider if achieving an advanced education is beneficial to enhance skill sets and increase the chances of advancing in a career. Even though, not all management levels require a degree, a promotion is difficult to obtain without an education and the skills learned during the education process. An employee can progress through three levels of management - with various positions at each - throughout his or her career. The entry level includes crew leaders, supervisors, office managers, and department managers. The mid-level consists of branch managers, divisional managers, and operations manager. The executive level includes CFOs, CEOs, presidents, and vice presidents. Managers at each level occupy different quantities of time on four managerial tools of developing, shaping, running and directing an organization (Simmering, 2006, p.500). Every manager within an organization is just as important as the next, but a person must develop the skills and knowledge necessary for career advancement. Management skills required at each level involves setting goals. Executive managers must possess organizational abilities and provides...
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...Manager 3 works at Arcop Architects Limited as an Office/ Accounts Manager, who possesses the management type of a First- Line Manager. This conclusion was brought through the Management text book that indicates first line managers as functional heads who consist of accounting supervisors and persons in Human resource. Manager 3 daily job functions included managing staffs, the daily running of the company, along with the accounts section of the business. In addition, first – Line Managers are usually the first or second levels of management that has the title of supervisor or office manager. Manager 3 is a person who communicates and follows the rule efficiently and effectively with their employees so that the outcome of work performance is well carried out. First-Line Managers...
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...|Introduction to the University and work area |Mission, Vision, Objectives of work area | |Person Responsible – Line Manager |How the work area fits in to the wider University | | |All key operational and social areas to be visited. (e.g. Offices, Labs, Catering | | |Facilities, Bank, Library) | |Introduction to other members of staff |Go through organisation chart | |Person Responsible – Line Manager |Discuss roles and responsibilities of staff in general terms. | | |May also want to extend time to allow visits to key contacts outwith work area. | |Introduction to the other teams within the Work area|Purpose/Activities of the other teams/work areas | |(if appropriate) |How the team fits in to the work area | |Person Responsible – Line Manager |How the work area fits into the University | |Terms and Conditions ...
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...coordinating position between the CEO and location managers help the business to grow? Answer 1: The Sandwich Blitz organization has grown as far as it can without engaging a major project to investigate the best process for a major expansion. In order to accomplish this, the job function that Dalman and Lei have been performing since the start of the company, daily operations, should be assigned to a job position called Daily Operations Manager. This job would be in charge of the day to day operations of the stores. Each of the store managers would report to this new position. This person will take on the day to day duties in managing the stores that Dalman and Lei had been performing. This will free up Dalman and Lei so that they can concentrate on building the business. Question 2: Is promoting an existing manager the best option to fill this position? If not, what is an alternative source to till the position? Answer 2: The decision on whether to promote one of the store managers or to hire someone from the outside is not an easy one. Each option has advantages and disadvantages. If you promote one of the store managers, you gain the advantage of someone who is already familiar with the day to day operations. Unless this person has also had previous experience at this type of management, you won’t be introducing any new ideas to the organization. In order to do this , you would need to hire someone from the outside. Though this person may not be familiar with the product line...
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...First Break All the Rules: Review Managers have nothing in common. They come from different races. They are of different age groups, and they employ vastly different styles. The only one thing that seems to be common in them is that, they tend to defy, challenge and if possible break the rules that govern our conventional wisdom. The author doesn’t recommend one to change their style of leadership, with the one recommended in this book, because the book encourages managers to challenge the standardized layout of rules. Great managers know that there is a certain boundary to how much a person can be molded. And they don’t try and push/thrust the change they desire into the recipient. They try to make people better at what they are already good at. A manager needs to be able to be good at selecting a person, setting up prospect, encouraging the person and the overall development of the employee. As a manager some people may fail as a good leader and vice versa. Good managers are those who are also exceptional leaders. The book is a result of two mammoth surveys that was conducted over a period of 25 years, by surveying close to 1 million people. The surveys gave way to some valuable insights which are as follows: * Talented people need great managers * The relationship that an employee shares with his immediate supervisor will determine the employee’s tenure and how productive the employee is going to be. Conventional wisdom is easier to follow, since it works on the...
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...Difference in Manager Behavior In this case study there is a debate about how there may be a difference in the way a women and men handle their duties as a manager. Does it make a difference in the gender of the person? This is a case that is discussed and studied from a psychological stand point. In the case they looked at different aspects of the way either gender may handle certain thing the same or different. Some of the points that were looked at were: • Organizing • Leadership • Communication • Opportunity • Power • Numbers Organizing |Women |Men | |A type of manager that wants to be included in a project when she|The type of manager that wants to be in command and makes the | |is putting together a team. Not trying to come off as the one in |rules. He gives the orders and they are followed out by the | |charge, but a team player. Involved in all aspects of the |employees to complete assignments. May tell employees what is | |assignments. |needed, but not participating. | Leadership |Women |Men | |The type of manager that doesn’t offer an incentive, but offer |The type of manager that would...
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...communicate with people. A person can communicate through words when speaking to an individual or a group. The non-verbal communication is expressions used when speaking the words. A person’s body language, eye contact, and tone can speak much to people when communicating. The sender is the person that will be conducting the communication, and the receiver will be the person who will read into the sender’s body language, tone, and eye contact to understand what the sender is trying to say. During this report, examples will be provided to provide a better understanding of demonstrative communication. Demonstrative communication is an organized way of expressing feelings or delivering a message to others. Demonstrative communication is a good method for the sender to send a message through a consistent channel to the receiver and how the receiver receives the message efficiently. It is the method of providing an understanding and expressing a person’s thinking or feelings to others. Demonstrate communication is a good way to gain the knowledge or understanding of other people’s perspective, reactions, or thoughts. Demonstrative communication is a good way to deliver a person’s thoughts and feelings through active listening, verbal, and non-verbal communication skills. Demonstrative communication is usually produced to convince the desired audience and send them details of information in which the sender wants them to understand effectively. The way a person directs his communication...
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...systematic arrangement of activities. In this sense, organising is done by each individual. However, organising as a process of management essentially relates to sub-dividing and grouping of activities. Organising becomes necessary when two or more persons work together to achieve some common objectives. When a player is playing alone, there is perhaps no need of organising. But organising becomes important when players are playing in a team. In that case, it is important to determine the role of each player and for the team as a whole to attain victory over the rival team. Similarly, in a one-man business, all the activities are performed by the owner himself. But when the owner employs someone to assist him, he has to determine the work to be done by the employee and give him the right to use materials, machinery, equipment, etc. This is the point when organising becomes necessary. As more people are appointed, there has to be further division and sub-division of work among them. When an organisation becomes large, separate departments are created to perform different functions. Each department has to be divided into a number of smaller units. Ultimately, the work of the organisation is divided into a number of positions of employees and managers. Relationships are then established among the different positions in the organisation. The outcome of the organising process is a set of formal relationships which is known as organisation structure. In this lesson, we shall study about the...
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...ASIGNMENT REPORT How to be a good manager Student Sunny 05/01/2013 I’ve known that good managers’ attributes that are useful are that they are always on top of what happens in the office. They make sure that the whole office runs efficiently by keeping an organized office. It is very important to be organized and to love what you do in order to make sure that the office is taken care of to the best of their ability. That is a reason why I’m interested in how to be a good manager. Firstly, a manager needs thirty skills to be successed: Communication, Listening skills, commitment for a truth, empathy, persuasion, leadership, focus, division of work, obstacle removal, heat absorption, uncertainty removal, project management, and administrative and Financial Skills. Communication, listening skills, and commitment for a truth are the most significant for a manager. Now, I would like to focus on communication first. There’s a lot of communication when you’re a manager. You have to communicate with each of your employees. You have to communicate “sideways” with your co-workers and customers. And you have to communicate upwards with your own manager or executive. You need some substance in the communication, of course — you need to have something worthy of being communicated. But substance isn’t enough — if you know what you’re doing and can’t properly communicate it to anyone else, then you’ll never be a good manager. Secondly is listening skills. This is a part of communication...
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