...Education in a Consilient World Reprint: Chapter 6 POWER STRATEGIES FOR MIDDLE MANAGERS David P. Boyd Northeastern University & Timm L. Kainen University of Massachusetts Lowell Copyright 2005: Global Scholarly Publications. All rights reserved. POWER STRATEGIES FOR MIDDLE MANAGERS David P. Boyd & Timm L. Kainen Introduction Power is a difficult concept for many individuals in western democratic societies and free market economies. Its undertone of privilege and inequality can run counter to the core value of equal opportunity that defines those societies. Yet successful management of the social and economic order, as well as of the organizations within it, requires the use of power. Electoral processes bestow political power while educational and social processes develop access to corporate power. Though not without their failures, these processes confer a measure of political stability and economic equilibrium. However, in a globally diverse economy where organizations become more numerous, entrepreneurial and horizontal, the training time and developmental possibilities for middle managers prove less predictable. As markets and technologies churn ever faster, they often create conditions that thrust mid-level technical experts...
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...purpose of the study was to determine the identity of middle manager using the particular of focus group conversations. According to the article, “Who is ‘the middle manger’?” by Harding, Lee, and Ford (2014), the definition of middle management is very clear and consistent in many literature. However, there are insufficient literatures on middle management roles and identities. In order to understand identity of middle management, the researchers setup three scenes to identify middle manager by the analysis of the participants’ behaviour. As a result, the performance of middle managers is complex and contradictory. The controversial role of middle managers Middle management is the intermediate management in organisational hierarchies, are responsible for implementing the executive management’s policies and plans and above the lower levels of junior staff (Uyterhoeven, 1972). Although there is a coincident definition of middle management, the controversial performance of middle management has been discussed in many literatures. Following the definition of middle management, middle managers should have skills that receive strategic plan from top manager and deploy it successfully by control over junior staff (Harding et al., 2014). However, they have not been considered part of the strategy process (Floyd & Wooldridge, 1992). They just like ‘a passive linking pin’, doubtfully carry out the instructions of the top managers and fully implement throughout the organisation (Rouleau...
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...Nayab 1 Nayab Asim Professor’s Name Sample Test 27 February 2014 The Impact of Information Technology on Middle Managers The technological advancements have brought a revolution in various industries. It is been assumed that a number of industries will be shut down due to these technological expansion. Not only the industries will get affected by it but also the organizational structures of the firms will be affected by it. It is being predicted widely that information technology is going to reduce the middle managers because as we all know that middle manager’s responsibilities are mostly related to performing coordination tasks between top management and operations management and with the progress in information technology, these tasks are predicted to be done by various IT software. By doing so, companies will have lesser hierarchal levels and efficiency will be increased. For example the information systems can help top management in taking decisions related to operations and functions of their firm. They do not need to call a meeting of four to five managers and to report them frequently. This would save the time and cost, eventually benefiting the firm. Levitt and Whistler (1982) said that the culture of managerial jobs will be totally changed and they have warned the middle managers to organize and get themselves ready for this dramatically changing environment of organizations. On the other hand Simon (1977) has Nayab 2 argued that this change...
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...in three separate towns. The current staff includes 18 attorneys (three of whom have become partners), three paralegals, and six secretaries. For the first time in the firm’s existence, the partners feel that they are losing control of their overall operation. The firm’s current caseload, number of employees, number of clients, travel requirements, and facilities management needs have grown far beyond anything that the original partners had ever imagined. Attorney Jeter called a meeting of the partners to discuss the matter. Before the meeting, opinions about the pressing problems of the day and proposed solutions were sought from the entire staff. The meeting resulted in a formal decision to create a new position, general manager of operations. The partners proceeded to compose a job description and job announcement for recruiting purposes. Highlights and major responsibilities of the job description include: • Supervising day-to-day office personnel and operations (phones, meetings, word processing, mail, billings, payroll, general overhead, and maintenance). • Improving customer relations (more expeditious processing of cases and clients). • Expanding the customer base. • Enhancing relations with the local communities. • Managing the annual budget and related incentive programs. • Maintaining an annual growth in sales of 10 percent while maintaining or exceeding the current profit margin....
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...vice president of GE. Then five years later Jack Welch rose to senior vice president and in 1981 he took the proclaimed title of CEO of General Electrics. Jack Welch has increased value of General Electrics from $13 billion to several hundred billion. He was able to have such success because of management practices. His lessons that he created on how to run a success business has influence many. Some key lessons taken from Jack Welch especially from his video “Jack Welch: Icon of Leadership” is communication, leadership, and motivation. Strong communication in company is important. Jack Welch sees communication in company as being face to face. There is no in between like daily announcements. There is direct human interaction of managers and employees. They are talking and listening to each other. He believes people in the workplace should be more candid. Jack...
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...business executive, Wall Street legend and published author, taught the class. He gave up riches and a wealthy lifestyle to live as a monk in a monastery. Even though, the book was centered around John Daily a general manager of a large firm, it also depicted classroom sessions from other participants in John's class. John was advised by his pastor to attend a weeklong retreat at the Christian monastery after confessing to his pastor about his failures as a boss, husband, father and coach. As with John, each participant had their own personal reasons for attending the retreat where they all came from all walks of life. The participants included an army sergeant, a nurse, a preacher, a Hispanic principal, a black female basketball coach and so on. Each class session was a learning experience for all the participants including me. I felt like an invisible student in each class session. Each class was filled with knowledge, wisdom and understanding about the true meaning of leadership broken down into simple terms. Throughout the weeklong sessions, the meaning of leadership was defined and refined according to the daily teachings by the monk. The monk illustrated the old paradigm of leadership as top heavy beginning with the CEO, vice presidents, middle managers, supervisors, employees, and last but not least customers who were outside the box. Today, I find this same old paradigm leadership model to be in existence in most businesses. According to the monk, this model is built...
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...evaluate Allstate’s goal setting process to determine whether or not Allstate has an effective goal-setting program. After comparing the model for goal setting with the steps that Allstate had put into effect, I believe that they do have a successful goal-setting program already established. Nevertheless, when you are trying to make sure that a business is operating as smoothly and efficiently that it can, there will always be room for improvement. One way they could improve is instead of giving, each manage a twenty-five percent of each manager merit pay, and why not break that down to at least five percent for every employee (Hellriegel. 2010). That way even thought the percentage is lower but all the employees would be getting a reward based on the Diversity Index and QLMS. Everyone in the company, no matter what background that that individual may have, needs to feel like what they do for the company is not taken for granted. Managers at this time are receiving a twenty-five...
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...Corporate managers and shareholders can sometimes find themselves in a conflict of interest. The goal of being a good manager is being able to spot these potential conflicts and to remedy the situation before a serious problem arises. The biggest conflict between managers and shareholders is going to be money. Here is the most common scenario. A corporation is profitable. In fact, the corporation is more profitable than expected. Therefore, the corporation has a cash surplus, if you will. Managers would want this money as a financial bonus and the shareholders would want this money as a stock dividend. What to do? What to do? Mangers will argue that without their leadership and managerial ability, the corporation would not have been as profitable. The shareholders will argue that without their money, the corporation would not have been able to invest in its growth, and therefore, would not have reached that level of prosperity. Who should get the money? Another situation arises when the managers are also shareholders. This may lead a particular manager to push the opposite way of his/her position. For example, if a shareholder manager would get more money from a stock dividend than from a bonus, this shareholder manager might vote in favor of a stock dividend, not because he/she believes that stockholders should be rewarded for their investment, but because it will mean more money for that particular manager. What if only that one manger is a stock holder? Before...
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...3500 2200-75-2800100-3500 2200-75-2800100-3500 1640-60-260075-2900 do 1 Production Manager 1 In charge of Production Plant 21900 2 Asst Manager Production Asst Manager Maintenance Asst Manager Quality Control Jr. Manger (Q.A)- A 4 3 1 4 1 5 1 Supervision of Production Activities 14500 do 14500 do 14500 do 10840 6 Jr. Manger (Q.A)- B 1 MSc (Pharmaceutical 1640-60-2600In charge of Quality Chemistry)/ MSc (Micro Biology) with 2 years 75-2900 Assurance experience in the relevant field. do 10840 7 Jr. Manger (Q.C) 2 B.Pharm with 2 years experience OR Msc. In charge of Quality (Chemistry)with 2 years 1640-60-2600Control 75-2900 experience/ BSc (Chemistry) with 5 to 7 years experience in relevent Field do 10840 STAFF/WORKERS:TECHNICAL 750-40-950-50B.Sc. (Chemistry) with D.Pharm 1200-60-1500Industrial DA Production of Drug and minimum 3 years 70-1990-80based on cost experience in Pharmaceutical Formulations 2390-95-2865- of living Index production 110-3415 630-25-755-30Minimum 10th Standard + ITI in 905-35-1080Production of Drug Fitter/ Machinist Trade with 2 40-1360-45years experience in a Formulations 1585-55-1860Pharmaceutical Company 65-2185 Minimum 10th Standard + ITI in 605-20-705-25Production of Drug Fitter/ Machinist Trade with 1 830-30-950-35Formulations year experience in a 1230-40-1430 Pharmaceutical Company 630-25-755-30Minimum 10th Standard + ITI in 905-35-1080Maintenance...
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...Aim for 1 page – this example cover letter is longer because it includes instructions Ms Karen Medica [Address] [Suburb, State, Post Code] [Mobile] [e-mail] [date] 1 November 2010 [Salutation] [first name] [surname] [Position in Company] [Company name] [Address] [Suburb, State, Post Code] Dear [Mr. or Ms.][Last Name], Re: [job name, reference] Customer Service Officer, Position C542 [Write a brief explanation of your experience in the particular field and interest in the role advertised. This section should be limited to one paragraph only.] [Example only] I am writing to express my interest in your advertisement/ current opening for a [……],and submit my résumé for your review. Having served in sales and operational leadership roles for the past 8 years with continued success in meeting business/operational goals, I can make a valuable contribution to your organisation’s future projects and initiatives. I am aware of your products and familiar with your new line of [show you know something about what the organisation does] and believe that I can assist with increasing sales in the area of [again, show you know what they do]. [Sell yourself. Point out why you would be best for the role. Use examples/or use as a guide your current or most recent position. Provide detailed summary of the role’s key responsibilities and accountabilities]. [Example only]What I bring to this position is a combination of team leadership, strategic planning, and business development skills that...
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...workplace by serving as a good manager of people and their unique skillsets. The psychology of human beings cannot be ignored since people are almost certain to act as their nature dictates. In the article reviewed, “The Psychology of Crowds” by Chuck Csizmar, the author explores how herding mentality can act as a hindrance to a manager looking to set them self apart as a leader. Csizmar’s major point was that if you do not want to simply be part of the herd, as a manger you have to learn how not to be a “yes” man. You should get comfortable breaking the mold, because managers who change this mentality are able to make a real difference. The author starts off the article by discussing how when he was a child during recess the children were herded. Then as an adult in the military, during basic army training, drill sergeants crammed them into “cattle cars” to drive them to the different locations for their training. They would often yell “Moo!” to indicate that they felt like a herd. All of these experiences in the author’s life were part of building camaraderie and a spirit of teamwork with others. You feel as though you belong to something and becomes your comfort zone because of that human need to belong. But on the flip side it also caused groupthink and took away feelings of individuality. As the author stated, “the group focus suppresses the individual personality”. The author then goes on to say that when you transition into that role of a manager, you are now responsible...
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...ACKNOWLEDGEMENT God has its own purpose for all of us. He never plans without a purpose. He never sets a life without a promise. As long as we believe in ourselves and be grateful for all the people who contributed so much in our life. I wish to express my sincerest things and gratitude to those people who have helped me to reap the fruits of my success in the training. Mr. Erwin Camarillo, General Manager of the UNION GALVASTEEL for his undying support. Mr. Proland Mangahas, SNF Engineer of the UNION GALVASTEEL for his encouragement and for sharing us his knowledge about the qualities of a good employee and trainee. Mr. Joseph Savellano, former Senior Accountant of the UNION GALVASTEEL for helping us to do the assigned tasks accurately. Ms. Janette de Asis, Cashier of the UNION GALVASTEEL for guiding and leading us to the right way during difficult times. Ms. Gema Bulao, present Senior Accountant for providing us a copy of the history and other related information needed in the preparation of my terminal report. Mr. Roldan B. Eden, Dean of the College of Information and Computing Studies for teaching us the right manners and conduct of a trainee. Mrs. Riche M. Jose, College Computer Laboratory Assistant for inspiring me to go through and pursue my training despite of the problems that I am facing. Ms. Rosemarie B. Gascon, Elementary Computer Laboratory Assistant for assisting me during my training in the school. Above all, the Father Almighty for without Him nothing...
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...Scenario I When implementing a specific communication channel, I would recommend downward communication. Downward communication is most effectively used by group leaders and managers communicating with an employee assigned goals, provide job instructions, and also points out problems that need attention. This communication channel can help the marketing manager be more efficient in setting strategic goals with the team members. It can also get her team motivated by her leadership and wisdom as she relates in detail the task at hand. To convey my strategy to the Vice President of Operations, I would use the upward communication channel. Upward communication is the best choice in the marketing manager situation. This type of communication is used to provide feedback to higher- up’s to inform them of progress towards goals, and relay current problems. For this scenario it would effectively help the marketing manager convey updates on the task that was set fourth. By using key headlines and phrases, the Vice President of Operations could better understand the progress of the team and implement changes if needed. Scenario II The communication channel that the manager of the travel agency should utilize is oral communication. Oral communication deals with either face to face or phone communication. .The manager can make an emergency phone call to the IT group and they can walk her through issue with the password and expiration issue. Scenario III Implementing the face to face...
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...Some managers are known for “never having missed a budget target.” Do you believe that is possible? Does such a record suggest that the managers are extremely effective managers; very lucky managers, or devious, manipulative managers? Are such managers to be congratulated (and, possibly or likely, promoted in their organizations) for their budget-achievement record? Almost every business and managers use pre-set performance targets as it stimulates employees, helps evaluate their performance, increases their commitment and reduces the cost of intervention and game-playing. Those targets are defined during the budgeting process which is the third planning cycle and are usually financial. They are typically expressed on an annual basis and are related to the measurement of performance and possible rewards and incentives. Financial targets are fixed in most firms which mean that managers are accountable for achieving their targets regardless to the changing environment during the year. Targets need to be right and set the proper way. They need to be a correct amount of challenge. Indeed, targets need to be achievable otherwise the manager will feel demotivated which is counterproductive. Consequently, achieving a budget target doesn’t only depend on the manager’s performance but also on how the target is set by himself or his superiors. Studies shown that at corporate level, budget targets are set to be achievable 80 to 90 % of the time by an effective management team (Marchant...
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...000.00 | Raw materials and supplies | Unit Price | Quantity | Total Coast | Fabric | 40.00/yard | 100 yards | 4,000.00 | Threads | 60.00 | 50 | 3,000.00 | Needles | 25.00/box | 50 | 1,250.00 | Total | | | 8,250.00 | Utilities It is necessary for the operation of the business to give importance to the utilities needed in the operation. ITEM | Monthly | SOURCE | Water | 12,000.00/ monthly | water district | Electricity | 15,000\monthly | National Power Corporation | Telephone | 1,000/ monthly | PLDT | Rent | 30,000\monthly | | TOTAL | 58,000.00 | | Compensation Position | Monthly Rate | Yearly Rate | President | 20,000.00 | 240,000.00 | General Manager | 15,000.00 | 180,000.00 | Finance Manger | 12,000.00 | 144,000.00 | Marketing Manager | 12,000.00 | 144,000.00 | Production Manager | 13,000.00 | 156,000.00 |...
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