Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from Term Paper:
Driving along the busy streets of the metro, more often than not, I would always be set astonished on gigantic billboards of successful and booming companies that ply the skyline of the city. It's just like cruising along the avenue of success where multinational companies such as Coke, Levis Strauss, Motorola, McDonalds amongst others, give full command on everyone's attention signifying their commercial conquest on our everyday lives. As I stare at these endless displays of victor, I wondered and asked myself, how do these big companies achieved such greatness in their field of business? What could be the essential factor that these companies have in common to reach such pinnacle? Who may be the one responsible for their triumph over the challenges of the 21st century?
As I read and browsed over the Internet, I would usually encounter success stories, of how something small could be a start of something big. How a small backyard business turns out to be the big news of the business world in the new century. Behind these chronicles of glory are individuals committed to perfect and master their craft in order to attain the triumph that their company deserves; nevertheless, it is what is expected of them. They formulate strategies and create innovations to move forward in competing with corporate adversaries in the same industry. They lead their people with knowledge and wisdom and promote team building amongst their subordinates. They manage and supervise each minute, detail in operations, production and resource acquisitions. They are the top executives of the company; the company managers and they are responsible for success of these big businesses.
What does it take to be an effective manager? Does it come from character or the knowledge they possess from formal education? Does grass root experience from their field of profession affects how they handle and lead people under them? Is it a trait of wisdom or practical skill? What are the essential skills needed to be the better manager? In this paper, I will try to critically analyze and fuse acquired information on how to become the better manager. This paper will try to resolve issues and topics derived from different works, articles and references on the much-needed skills of managers in the present generation.
Management Function and Skills; A Necessity
Many articles and works have been written and chronicled when it comes to the needed skills in management. The growth and success of any endeavor in business is being based and gauged through the skills of these managers. The terms and the future of their companies rest in their hands. Indeed, these top executives could really make or break a company.
Management, most of the time is being associated with leadership; the manager's ability to lead a group of people in completing a task or assignment. Others would define a true manager through his possessed wisdom and knowledge may it be acquired through formal education or from the vast experience in management.
A newsletter posted online classifies management into styles. According to these article, Linking Personality with Management Style;
Several of our newsletter topics have discussed the relationships between a person's personality and their management style ... we talked about 3 types of people: people-oriented, things-oriented and idea-oriented.
"People-oriented" people tend to have more team-oriented management styles. This would involve their skills in leadership of group of people. The manager is at ease in working with a group or a team to reach their goals. An online article suggests that,
People-oriented people are most comfortable when they are teaching, coaching, helping, communicating, advising, persuading, motivating, entertaining, guiding, leading, selling, inspiring
The leadership trait and skill of a manager is thus vague in meaning and depth. According to the renowned author, Peter Drucker, in his book The Essential Drucker, he notes that;
Leadership has little to do with leadership qualities and even less to do with charisma. Leadership is a means that is mundane, unromantic and boring. Its essence is performance (pg. 268) ... The key characteristics of leadership are hard work, clear and legitimate goals, responsibility, trust and integrity (pg. 269-271).
Thus this skill, as defined by Peter Drucker, is inert in character. Such qualities aspired by most of the top managers are specific in their goals and to achieve it responsibly.
Another classification of management style according to the online newsletter is the things-oriented people. They tend to have more process-oriented management styles. As a source indicates,
Things-oriented people are most comfortable with physical dexterity, building, constructing, modeling, remodeling, growing plants, manufacturing, refinishing, restoring, working with tools or instruments.
These skills imply the knack of knowledge and depth of information that the manager is unperturbed. He is more adept in working with instruments of processing products through management.
Many of the leading manufacturers of known products require the presence of managers with these necessary skills. They usually handle production and supervise operations of a specific plant or factory. These skills would be much of use to managers proficient in handling people than in terms of production and operation. Drucker expounds also in these learning as;
Each manager should have the information he needs to measure his own performance and should receive it soon enough to make any necessary changes. (pg. 121-122)
The third type of individual stated by the article is the idea-oriented people. They tend to have more innovation-oriented management styles. As it states;
Idea-oriented people are most comfortable working with ideas, information and data in activities such as: compiling, researching, computing, accounting, working with statistics, computer programming, drawing, painting, problem solving, analyzing, classifying, keeping records, evaluating, appraising, planning, imagining, inventing, creating, gathering information through observation.
Innovation is an important key factor in modern day business management. This very eminent skill requires keen observation and mind processing ideas, which could be an important asset in a manager handling a specific task in a multinational company. Drucker also defines innovation in his book as;
"Innovation is the effort to create purposeful focused change in an enterprise's economic or social potential."
In an article in Wharton School Publishing, The Innovation Imperative: Driving Long-Term Growth in Top and Bottom By Tony Davila, Marc Epstein and Robert Shelton, quotes James M. Kilts, then chairman and CEO of The Gillette Company (currently co-chairman of P& G. after the acquisition of Gillette) summing up innovation in his statement this way;
"We created a simple vision two years ago: Build total brand value by innovating to deliver consumer value and customer leadership faster, better, and more completely than our competition."
He also observed:
"You need to encourage risk-taking. One of the themes in our company is to remember that the opposite of success is not failure but inertia."
According to this 5-part article, innovation can redefine an industry by means of the ideas coming from top executives and managers of a given company. These entails the skills of decision making and the guts of a manager to evaluate, suggest and make critical assessment and careful planning on changes. To survive and grow requires the ability to systematically innovate and deliver new products and ideas.
The last amongst the skills and character required to become a better manager is the will, the will to pursue company policies on tract and by the book or to his best judgment; the will to clearly understand the both the needs of his company and its employees; the will to be a smart manager and learn through the experiences the job imparts in you; willfully correct what is wrong in each mistakes in order to improve oneself. In a maxim in the book of Frank McNair, "It's Okay to Ask'em to Work" he asserts;
"Ignoring poor performance is the same as applauding it."
Summing every detail with regards to the functions and skills a manager is…[continue]
"Primary Functions And Required Skills For Management" (2005, October 30) Retrieved October 24, 2016, from http://www.paperdue.com/essay/primary-functions-and-required-skills-for-70338
"Primary Functions And Required Skills For Management" 30 October 2005. Web.24 October. 2016. <http://www.paperdue.com/essay/primary-functions-and-required-skills-for-70338>
"Primary Functions And Required Skills For Management", 30 October 2005, Accessed.24 October. 2016, http://www.paperdue.com/essay/primary-functions-and-required-skills-for-70338
Skills and Functions for Management For a manager to succeed in his or her job role they must blend complex managerial skills and functions with the managerial role. This paper will discuss the development of the management role, the definition of management, management functions and roles to help the reader discern how combining the functions, skills and behaviors of management leads to success within the workplace. The paper will also
Management Philosophies Samsung Group Samsung group is South Korean company headquartered in Seoul Samsung town. Samsung group comprises of many subsidiary groups that are under the Samsung group. Founded in 1938 by LeeByung-chull as a trading company, Samsung group has grown to diversify into insurance, textile industry, retail and security industries. Samsung entered the electronics industry in the 1960s. It has grown to be the leading manufacturer of cell phones in the
Leadership is an ability which, either inborn or developed through hard work and ingenuity, presents the members of the organization with a paragon to forging action toward rational goals. While it is the responsibility of managerial personnel to issue directives, instructions and clarifications on goal- orientation, it is only a leader who can find ways to motivate the members of his organization. By finding ways to personally and professionally invest these members into the shared goals
Integrating Total Quality Environmental Management Systems - a Critical Study of TQEM Relevance of TQM to Environmental Management Scope of Dissertation Moving from Reactive to Proactive Management Understanding TQM in Relation to TQEM History of TQM Operation of TQM Quality and Environmental Management Standards Environmental Management Systems Weaknesses of EMS Standards Total Quality Environmental Management Comparing ISO 9000 and ISO 14000 Integrating the ISO 14000 Environmental Management System Demographics Impact of certification on economic and ecological performances Research Design and Nature Integrating a Sustainable EMS with
Human Resources Management What is human resource management? Human Resource Management (HRM) is the process of developing and hiring the employees so that they become more valuable to the organization. HRM includes; planning personnel needs, training, recruiting, evaluating performances and many others. What is the primary function of human resource management? HRM functions are carried out by the Human Resource Managers to fulfill the goals and objectives of an organization. The primary function of
Furuholt, (2006) argues that lack of management engagement to the acceptance of information systems has been a barrier to the implementation of information systems. The issues are even common with organizations in the developing countries where management does not give enough priority to the information systems implementation. Importantly, implementation of information systems requires management support since management will need to approve fund that would be used for IS implementation.
Managing Across Cultures Internationalization of the economy has influenced companies to operate their business globally. The global operation has impact managers with several challenges. Market, product, and production plans must be coordinated on a worldwide basis. The global operation necessitates organization structure to balance centralized home-office control with adequate local autonomy. As companies have started their business operation on the international front, the number of their employees has increased. Increase in