Management Skills & Competencies Skills Term Paper

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"Cancellation, in particular, can have a profound and lasting affect on the organization and its employees." (Hormozi, 2000)

Interdependence of Department in Organization

The following statement is an excerpt from the work entitled "Knowledge Worker Team Effectiveness: The Role of Autonomy, interdependence, team development, and contextual support variables" written by Brian D. Janz, Jason a. Colquitt, Raymond a. Noe:

Those studies that have examined teams of knowledge workers have employed samples of research teams (Cheng, 1983; Cheng, 1984; Cheng & Miller, 1985), product development teams (Ancona & Caldwell, 1992; Katz, 1982; Katz & Allen, 1985; Keller, 1986), consulting teams (Ancona, 1990), insurance teams, administrative teams, and information systems teams (Campion, Pepper, & Medsker, 1996; Henderson & Lee, 1992). Results have indicated that interdependence is critical in such teams (Campion et al., 1996; Cheng, 1983)" (as Cited by Colquitt, 1997)

Management Skills & Competencies

Skills and Competency Grid for the 21st Century Manager

Part II

Personal Development Management Plan

Goals for the organization is an improvement of the industrial security program as well as enhancing supervisory and management skills. Further it is vital to identify methods in assisting staff in both their individual and professional development and success. Management skills must be honed in relation to delegation of responsibilities and tasks to the staff enabling more focus on forward planning and in defining as well as implementing requirements for the security organization. Further plans are the completion of a MBA in 2006 while taking courses on project management assisting the viewing of projects through a timely and cost-effective manner. Training of staff through cross-training will develop the skill base of the staff.

Research Methods for Development of competency in these Areas

Selected learning activities and professional experiences in increasing competencies: This is best expressed through involvement in self-improvement initiatives through taking classes or attending seminars or meetings that add to the knowledge base of the individual manager.

Explanation of the importance of these specific activities and experiences: These type activities not only help to hone the interaction skills of the manager but also assist in the problem-solving skills through practice in classroom type situations preparing the management for dealing with resolution of conflicts and issues within the organization and as well principles the management in the constant process of learning and relearning which optimizes the managerial functions in dealing effectively with ever-changing processes within the organization. The manger is enabled in dealing more effectively with 'hands-on' situations after having collaborated with others in relation to expected actions or feedback of managers in this capacity.

Development of a time frame as well as measurements in tracking progress: Without setting timeframes for a project's end or any other initiative within the organization there will exist chaos and no ordered process and productivity, effectiveness as well as efficiency will suffer and more than likely quality will be affected as well.

Identification of potential obstacles that must be overcome and methods in overcoming those obstacles: The identification of possible, barriers, obstacles, or dysfunction within the structure of the organization itself increases the possibilities in avoidance of those stated conditions creating a possibility for failure of the imitative or project or at the very least without having identified possible problem areas the project will be delayed, derailed or lacking the desired outcomes.

Measurements Development

According to a report entitled "Core Competencies for Managers and Leaders the following competencies are those used by the Core Competencies:

Meaningful keywords for indication of how well core competencies are being used by managers.

Range of response within certain keywords so that the assessor would have some degree of flexibility in response.

Ease of use and migration to a web-based format so that assessments could be cone online in a reasonable amount of time.

Ability to provide comments in summary forma t the end of each core competency set of questions and behaviors.

Recognition of different viewpoints. (Measuring Core Competencies, 2003)

Ethics in the Organization

Although most individuals have been taught the difference in "right" and "wrong" however, ethical dilemmas that occur in the business world are often not easily answered. Judgment calls are often utilized in the absence of a 'black or white' answer and it is widely understood that gray areas exist within the realm of the business world and are generally the 'norm'. It is believed that a mandate can be successfully implemented in the standards of ethics within an organization. The code of conduct of a company should be communicated from the upper management of the organization. The maintenance of both ethical standards and integrity originates from the standards and principles set at the top on the part of management."

The Chart below labeled Chart 1.0 lists the core competencies of a general nature in today's world of business as well as listing "Leadership & System Thinking Skills," "Analytical/Assessment Skills," "Policy Development/Program Planning Skills," "Financial Planning and Management Skills" and "Communication Skills.

Chart 1.0

Summary & Conclusion:

Today's business world is ever-changing and ever-shifting and it is vital that the 21st Century manager be well trained in global issues of diversity as well as in use of 'soft skills' which is quite simply the method of interacting, negotiating, supervising and managing other individuals. The role of an organization is constantly undergoing change and the effective manager will understand that this is a given and is considered a 'norm' in organizational environments of the 21st Century..

This work has demonstrated fully the aspects that are inclusive in the role of management and has done so in view of the various possible roles. This work has further reviewed the skills necessary for the manager of the 21st century as well as provided all information that comprises information on a grid of assessment of competencies and skills in management.

Bibliography

Meredith J. et al. (1995) Project Management: A Managerial Approach, New York John Wiley & Sons.

Hormozi, Amir M. (2000) the Project Lifecycle: The Termination Phase Online at: Questia Library Research.

Drucker, Peter F. (1999) Management Challenges for the 21st Century (Review) September 1999 Online available at Error! Bookmark not defined.

Mallinger, Mark Ph.D. (2004) Management Skills for the 21st Century: Communication & Interpersonal Skills Rank 1st. The Braziadio Business Report - School of Business and Management.

Colquitt, Jason a.; Janz, Brian D.; and Raymond Noe. (1997) Knowledge Worker Team Effectiveness: The Role of Autonomy, Interdependence, Team Development, and Contextual Support Variables. Psychology, Vol. 50, 1997.

Leadership Styles and Behaviors of Leaders (2004) Academic DB Online…[continue]

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"Management Skills & Competencies Skills" (2005, February 07) Retrieved December 4, 2016, from http://www.paperdue.com/essay/management-skills-amp-competencies-61829

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"Management Skills & Competencies Skills", 07 February 2005, Accessed.4 December. 2016, http://www.paperdue.com/essay/management-skills-amp-competencies-61829

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