...Communication 32 Contextual factors 39 Summary 44 5. What sets outstanding leaders apart 51 Think systemically and act long term 51 Bring meaning to life 55 Apply the spirit not the letter of the law 61 Grow people through performance 65 Self-aware and authentic to leadership first, their own needs second 68 Understand that talk is work 74 Give time and space to others 78 Put ‘we’ before ‘me’ 82 Take deeper breaths and hold them longer 85 Summary of the nine themes 89 6. The wall of nuance 92 7. Contacts 96 List of Figures and Tables Figure 1: The focus of leadership theory over time 8 Figure 2: A representation of the coding frame broken into key categories 10 Figure 3: Summary differences between good and outstanding leaders 50 Figure 4: the three organising principles of outstanding leadership 95 Table 1: A breakdown of the interviews conducted with leaders, direct reports and line managers 10 Table 2: Key differences between outstanding and good leaders 45 10 Exceeding Expectation: the principles of outstanding leadership 3 Leadership models tend to be conceptually derived and there are very few theories of leadership that emerge from empirical research. The Work Foundation sought to resolve this omission through a major qualitative study centred on what leaders themselves believe leadership to be and how they practice it, and which included the perspective of direct reports and very senior leaders in...
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...Monitor and Control Work For a Project Manager Name Institution Date Monitor and Control Work For a Project Manager Project managers find it difficult to have an access to each member if they fail to keep a good monitor and control of the work. But with them realizing the deliverables and what the root cause of the deliverables are with time management for all the projects then they find it easier. By holding effective meetings, the managers are able to reach to all the members and give all the necessary information that they need. The effective meetings are integral to achieving team goals and completing their tasks successfully. Team meetings are important tools in managing of tasks and ensuring productivity, and does not matter how they are conducted either in person, asynchronously or real-time, or via remote conference. In these effective meetings, they are open to conversations, which draw upon each member’s skills, knowledge and perspectives to solving of problems and supporting each other in achieving the collective goals of the team. The project managers organize status meeting by prior notice to all members and give them the agenda of the meeting to avoid any inconveniences that may arise, and prevent wasting their time. Regular and frequent holding of meetings and check-ins keeps everyone informed and on the same page toward best practices: general...
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...Topic: Changing nature of work and implications for managers Introduction For this paper, we begin by looking at the definition of Organisation Behaviour with a focus on job satisfaction and motivation; and see how these two workplace behaviours apply to the employees at Tesla Motors and BMW Group. Furthermore, we determine the implications for managers as a result of the changes in the workplace. Finally, we finish off with a conclusion that allows us to ponder over the changes or adapt to the changes. According to Robbins and Judge (2012, p. 26), Organisation Behaviour or OB ‘is the study of what people do in an organisation and how their behaviour affects the organisation’s performance’. Moreover, we cover the definitions of job satisfaction and motivation. Robbins and Judge (2012, p. 40) described job satisfaction as ‘a positive feeling about a job, resulting from an evaluation of its characteristics’ while motivation is described ‘as the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal’ (Robbins and Judge 2012, p. 96). Let us now look at the two companies and see how they relate to these definitions. Tesla Motors According to Tesla Motors (2016), the employees work in small, focused teams that are agile, efficient and focused on excellence. The pace is fast, the work is stimulating, structure is limited and innovation is expected. This statement is validated after watching a video on Youtube...
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...A Sino-U.S. Comparison of Work-Family Conflict and Its Implications to American Managers A SINO-U.S. COMPARISON OF WORK-FAMILY CONFLICT 2 Abstract In this qualitative study, work-family conflict in China and the United States is compared and contrasted based on national culture, traditions, norms, and living standards. The analysis results in a proposition that Chinese employees will experience less work-family conflict when faced with the same work and family demand as their American counterparts, because of differences in their work and family priority, perception of work-family relationship, national culture, conflict handling style, social support, work-family communication, and economic pressure. The implications to American managers are discussed. A SINO-U.S. COMPARISON OF WORK-FAMILY CONFLICT 3 A Sino-U.S. Comparison of Work-Family Conflict and Its Implications to American Managers Work-family conflict has been a concern of many researchers (Carlson & Kacmar, 2000; Greenhaus & Beutell, 1985). Studies showed that work-family conflict had negative impact on employees, their families, and organizations (Beutell & Witting-Berman, 1999; Burke, 1988; Frone & Cooper, 1992; Goff, Mount, & Jamison, 1990; Martins, Eddleston, & Veiga, 2002). Recent changes in demographic characteristics of the U.S. work force have resulted in greater work-family conflict. Examples of these demographic changes include the...
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...I will critically examine the challenges and choices HR managers now face in regard to work life balance and wellness. I will analyse the main choices that HR managers have in order to deal with wok life balance and wellness and how they benefits the employees. This briefing paper is an overview of what I will include in my individual paper in which I will discuss the main choices in more detail. 2. Background This briefing paper is to prepare me for my final academic paper. This briefing paper will be correctly referenced and will inform my tutor on how I will complete my final paper due in week 14. Once I have completed this paper I will write an action plan which will give the details of the various tasks I will undertake and I will also allocate deadlines in order to complete those tasks. For my individual paper I have chosen to critically examine the challenges and choices HR managers now face in regard to work life balance and wellness. My briefing paper will focus on the above title and I will cover many areas which include what I know about the subject already, what my arguments could be and my supporting evidence, drafting the final individual paper and I will also include a paragraph which will be the introduction to the final paper. 3. Findings 3.1 - What the assignment is asking me to do This assignment is asking me to critically examine the challenges and choices HR managers now face in regard to work life balance and wellness. In this assignment I will analyse...
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...Introduction Choosing a corporate objective of a firm is an extremely important process and is a determinant to the success/failure of a corporation in controlling the market. To gain control of the market shareholder wealth maximisation and stakeholder interest satisfaction play a key role in the creating profit for the company. Should a manager who makes the final call focus solely on maximising shareholder value or should he/she also try to satisfy stakeholder interests which at the end of the day involves themselves. We will discuss points both for and against a manager’s responsibility of increasing long term profits of a business in order to maximise shareholder wealth and whether any rewards they receive should be calculated on this basis. A shareholder is an individual who owns one or more shares of stock in a company. They are the owners of the company, meaning if the company is doing well then they get a greater share of the profits and if the company does poorly then they have to suffer the losses. A sole objective of shareholder wealth maximisation should cause managers to take decisions that balance returns and risk in such a way that benefits the shareholder. Wealth maximisation may imply that interests of only one member of the coalition are pursued (the shareholder) perhaps at the expense of others. To an extent, this point is true as the shareholder wealth maximisation criterion provides a sound basis for financial decisions which then...
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...taking care of problems as they come up so it does not slow up the progress. The manager would need to check on the work that is in progress to know if the work needs improving or if it is working out. Managers in an organization work on changes would need to go through processes for the changes to work out as the managers want. Managers would consider the goals to be achieved and thinking ahead on the strategy most efficient. The managers would not start a plan without carefully analyzing the change, deciding on how the plan would work, and know what to expect once complete. Planning would consist of thinking about what the change is at its present stage and what the managers want at the end of the process. There is a need for some thought on objectives that may occur during the process of the change so that it will not slow up the progress. Thinking ahead of what to expect, how to do it, materials, time, and the cost, are thought through. When changes are thought through at the organization it is a long process with what the managers want and need in a change. The managers will monitor the areas to see that the intensions of the work are coming to a completion. The managers would not rush to start on the change knowing this may cause mistakes or find that some area of the process was not thought through. Organization would start with the resources to help with the decisions to work on the changes and the goals. Making sure that every worker will know...
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...the other words, a management concept is more wide-ranging than a business concept. There are two distinct parts to management, first is managing the process. Managers are the ones who need to forecast what will happen next, and they need to plan what they need to do next to avoid loss and disadvantages, also to achieve their goals. Secondly, managers are required to manage the people, comprising leadership and motivation, for example, motivate the workers by providing cafeteria in the company. According to Mary Parker Follet, management is the art of getting things done through people. “The definition of management is therefore that is an economic organ, indeed the specifically economic organ of an industrial society. Every act, every decision, every deliberation of management has as its first dimension an economic dimension.” – Peter F Drucker. According to Drucker, management has three basic economic functions, they are: managing a business, managing managers and managing worker and work. To create a customer ad to make new and creative innovations are the purpose of managing a business. To manage managers, the management has to be objective, they also required to have a proper structure of manager’s jobs, creating the spirit and passion in the company, and making stipulation for the next generations of managers. Managing worker...
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...getting more and more important in modern market. The key to survival and building of future dominance is getting much more information than competitors. Managers from its literal meaning are the persons who manage others. Therefore, organizations need good managers to help them coordinate team work and solve problems effectively and efficiently. According to Mintzberg(1973), managers have three roles which are informational roles, interpersonal roles and decisional roles. This essay focuses on Mintzberg’s informational role. The purpose is to identify and discuss the importance of informational role that are required to perform. Experts find that informational role have some relationship with interpersonal role, decisional role. Besides, experts believe that informational role play part in external environment and important for every level of managers. In addition, some experts argue that Mintzberg’s theory have some limitation in some area. Therefore, this essay will discuss several parts of informational roles: what informational roles are, the importance of informational roles, how informational roles affect in different levels management, and the limitation of Mintzberg’s theory among CEOs. Management role is the different behaviours that managers are expected to play in different situations. Mintzberg(1973) conclude that managers perform 10 different management roles. The 10 roles can be grouped into 3 categories: Interpersonal role(figurehead, lead, liaison),Informational role(monitor...
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...). Companies (such as Lenovo, China Development Bank, Guangdoing Mobile, Siemens, Samsung, IBM, etc.) came to BEC to provide their employees with psychological assistance benefits in order to reduce stress, to improve employees’ relationships, to improve the work environment, and to increase job satisfaction for all employees. Because of BEC rapid growth in business and profit, it was primarily due to the company had adopted a new project management system. This approach utilizes project managers to organize with employees across different functional departments. As a result, most employees worked on multiple projects and reported to both the department and project managers. This became an issue among employees because of conflict among the managers with task assignments. Employees at times must prioritize their tasks themselves which could result in a task not getting done on time for one of the managers. Another issue within the BEC Company is collaboration between the project and department managers. This is partly due to both managers are on the same organizational level, according to the company’s new organizational hierarchy chart. In other words, the project and department managers have to be able to work as peers and establish good departmental relationships. That was not the case in this case study. Mr. Zheng, CEO, must decide on how he can...
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...young adult manager In the Retail Industry Presented To: Mr. Perry Barton Principle of Management MGMT 1100 By: Hillary D. Wooden Date: October 8, 2012 In the retail industry there are many different managers with different personalities. When you think of managers in the retail industry, you picture an older adult that has worked with the company for 20-30 years. Companies now have seen that having older adults is more of a liability than an asset. Having older adults as managers can have some pros but sometimes there are cons. After talking to different managers within my company, I have came to the conclusion that many companies are looking into hiring younger adults to fill their manager positions and younger workers to fill associates positions. After doing my research and talking to different managers within my company I have come up with different pros and cons of being a young adult manager in the retail industry. Pros of being a young adult manager in the retail industry are having good planning, leading, human, and technical skills. Cons of being a young adult manager in the retail industry are being less organized, less controlling, non-conceptual, and sometimes lacking motivation to manage skills. In the following paper I will be discussing in more detail the reasons for these pros and cons. One of the first pros of being a young adult manager in the retail...
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...Explain how managers differ from non-managerial employees Ans: Managers are those people who coordinate and oversee the work of others so as to ensure that organizational goals are attained effectively and efficiently. Managers can be found in three level of organization, the first line managers, middle managers and top managers. Managers are responsible for the planning, organizing, leading and controlling of the organization. Non-managerial employees are those employees who work directly in the production of organizations product or service, and deals with organizations customers. Non managerial employees are found in the lowest level of the organization. They do not have any one reporting to them. b) Describe how to classify managers in an organization. In a traditionally cultured structure where more employees are found in the lower level than the upper levels, managers are classified in to three categories. First-line managers are the lowest level managers found in an organization. They are responsible for the coordinating and overseeing the work of the non-managerial employees who work directly in the producing of organizational products or service. First-line managers require more technical skills compared to the other two level of managers, as well as good human skills to motivate the employees and resolve conflicts between the work groups. First-line managers carry the titles similar to team manager, department managers and supervisors. Middle-managers are responsible...
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...INTRODUCTION This essay begins with a brief description of the Manager interviewed and his work. Thereafter, the utilisation of Mintzbergs Management Roles (in particular, Interpersonal Roles) by the Manager will be discussed. Analysis of the relevance of the Organisational Behaviour Approach will then be done using Maslows Hierearchy of Needs Theory and McGregors Theory X and Y, linked to Katz’s Management Skills. The essay concludes that the Manager makes use of Mintzbergs Interpersonal Roles AND Katz’z Management Skills in his work – with greater use of the Leader Role and Human Skills respectively. This evaluation of the management theories in relation to the manager’s work is supported and analyzed using texts from academic books and journals. DESCRIPTION OF THE MANAGER AND IDENTIFICATION OF HIS WORK A Manager is a person ‘responsible for working with and through others to achieve objectives by influencing people and systems in a changing environment’ (Bloisi, Cook and Hunsaker, 2003, p.50). The Manager interviewed in this study, Mr. R, is a Middle Manager (Manager - Student Community Services) of a private Australian-based Multinational Organization (Monash University Sunway Campus) in the Service sector. The Organisation currently employs over 100 people and was founded in 1998. Mr. R plays a significant role in the Administrative department and he finds the job enjoyable and challenging. Manager R is responsible for managing all important aspects of the Student...
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...completion of all documentation, manuals, and training aids to be used in conjunction with the software. Project completion will occur when the software and documentation package has been successfully executed and transitioned to Santo Domingo’s client Critical Networking group for troubleshooting, care, and overall maintenance and upgrades for life of the contract. All Infrastructure project work will be performed internally and no portion of this project will be outsourced. The scope of this project does not include any changes in requirements to standard operating systems to run the software, software updates or revisions. Milestone List The below chart lists the major milestones for the Santo Domingo Pueblo Computer Workstation Infrastructure Project. This chart is comprised only of major project milestones such as completion of a project phase or gate review. There may be smaller milestones which are not included on this chart but are included in the project schedule and WBS. If there are any scheduling delays which may impact a milestone or delivery date, the project manager must be notified immediately so proactive measures may be taken to mitigate slips in dates. Any approved changes to these milestones or dates will be communicated to the project team by the...
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...Manager as defined in Merriam- Webster’s Collegiate ® Dictionary “(2012) is the “one that manages”; he is either “a person who conducts business or household affairs, or a person whose work or profession is management”. Managers have double role when managing organizations. They perform functions efficiently and coordinate effectively the work of others Robbins & Coulter (2012). These are called ‘managerial functions’ related to the “desired outcomes of managerial action (Kreitner, 2004).” In the twentieth century the manager perform five functions, planning, organizing, commanding, coordinating, and controlling. Kreitner (2004) claimed that there are eight managerial functions, planning, decision making, organizing, staffing, communicating, motivating, leading, and controlling. These functions are reduced to four nowadays, planning, organizing, leading, and controlling Robbins & Coulter (2012). Planning is the first managerial function of a manager. The manager should “set goals, establish strategies for achieving those goals, and develop plans to integrate and coordinate activities” Robbins & Coulter (2012). Planning means “thinking before acting”; it is to “prepare for the future and think about what and how the job should be done” (Thomson). The manager should conduct research and statistics to make decisions; moreover, the manager should take into consideration the economical situation and follow strategic planning (Thomson). Planning is the initial managerial function...
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