...have suggested that understanding human behavior is the single most important requirement for managerial success.” Understanding human behavior, while one of the vital components of successfully managing an organization, is not the single most important requirement for managerial success. While it leads to better relationships, better collaboration among staff and other people in the organization, building a team that breeds creativity and productivity, there are other variables within and outside the organization that every manager must be technically equip to deal with. One of the most critical components of course is knowledge and technical skills in planning, organizing and controlling. Managers will be dealing with external factors like market trends, market competition, maintaining and expanding market niche, and even after sales and service issues. Simultaneously, managers will also deal with product designs and quality, cost efficiencies and other financial aspects, productivity, among other things, all requiring great deal of knowledge to make informed decisions. These complex decision areas are consequential to an organization’s success, becoming imperative on managers to possess profound understanding and knowledge of how the whole process works in order to effectively discharge their functions and manage the expectations of customers and achieve the organization’s objectives. Another component and equally critical in managerial success is the ability of the...
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...people have suggested that understanding human behavior is the single most important requirement for managerial success.” Understanding human behavior, while one of the vital components of successfully managing an organization, is not the single most important requirement for managerial success. While it leads to better relationships, better collaboration among staff and other people in the organization, building a team that breeds creativity and productivity, there are other variables within and outside the organization that every manager must be technically equip to deal with. One of the most critical components of course is knowledge and technical skills in planning, organizing and controlling. Managers will be dealing with external factors like market trends, market competition, maintaining and expanding market niche, and even after sales and service issues. Simultaneously, managers will also deal with product designs and quality, cost efficiencies and other financial aspects, productivity, among other things, all requiring great deal of knowledge to make informed decisions. These complex decision areas are consequential to an organization’s success, becoming imperative on managers to possess profound understanding and knowledge of how the whole process works in order to effectively discharge their functions and manage the expectations of customers and achieve the organization’s objectives. Another component and equally critical in managerial success is the ability of the...
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...“Understanding human behavior at work is the single most important requirement for managerial success.” (REACTION PAPER) This statement tells us that in order to achieve managerial success, one must be able understand human behavior at work. Now, the question is, how can such understanding lead to managerial success? Generally, management is defined as getting things done through or with people. From the definition itself, it can be said that people is the main consideration in management. As a matter of fact, not all people behave the same way as you do. This is because of difference in personalities. Personality is the various aspects of a person’s character that makes him or her different from other people. So notably, the main consideration in management is people with different personality. Dealing with people who have different personalities at work is not easy, especially when you have some goals to achieve. Thus, the first thing you must do is to understand how your people act, think, feel, and respond at work. By understanding your people’s behavior, it helps you understand them better and appreciate them more. It allows you to know what drives them and helps you think of them in more positive ways. If you could understand the psychology of how people act at work, it would be easier for you to collaborate with your people in the organization. Additionally, one of the most common management skills includes human skill, which...
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...Understanding human behavior, while one of the vital components of successfully managing an organization, is not the single most important requirement for managerial success. While it leads to better relationships, better collaboration among staff and other people in the organization, building a team that breeds creativity and productivity, there are other variables within and outside the organization that every manager must be technically equip to deal with. One of the most critical components of course is knowledge and technical skills in planning, organizing and controlling. Managers will be dealing with external factors like market trends, market competition, maintaining and expanding market niche, and even after sales and service issues. Simultaneously, managers will also deal with product designs and quality, cost efficiencies and other financial aspects, productivity, among other things, all requiring great deal of knowledge to make informed decisions. These complex decision areas are consequential to an organization’s success, becoming imperative on managers to possess profound understanding and knowledge of how the whole process works in order to effectively discharge their functions and manage the expectations of customers and achieve the organization’s objectives. Another component and equally critical in managerial success is the ability of the manager to deal with his own self-esteem and put a self-check mechanism that will level off his satisfaction from the...
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...unable to predict one’s job performance or success in life as well as his career. Even, sometimes it is seen that the selection was biased. So, the term competency has introduced to overcome these defects, suggesting that it made possible the development of valid and unbiased predictors of performance. Competency is the combination of someone’s abilities, skills, knowledge, values and interest. Knowledge is defined variously as expertise, and skills are the practice of understanding through experience and education. So, competency based job analysis become one of the vital factors in today’s HR practices in modern organizations. Competency-based job analysis means describing a particular job in terms of the measurable, observable and behavioral competencies that an employee doing the job must exhibit to the job perfectly. DISCUSSIONS Job analysis Job analysis is the basic and important part of human resource management. It is a term used by human resource managers for the processes of collecting information related to job contents. It is conducted after workforce analysis and availability analysis. It also indicates what activities and accountabilities the job entails. It is an accurate recording of the activities involved. Every job is multifaceted and there are several methods in preparing job analysis. Most organizations prepare job analysis, statements of performance and expectations of employee at floor and at the managerial level. A job analysis provides an objective...
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...The Effective Managerial Leadership Style that Sustains Middle Management Job Satisfaction and Job Retention for Organizational Success Vivienne Huang Author Note Correspondence concerning this article should be addressed to Vivienne Huang, E-mail: Vivienne.huang@gmail.com Abstract Managerial leadership styles greatly determine how organizations deal with challenges and capitalize opportunities in the hospitality industry, especially for organizations with multi-level operational structures and numerous geographic locations. Changes of managerial leadership style of senior corporate management can significantly impact job satisfaction and retention of middle managers which ultimately affect a firm’s ability to maintain customer satisfaction, enhance competitive advantage in the marketplace, and sustain profitability. While traditional management approaches supply standards and processes, direct and control people, work in the system to deal with status-quo, effective managerial leadership provides leaders the integrating capacity to significantly impact on the life of their followers and the future of the organization. Interactions between top management and middle management are critical for meeting organizational objectives and executing strategic development. Top executives must carefully examine and determine the most appropriate managerial leadership style that inspire, motivate, guide and support middle managers to achieve higher performance, commitment, trust and...
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...management requires the development of concepts. Unless the most basic concepts of a field of study are developed at the outset, the teaching-learning process of a particular field of study would be difficult to carry out. Therefore, the first unit of this material aims at developing the most fundamental concepts about management. 1.2. Meaning of Management What is Management? Management is the process of designing and maintaining an environment in which individuals working together in groups, accomplish efficiently selected objectives. It is concerned with: 1.2.1. identifying the aims and objectives of an organization 1.2.2. implementing policies by setting procedures, programmes and strategies to help in the achievement of organizational aim and objectives; 1.2.3. brining together all the various factors of production (People, money, materials, machinery, methods, and activates); 1.2.4. making the best possible use of the factors of production; 1.2.5. exercising control over the performance of the factors of production; and 1.2.6. providing conditions in which the persons associate with the organization-owners, employees, customers, and the community at large-derive maximum satisfaction (pagare, 1981) Terry and Franklin (1997:4) define management as the distinct process consisting of activities of planning, organizing, actuating, and controlling performed to determine and accomplish stated objectives with the use of human beings and other resources. They have summarized the definition...
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...actuating, and controlling performed to determine and accomplish the objectives by the use of people and resources”. For Massie (1964), it is a “process by which a cooperative group directs action toward common goals”. Drucker views management as a discipline and a field of study that denotes a social position and authority involving people and their functions. Koontz considers management “to accomplish desired objectives by establishing an environment favorable to performance by people operating in organized groups”. Other scholars define management as an act of handling, directing, or exercising control and supervision on the functions of the organization. It is in the process of designing and maintaining an environment in which individuals work together in groups to accomplish selected objectives. Management processes are the methods that aid the structuring, investigation, analysis, decision-making and communication of business issues. Examples include the strategic planning process, talent planning, expense and capital budgeting, performance management systems product planning and management cost accounting....
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...supports my thesis that sympathetic representations of organization and how different levels of methods can produce different multitudes of outcomes. The diversity of theories and concepts taken from different disciplines often encourage compartmentalization of perspectives and gives us a better array of development in today’s society. Ammeter A.P., Douglas C. Gardner, W.L., Hochwarter, W.A., & Ferris, G. R. (2002). Toward a political theory of leadership. Leadership Quarterly, 13(6), 751-796. Politics and leaderships in this article may not seem as though they should go together, but they are designed to work with one another in different ways. One of the important issues in development of an organization is to ensure the appropriate instructional tools are utilized, because they must work to teach employees everything they need to know to continue to grow in the organization. This...
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...importance of Human Resource Management in an organization and further elaborates on what an organizational culture is, its roles and functions as well as the intensity of impact it has over the working of the organization. It discusses the impact change has over employees in terms of stress and how managers can assist in countering it. It further discusses the leadership skills and styles that managers should possess and adopt in order ensure that the organization moves effectively and efficiently fulfills its organizational benchmarks and achieves its goals. Table of Content Executive Summary i Introduction 1 Organizational Culture & Change 2 Role of Organizational Culture 3 Functions of Organizational Culture 5 Organizational Change & its Characteristics 7 Consequences of stress for the organization 8 Techniques for control of Work Stress 3 Managerial Effectiveness 10 Approach from the standpoint of personal qualities 11 Situational Theory 12 Situational approaches to effective leadership 12 The Situational leadership model of Fiedler 12 Contingency Theory 15 Origins and essence of Contingency Theory 15 Variables and Assumptions of the Contingency Theory 16 The role of Human Resources in the Contingency Theory 16 Adoption of the Contingency Theory 17 Evaluation 17 References 18 Elements of Organizational Culture Introduction The Human Resources Management work processes...
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...ABSTRACT: My methods for research. Do the articles I researched have any relevance and accuracy? Kantabutra, S., & Vimolratana, P.. (2010). Vision-Based Leaders And Their Followers In Retail Stores: Relationships And Consequences In Australia. Journal of Applied Business Research, 26(6), 123-134. Retrieved January 24, 2011, from ABI/INFORM Global. (Document ID: 2193491261). http://proquest.umi.com.library3.webster.edu/pqdweb Sooksan Kantabutra is Chief Researcher of Leadership Research Group, College of Management, Mahidol University, Bangkok. Professor Kantabutra received his doctoral training in leadership from Macquarie Graduate School of Management in Sydney. Pisana Vimolratana is a PHd candidate with the Leadership Research Group, College of Management, Mahidol University. This article presented a study that examined associations of store manager’s passion for motivation of staff and the use of vision among staff in Australian retail stores and how it correlates with the outcome of staff and customer satisfaction. I agree that leaders who display a passion for vision and motivation are associated with higher staff and customer satisfaction. The study was conducting with valid information, with the one drawback being that the study was accomplished only on apparel stores that sold only brand new finished clothing products for individual use, excluding shoes and accessories. Khan, S.. (2010). Impact of Authentic Leaders on Organization Performance. International...
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...PRINCIPLES OF MANAGEMENT Table of Contents Ch# Title Page 1 Historical overview of Management ……………………………………………………… 1 2 Management and Managers ………………………………………………………………. 5 3 Managerial Roles in Organizations ……………………………………………………….. 7 4 Managerial Functions i.e. POLCA ………………………………………………………... 9 5 Managerial Levels and Skills ……………………………………………………………… 11 6 Management Ideas: Yesterday and Today ………………………………………………... 14 7 Classical View of Management (Scientific and Bureaucratic)……………………………… 16 8 Administrative View of Management ……………………………………………………. 19 9 Behavioral Theories of Management 20 10 Quantitative, Contemporary and Emerging Views of Management 23 11 System’s View of Management and Organization 25 12 Analyzing Organizational Environment and Understanding Organizational Culture …….. 29 13 21st Century Management Trends………………………………………………………… 32 14 Understanding Global Environment: WTO and SAARC ………………………………… 36 15 Decision Making and Decision Taking …………………………………………………… 39 16 Rational Decision Making ………………………………………………………………... 41 17 Nature and Types of Managerial Decisions ……………………………………………… 43 18 Non Rational Decision Making ………………………………………………………….. 45 19 Group Decision Making and Creativity ………………………………………………….. 47 20 Planning and Decision Aids-I …………………………………………………………… 50 21 Planning and Decision Aids-II …………………………………………………………… 53 22 Planning: Functions & Benefits ………………………………………………………….. 56 23 Planning Process and Goals Levels ………………………………………………………...
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...Purvika Fofindiwala | PCC2292 | Executive Summary Henri Fayol, the father of the school of Systematic Management, was motivated to create a theoretical foundation for a managerial educational program based on his experience as a successful managing director of a mining company. In his day, managers had no formal training and he observed that the increasing complexity of organizations would require more professional management. Fayol's legacy is his generic Principles of Management. Of Fayol's six generic activities for industrial undertakings (technical, commercial, financial, security, accounting, managerial), the most important were The Five Functions of Management that focused on the key relationships between personnel and its management. Planning was referred as drawing up plans of actions that combine unity, continuity, flexibility and precision given the organization’s resources, type and significance of work and future trends. Creating a plan of action is the most difficult of the five tasks and requires the active participation of the entire organization. Planning must be coordinated on different levels and with different time horizons where as organizing was providing capital, personnel and raw materials for the day-to-day running of the business, and building a structure to match the work. Organizational structure depends entirely on the number of employees. An increase in the number of functions expands the organization horizontally and promotes additional layers...
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...organisations (Launching products or profit increase) * Creating internal environment – management uses various factors of production. * Management responsibilty=create conditions/atmosphere – feel less burdened and enjoy work * Availability – materials, wages, formulations of rules and regulations * Good management = effective (appropriate task) efficiency (doing task right) * Harold Koontz, “Management is an art of getting things done through and with the people in formally organised groups. * Art of creating an environment where people can perform and individualscan co-operate towards attainment of group goals”. * F.W. Taylor, “Management is an art of knowing what to do, when to do and see that it is done in the best and cheapest way”. Management as a Process * Series of inter - related functions. * Process which management creates/operates/directs purposive organisation through systematic/coordinated/co-operated human efforts George R. Terry, “Management is a distinct process consisting of planning, organising, actuating and controlling, performed to determine and accomplish stated objective by the use of human beings and other resources”. 1. Management is a social process – * Human factor=important, management concerned with relationship development * Duty to...
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...TABLE OF CONTENTS 1. INTRODUCTION 2 2. TOPIC 1 – UNDERSTANDING INDIVIDUALS 3 2.1 PERSONAL VALUES ANALYSIS 3 2.2 ALIGNING PERSONAL VALUES WITH THE VALUES OF ACNIELSEN 4 2.3 ACNIELSEN BUSINESS EFFECTIVE SURVEY – TAKING PULSE OF OUR STAFF 5 2.4 MOTIVATION & JOB SATISFACTION 6 2.5 PROMOTING ORGANIZATIONAL COMMITMENT 8 3. TOPIC 2 – DEVELOPING MANAGERIAL SKILLS & PRACTICES 9 3.1 THE IMPORTANCE OF INTERPERSONAL BEHAVIOR 9 3.2 BUILDING A CULTURE OF TRUST 9 3.3 PROMOTING ORGANIZATIONAL CITIZENSHIP BEHAVIOR – A PASSION FOR PERFORMANCE 10 3.4 CAREER DEVELOPMENT 10 3.5 ORGANIZATIONAL COMMUNICATION 11 3.6 TEAMWORK 13 4. TOPIC 3 – DEVELOPING LEADERSHIP SKILLS (C.11-14) 14 4.1 ORGANIZATIONAL LEADERSHIP 14 4.2 CULTURE, CREATIVITY, AND INNOVATION 14 4.3 DESIGNING EFFECTIVE ORGANIZATION 14 4.4 MANAGING ORGANIZATIONAL CHANGE 14 5. SUMMARY 14 1. INTRODUCTION Organizational Behavior has so far been among my most interesting courses during this MBA program. It has provided me with a new perspective as well as a more systematic approach in dealing with my daily managerial issues at work. For me, it is like a journey up the mountain. This course helps me realize an important wisdom that what I see at the bottom of the mountain is not what I see at the top. Without this wisdom, I could have closed my mind to all that I cannot view from my position and, therefore, limit my capacity to grow and improve. Such wisdom helps open my mind to improvement, and teaches me to respect...
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