I want to be a manager when I grow up Essay

Management is the organization and coordination of a business’s activities in order to achieve the defined goals (“Management”). The person who is in charge of the management of a business is called a manager, and a manager’s job is to “directly supervise, support, and help activate work efforts to achieve the performance goals of individuals, teams, or even an organization as a whole” (Schermerhorn, 2014, Takeaway 1.1, para. 3). To someone who is not knowledgeable in the field, managers seem to have an easy job. In reality, how a manager do their job can affect the people working under them and also the company on a larger scale. Some people are born with great management skills and they are able to do the job naturally. But management

An effective leader must have a plan for success. This includes a personal plan of growth as well as a professional plan for improvement. This paper will attempt to highlight my personal strengths and weaknesses as leader, identify the areas needed for improvement, and identify the leadership skills and practices that I will use to become an effective leader. This paper will also give an outline of the goals that I consider a priority and a timeline for this development. The overall result will be an inclusive leadership plan of development that I will use to grow myself as well as any organization that I work for in the future.

Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.

Effective leaders opt to implement a specific type of leadership style as a result of their personalities and job experiences, and apply it to their organizational structure. However, that particular type of leadership style a leader utilizes may not apply to every job situation (Peak et al., 2010). In order to be an effective leader, an individual must acquire the three basic leadership skills and they are as follows: (1) human relations; (2) conceptual skills; and (3) technical skills (Haberfeld, 2013). Additionally, a skillful leader must also be proficient in motivating, communicating, and problem solving (Hess & Orthmann, 2012).

This paper will discuss the topic of Leadership and both explore, as well as explain, it’s applicability in today’s work environment. The basis for discussion will be centered on the material provided during instruction of Management 371 and the personal LSA Journal entries of John Brennan. Additionally, there are three referenced articles that further explain and highlight the topic of Leadership. Throughout this paper, Leadership and the traits that make up a great leader will be explained.

The implication of financial rewards are fairly debatable and have gained significant attention through numerous publications. The sizeable influence of this subject has generated major controversy over the potential impact of this trend. Over the decade, many scholars have discussed this phenomenon while citing credible sources.Therefore, I consummately accord with this statement that rewarding an individual for his service is both encouraging and motivating for others. Additionally, employees could also include group rewards such as dinners and holidays.

A manager is a person who supervises the work of others so that the assigned goals and targets are achieved in the most effective, efficient, and well-organized fashion (Daft 2011). A manager makes decisions for his organization, organizes, motivates, and leads its human resource, and controls its business affairs so as to achieve efficiency and superior operational performance. All the functions and responsibilities of a manager overlap each other at all the managerial levels within an organization (Basefsky, Maxwell, Post, & Turner 2004). Leadership is one of the core functions of a manager. This leadership function essentially requires the leader to be specialized in all other management functions in order to lead his followers effectively and efficiently (Leatherman 2008). Therefore, it is strongly believed that a person must have to be a good manager in order to become an effective leader. This paper critically examines this statement in the light of relevant literature; including books, research papers, and journal articles.

Steven Kerr’s article highlighted the multitude of problems associated with organizations and their faulty reward systems or incentives that are set up to accomplish one then, yet motivate people to do another. Kerr simply states: “Managers who complain about lack of motivation in their workers might do well to consider the possibility that the reward systems they have installed are paying off for behavior other than what they are seeking.” While Kerr gives a myriad of examples to illustrate this issue, I’d like to specifically focus in depth on two of them.

Many high performance companies understand the importance of offering awards and incentives that recognize, validate, and value outstanding work. They help keep the employees motivated and productive, and are effective methods of reinforcing company expectations and goals. When the management of a department gets together to put an incentive program into place, they have to decide which awards are worth the effort. They also have to consider the perceived value of earning the award, as well as the effort that is required to earn it. Management and employees may perceive non-monetary incentives to be more valuable than the retail value of the award in cash. Non-monetary rewards in

Leadership is a very broad topic; I never knew just how many different traits and skills that it takes to become an effective leader. Some of which I was familiar with, and others that I was not aware of, but now from taking this course, they all seem to be necessary for the role of leadership. The attached paper, will explain of some of the important theories and concepts that I thought were most important to be able to become and effective leader.

Management involves the tactical aspect of day to day functions and who keeps control of the work environment to make sure the organization is moving forward and in the same direction of the company’s vision. Managers are faced with many responsibilities each day, one of which is managing people. The goal of a successful manager is to achieve the highest productivity of the organization by way of the people he/she manages. A manager is more of a problem solver and takes care of work areas relating to people management, time management, decision making etc.

It is important for the manager to be supportive of an employee and be available for any questions or suggestions the employee may have. Family and work conflicts are also implied here. It is important a manager to be respectful and trust their employees. It shows the character of a manager to admit when he or she is wrong and apologizes. An employee will respect the manager

Many people believe they can either be a good or great manager. The actual reality to this is some people are actually not fit to be a manager either because they do not know what to do or because they do not know how to handle themselves. Throughout this paper, management styles will be discussed, and the qualities of a good manager.

Effective management is the key to retaining good employees long-term, which not only make a business run more smoothly, but also cuts costs. This is because new employees often require extensive training before they become fully productive members of the company.

It is important to note that when employees expect to receive a reward, whether it be monetary or otherwise, these employees do not perform to the same level as employees who are not expecting a reward Kohn (1993). Therefore, managers need to be careful when using incentives to achieve organisational outcomes. If rewards are given out too regularly, the