Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Management Skills
In the context of multiplying business models, designs and organizational cultures, a question is being posed relative to the sense of belonging to either of these models. The answer depends on several features, such as the characteristics of each organizational culture, the leadership style or one's personal preferences. From a personal viewpoint, I would have to argue that the most adequate organizational culture is the fourth one, generically labeled as "The Academy."
"The Academy" organizational culture is appealing due to its numerous characteristics. It places an increased emphasis on people and strives to place them at the core of long-term, solid and fruitful relationships. This attention to the human resource is obvious at many other levels however, the most important of them being the offering of training programs. Other organizational cultures perceive training efforts as the means by which the economic entity increases its skills and abilities, and as such its chances of successful outcomes. "The Academy" culture however perceives training as a benefit to the employees, and offers it as a means of supporting the professional formation of its workforce, increasing their self-esteem and confidence and motivating them.
Another important feature which draws interest to "The Academy" culture is given by its emphasis on continuous learning and development. Companies which base their human resource decisions and actions on the principles of "The Academy" are generically defined as learning organizations. This type of institutions offers a multitude of benefits, including the ability to remain competitive and as such ensure a secure workplace or an increased access to resources, which also enhance the quality of the working environment (Easterby-Smith, Araujo and Burgoyne, 1999). All these advantages constitute another reason as to why "The Academy" culture is the most suitable one for me.
Reference:
Easterby-Smith, M., Araujo, L., Burgoyne, J.G., 1999, Organizational Learning and the Learning Organization: Developments in Theory and Practice, SAGE, ISBN 0761959165
What appears to be the right way today is often not going to be the right way tomorrow. Because of this it is hard to manage with any consistency to the idea of quality. Another area in which I feel that I am weak is that of effective use of IT and equipment. This is an area in which I sometimes feel overwhelmed. How all the different systems work and
Manager Interview: Quality Manager for a Chemical Company William Wood is a quality manager for an international chemical company. The company has locations throughout the world, but has a number of chemical processing plants in Houston, Texas and the surrounding areas. As an international company that has multinational suppliers and customers, the company takes a global focus to order fulfillment, shipping, and environmental issues. The company develops and manufactures chemicals for
International Business To some extent, management can be defined as the harmonization of science, art, practice and implementation. Management takes into account knowledge and skills. On one hand, the knowledge aspect of management can be learned. On the other hand, the skills aspect of management encompasses the internalization and transferal of management knowledge, which necessitates not only time resources, but also incessant practice. Skills employed by managers are in connection with
Active Listening Integrating Management Skills There are numerous -- almost innumerable -- theories and models about the best ways in which an individual can use a variety of management skills to reduce conflict and establish an atmosphere of cooperation. In the video that I taped for this course I have worked on identifying, naming, and incorporating some of the skills that we have discussed during the coursework as well as skills and
Management Skills Required of a Security Manager Loss Prevention Skills Security managers' main responsibility is protecting corporate assets, including premises, finance, plant and personnel. Accidents are costly affairs -- damage occurs to property (premises and plant) as well as people (personnel). Further, the organization has to pay a worker who takes time off for recuperating from sickness or injury. Some injured employees might quit the job and their replacement requires funds
business leader would be an individual who, well trained and equipped with the knowledge and skills required to run a team of persons, would take the organization that has employed them from where it stands to a state of profit. A good manager must be able to run the company effectively and efficiently with all the tools at his disposal, including the team of innovative people. He must be