Assignment on effective management

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Abstract:

Management is the key role in any type of organisation. Development of managerial skillsstarts from the personal level. Proper career development planning, attainment of skill areas,

focusing on the goals to be achieved are the essential aspects to be successful as a manager.

The choice of a managerial career is challenging. To meet up this challenge proper career

development planning is necessary from the very beginning of the academic life to get the

skills within the time frame of completion of graduation. A good corporate culture is to be

created to attain the specified goals and objectives. Experience and attitude are more

important and essential than academic degrees. Thus, a well combination of personal life and

professional life is essential to be successful.


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Table of ContentsAbstract:............................................................................................................................................... 1

Introduction:....................................................................................................................................... 4

Requirement 1:.................................................................................................................................. 5

Task 1.1 Comparison of various Management Styles with Various Management Approaches ......... 5

Styles of Management .................................................................................................................... 5

Approaches of Management .......................................................................................................... 6

Task 1.2 Characteristics of various Leadership Styles ......................................................................... 7

Characteristics of Autocratic Styles ................................................................................................ 7

Characteristics of Democratic Styles ............................................................................................... 7

Characteristics of Bureaucratic Style .............................................................................................. 7

Characteristics of Chaotic Style ....................................................................................................... 8

Characteristics of Laissez-faire Styles ............................................................................................. 8

Characteristics of Persuasive Styles ................................................................................................ 8

Task 1.3 Evaluation of Communication Process ................................................................................. 8

Giving orders and commands: ........................................................................................................ 9

Receiving Mode of Communication: ............................................................................................... 9

Communication Process: ................................................................................................................ 9

Example: .......................................................................................................................................... 9

Task 1.4 Analysis of Organisational Culture and its Influence .......................................................... 10

Example: ........................................................................................................................................ 10

Requirement 2:................................................................................................................................ 10

Task 2.1 Assessment of my own Managerial Skills and Areas of Development ............................... 10

My Managerial Skills ..................................................................................................................... 10

Areas of Improvement .................................................................................................................. 11

Task 2.2 Analysing Personal SWOT ................................................................................................... 11

My Strengths ................................................................................................................................. 11

My Weakness ................................................................................................................................ 11

My Opportunities .......................................................................................................................... 12

My threats ..................................................................................................................................... 12

Task 2.3 Setting of Prioritised Objectives and Targets to Develop my Potentials ............................ 12

Completing Graduation ................................................................................................................. 12

Improving Leadership Skill ............................................................................................................ 13

Developing Emotional Intelligence ............................................................................................... 13


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SMART Analysis: ............................................................................................................................ 13

Requirement 3:................................................................................................................................ 14

Task 3.1 Leading and Motivating a Team in Achieving Goals ........................................................... 14

Leading the team in Achieving Goals ............................................................................................ 14

Motivating the Team..................................................................................................................... 14

Task 3.2 Justification of Managerial Decisions and Recommendations to Improve ........................ 14

Justification of Managerial Decisions............................................................................................ 14

Recommendations ........................................................................................................................ 15

Requirement 4:................................................................................................................................ 15

Task 4.1 Explaining How Own Managerial And Personal Skills Will Assist Career Development ..... 15

Task 4.2 Review of Current Career and Personal Development Needs and Future Needs .............. 16

Review of Career Development Needs ......................................................................................... 16

Review of Personal Development Needs ...................................................................................... 16

Review of Current Performance ................................................................................................... 16

Review of Future Work Plan ......................................................................................................... 16

Conclusion:....................................................................................................................................... 17

References:........................................................................................................................................ 18


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Introduction:

Management is the top priority of any organisation. From the analysis of the types of the

various organisations basically two types of organisations service oriented, goods oriented

(Fischhoff, 1975). Whatever, the type of the organisation the management function is

essential to operate the organisation smoothly. Management runs the performance of the

organisation. It is the sole authority to operate the organisation. Employee management,

recruitment, performance evaluation all these tasks are in the shoulder of the management.

The organisational culture of any organisation depends and is shaped by the organisational

leadership styles (Kotter, 2000). This is also the primary work and importance of the

management.

The basic feature of this assignment is to discuss various aspects of the management of theorganization. The leadership of the organisation is also a part of the same assignment. The

effect and impact of the various leadership styles, approaches affecting the employees of the

organisation, and others associated with the organisation is also the part of this assignment

(Croucher et al., 2008). Various types of personal and professional skills have been discussed

to bring them front. Managerial skills have been focused to judge the personal strengths and

weaknesses to get the actual scenario. The personal development plan also has been included.


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Requirement 1:

Task 1.1 Comparison of various Management Styles with Various

Management Approaches

In managing an organisation various managerial styles are followed in various approaches.

They differ from each other in many aspects (Morden, 2004) (Adeniyi & Dr Michael, 2010).

These are:

Styles of Management

Management styles are the ways of how decision making in an organisation takes place.

Managers have to perform various roles in the organisation and the leadership method is

termed as styles of management (Ponzi & Koenig, 2008). The most popular management

styles are:

Autocratic Style: The manager makes decisions unilaterally and does not take intoconsideration of anyones opinion. The manager or the leader leads whimsically.

Democratic Style: The philosophy of democracy is followed in democratic style.Decision of majority is implemented. This is also called participative style of

management since employees get an opportunity to participate in the management of

the organisation.

Bur eaucratic Style: The concept of bureaucratic style came from bureaucracy. Thelengthy process of management chain creates lack of mobility and flexibility in this

style.

Persuasive Style: This is a variation of autocratic style where the manger spends lotsof time in explaining what benefits will bring to the subordinates if her decision is

implemented. The manager tries to persuade the employees to do her job.

Chaotic Style: The manager allows the subordinates to take the total control over thedecision making process. This creates a huge chaos in the organisation.

Laissez-faire Style: The manager acts as an instructor, guide in the organisation. Theemployees manage their own area of work by their own.


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Approaches of Management

The approaches of management are the mode of its development, use of management

theories, styles, and behaviour. By analysing the various ways various approaches have been

emerged. Various research and authors have identified various perspectives in approaches to

management (CBI, 2011) (Dipak, 2012). Among these the popular approaches are:

Empir ical Approach: This mainly deals with various cases and analysis of real lifesituations. Models are formed from these cases. The experiences of others are focus

point of this method.

Human Behaviour Approach: The study of human behaviour and the traits ofemployees are the major concern of human behaviour approach. This relates the good

human behaviour with better output. Understanding relations to manage people better

is the basic feature.

Social System Approach: The studies of social system, cultural relationship, formaland informal environment are the basic elements. To follow the social trend, many

important aspects of managerial theories are neglected.

Mathematical Approach: The different mathematical models are used to form modelsof the real life problems. This plots a trend, equations, simulations, operation research

tools and techniques to analyse and develop an optimal solution.

Decision Theory Approach: The focus point is making efficient decisions. To makethe decision making process efficient various tools and techniques are constantly

used.

Socio-Technical Systems Approach: Both the aspects of social and technical areharmonised here. The rigidness of technical aspect is modified by the consideration of

social aspects. The psychological and regulatory aspects are considered to govern the

organisation.

Systems Approach: This follows a complex and systematic approach to deal. Mutualinterdependence is the basic feature of it.

Contingency Approach: This is used to handle the contingent situations of theorganisation. Both the external and internal situations are managed by this approach

instantly for a short-time necessity.

Operational Approach: This focuses on the role and functions of managers. Theoperations of business are the main point of concentration. Everything other constant,

this emphasises on the operational process of the organisation.


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In fine, it can be said that the styles of management deals with the mode or process of

leading, but the approaches of management deals with the mode of management. The point of

view of these two is very different.

Task 1.2 Characteristics of various Leadership Styles

Characteristics of various leadership styles are as follows:

Characteristics of Autocratic Styles

The leader does not listen to the subordinates and gives orders as per her wishes. The

subordinates opinions are ignored(Daft, 2014). The main characteristics are:

Full control over all decision making by the manager. No consideration of others opinions. Easy implementation of decisions. Effective for a small team. Creates dissatisfaction among the employees. One-way communication. Feedback is absent.

Characteristics of Democratic Styles

The leader takes into consideration of her subordinates in decision making. She follows a

mode of democracy in her leadership (Griffin, 2010). This is very famous among all other

styles. The main characteristics are:

Better participation from the team members. Manager considers others opinions. Ensures diversity in the decision making process. Group bonding in increased. Its a two way communication. Feedback is present.

Characteristics of Bureaucratic Style

Bureaucracy is the basic feature of this style. The mentionable characteristics are:

Decision making process is lengthy.

Lacks flexibility and mobility. High quality decisions are made in this way.


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Independence, creativity cannot develop well within the border of bureaucracy.

Characteristics of Chaotic Style

The main characteristics are:

Gives controlling power to the employees. Creates chaos in the decision making process. This is not efficient process. Not effective for larger organisation.

Characteristics of Laissez-faire Styles

The power is delegated to the subordinates in this style. Leaders dont take part in decisionmaking and subordinates do their works within their scope and make decisions as needed.

The main characteristics are:

Taking decision power is fully given to the employees. Subordinates are highly expert and skilled in their field. Can pose a threat to the organisation. Full freedom is present.

Characteristics of Persuasive Styles

The traits of paternalistic style are very similar to autocratic style but it considers the

advantages and ease of the subordinates (Libbya & Lindsayb, 2010).The main characteristics

are:

Manager spends time to communicate with subordinate. Managers motivate them to get works done by them. Time is saved within the process.

Task 1.3 Evaluation of Communication Process

Communication is the transfer of ideas, information, and messages among two or more

parties. The process of communication in organisation varies from company to company.

Communication process in Uniliver, a selected company, is:


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Giving orders and commands:

Superiors give orders and commands in various ways. These includes-

a) Oral Communicationb) Written Communicationc) Electronic Communication

Receiving Mode of Communication:

The subordinates receive orders and commands in the way communication is made. They

provide feedback to ensure the communication has taken place and they have perceived the

orders (Carter, 2007).

Communication Process:

The key elements of the communication process are:

Sender: The sender sends the intended message to the receiver. Receiver: The receiver or interpreter receives the message. Message:This is the main portion of the intended message. Medium:This is the way of sending and receiving messages. Context: This is called the background of the message. This explains the reason to

communicate.

Noise: Anything that interfere the communication of message is noise. This candistort the actual message.

Feedback:The response of the message is called feedback.Example:

The PNG Ltd. wants to send a procurement order to its supplier. They sent an email to the

supplier mentioning all the details. The order sent is in electronic format, this is the message

from thesenderto the receiverin the contextof supplying. The response of the supplier is the

acceptance of it.

The ways of communication differ widely from organisation to organisation but one thing is

common to allfeedback and response.


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Task 1.4 Analysis of Organisational Culture and its Influence

Culture is the complete set of an organisation that defines the mode of communication, ways

of conducting programs, behavioural styles and so many. This has impact on the human

behaviour and performance of the organisation. Some of the influences it has are:

a) Culture of the organisation defines the boundary of communication among itsmembers.

b) Culture shapes the behaviour and work performance of the employees.c) This shapes the relationship with the stakeholders.d) Culture defines the way of how to behave with the environment of the organisation.

As a result, this defines the usages of various resources available (Sarros et al., 2005).

e)

Culture may change the attitude towards others apart from formal behaviour as seenin corporate culture of Google and Facebook.

Example:

The tech giant Google Inc. has an organisational environment of informal taste. The great

ideas came from the informal culture of the employees. Any new one will have to adjust in

the culture of the organisation. The boredom of the works is vanished away by the informal

cultural settings. If the work environment was in formal settings, then the idea generation

would be stagnant since creativity is hindered by the hard and fast rules. Thus the impact oforganisational culture is immense in the progress of the organisation.

Requirement 2:

Task 2.1 Assessment of my own Managerial Skills and Areas ofDevelopment

My Managerial Skills

As a student, my managerial skills are not of professional level, but have potentials. Have

some expert areas and some improvement areas. Some of the managerial skills are:

Influential Skill

I can influence others when I need to get works done by them. This gives me an extra edge in

the competition.


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Working under Pressure

I can work better under pressure. I dont get lose my nerves in pressure situations.

Good Communication Skill

I have good ability to communicate with different groups, circles, co-workers, class mates

effectively. This is one my strengths.

Good Talking Skill

I can talk with any person in any situation. I have the ability to deliver speech in front of

many people.

Areas of Improvement

Along with various strengths I have some crucial areas to improve:

Anger Management

I get angry very easily. Managers are to keep their head calm under any situation.

Time Management

I face difficulties when I have to manage several tasks in a certain time.

Dealing with Conflicts

Within the organisation various conflicts arises in many times. A good manager can handle

this smoothly. But I have difficulties in dealing with conflicts.

Task 2.2 Analysing Personal SWOT

My Strengths

Some of my strength areas are:

a. I have the ability to influence others to get my work done.b. I have good capabilities to communicate with people.c. I can work smoothly under pressure.d. I can handle various types of persons easily.e. I can focus in the chaotic moments.f. I have good skills in many areas.

My Weakness

Some of my weaknesses are as follows:

a. I have difficulties in managing my anger.


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b. I cant do well when I have tight time schedule.c. I have difficulties in managing conflicts.d. I feel lazy in starting any initiatives.e. I lack stability in my taken decisions.

My Opportunities

Apart from above mentioned, I have some areas of opportunities:

a. I feel cosy in unknown place and working with diversified people.b. I like to learn from my mistakes.c. I can make new relationships easily.d. I can make feel easy with any person.e. I have good alliances with my seniors.

My threats

Some of my threats are:

a. I dont compromise with honesty, ethics and standards.b. I dont like to work with the people whom I dont like personally.c. Preference of old fashioned things creates conflicts among fellows.

Task 2.3 Setting of Prioritised Objectives and Targets to Develop my

Potentials

To achieve the ambition and goals of life everyone needs to develop and prioritise her works,

objectives and targets to attain the ambition and goals. My ambition is to work in the

executive level management of organisation (Sarros et al., 2005). In achieving this ambition,

I need to fulfil some other associated sub goals and objectives. Also need to accomplish some

short-term goals and targets. Some of these are:

Completing Graduation

To fulfil my ambition, I need to accomplish my graduation degree first. I need to develop

myself in these under graduation years to attain my goal.


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Improving Leadership Skill

A manager is a leader (Hitt, 1988) (Abi, 2011). Leading is the top most quality of a manager.

I need to enhance and develop this skill during the under graduation years (Chase, 1990)

(McLeod, 2012).

Developing Emotional Intelligence

In this era the emotional upsurge is a major issue. Since I get angry very easily, that

demonstrates I have few emotional intelligence. I need to develop my emotional intelligence

within my under graduation years (Sparrow & Knight, 2009) (Annie et al., 2013) (Hughes et

al., 2009) (Terrell & Marcia, 2010) (Lynn, 2002) (Bob, 2006).

SMART Analysis:

SMART or S=Specific, M=Measurable, A=Attainable, R=Relevant, T=Time-bound is the

rational analysis tool. The following shows the basic idea of SMART:

Figure 1 : SMART Analysis

My goal is specific to be the top executive of any company. I can measure what amount of

money I have to spend and what the benefits Im getting from environment. Since my goal is

realistic, itsattainable. My study and experience are relevant with my choice. I have set a

proper time-frame for the attainment of my goal.


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Requirement 3:

Task 3.1 Leading and Motivating a Team in Achieving Goals

Leading people is a challenging work. To perform that well the leader has to have many

skills. In developing these skills (Porter, 1985) has suggested many ways. The ways I will

follow to lead and motivate my team is as follows:

Leading the team in Achieving Goals

To attain the selected goals the first and foremost work is to collect and identify necessary

resources. After that I will set specific objectives and sub goals to attain the main goal. I will

assign each of my team members her portion of work to ensure accountability and control.

The defined deadline to accomplish will be set and this will help to measure the progress.

Thus, I will lead my team to reach the goal.

Motivating the Team

Motivation is the process of increasing mental willingness and power to attain the goal. This

also means keeping away from discouragement (Kruse, 2012) (Clark, 2006) (Frank, 1995). I

will motivate my team members in the following ways:

a. Will take their views, opinions in accomplishing tasks.b. Will motivate them personally to get the optimum output.c. Evaluate their progress timely and give constructive feedbacks.d. Will reward on accomplishing tasks efficiently.e. Help them in their personal life if necessary.

Task 3.2 Justification of Managerial Decisions and Recommendations to

Improve

Justification of Managerial Decisions

Managerial decisions are very important for the organization. Any mistaken decision will

affect the organisation and incur great loss (Pratt et al., 1995). Thus, justification in decision

making is to be ensured (Wang, 2011). Some of these justifications are:


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Selection of Attainable Goal

The decision in choosing the goal of the management was right. With the line of this goal, the

other things for instance, the procurement decision to procure from the third party has proved

successful for the mentioned situations.

Performance Measurement

The measurement of performance is a yardstick in measuring the success. Good evaluation

motivates the employees to work harder. The decisions for our company performance

evaluation have proved effective and efficient.

Recommendations

To improve, the following recommendations can be followed:

a. Prompt decision making is to be enhanced. I have lack in this aspect.b. Keeping organised in stressful situation is the quality of a good manager. I need to

develop in this area.

c. Emotional Intelligence or EI needs to be learnt more practically. I lack this quality.

Requirement 4:

Task 4.1 Explaining How Own Managerial And Personal Skills Will Assist

Career Development

To attain professional level characteristics and qualities one needs to develop them from an

early stage and from personal level. Developing a career in management also needs the same

development process. The personal managerial skills will help in the following way in

building a career in management:

a. While entering the corporate world, the personal skills will assist to get the entry passin the corporate world.

b. The personal skills will help to learn and attain professional qualities (Foldy, 2003).c. Personal managerial skills will give assistance along with academic qualities and

certifications.

d. Managers with good interpersonal skills are supposed to perform better.


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The learning of SMART theory has helped to outline the estimated time frame. This is as

follows:

Goal Attainment Estimated Time

BBA 2019

Starting of Job 2018

Savings of $100000 2020

MBA 2023

Joining MNCs 2024

The above has been possible with the help of my managerial education and experience.

Task 4.2 Review of Current Career and Personal Development Needs and

Future Needs

Review of Career Development Needs

My career development plan is suitable for me and it goes with my choice and personality. I

need to enhance my managerial and personal qualities more to be successful. Moreover, my

career development plan is enough to attain my goals.

Review of Personal Development Needs

My personal development needs does not include plan to enhance my personal skills (Porter,

1985). I need to enhance it and include the skills I need to make it fulfil.

Review of Current Performance

My current performance is not up to the mark. I need to develop in the emotional intelligence,

anger management, timeliness, and managing conflicts.

Review of Future Work Plan

To develop my career, my future plan lacks some professional alliances, degrees, skills. I

need to include them and attain them.


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Conclusion:

Professional skill development starts from the personal level skill development. As a result,

to be successful in the managerial career, proper planning to achieve interpersonal skills,

qualities are strongly recommended (Loughlin, 2008). Proper management of personal and

professional life attains the ultimate superior goal. Good skills, attitudes are more important

to be successful rather than degree.


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References:

Abi, O., 2011. Manager to Leader: Skills and Insights for a Successful Transition. CCH

Australia Limited.

Adeniyi, M.A. & Dr Michael, A.A.P.D., 2010. Effective Leadership Management: An

Integration of Styles, Skills and Character for Today's CEOs. Author House.

Annie, M., Richard, E.B. & Fran, J., 2013. Becoming a Resonant Leader: Develop Your

Emotional Intelligence, Renew Your Relationships, Sustain Your Effectiveness. Harvard

Business Press.

Bob, W., 2006. Coaching for Emotional Intelligence: The Secret to Developing the Star

Potential in Your Employees. AMACOM Div American Mgmt Assn.

Carter, C.R..H.T.E., 2007. Organizational determinants of time-based strategies and tactics.

International Journal of Physical Distribution & Logistics Management, 27(8).

CBI, M.i.d., 2011.Performing a competitor analysis for apparel.

Chase, C., 1990. The Manager As Leader. Universities Press.

Clark, , 2006. Motivating to Win!: How to Create, Inspire and Motivate a High Performing

Team : the Story of what Happened when the Business Coach Became a Sports Coach!David

Clark.

Croucher, R., Leigh, S. & Muller, M., 2008. Human Resource Management: a case study

approach. London.

Daft, R., 2014. The Leadership Experience. Cengage Learning.

Dipak, K.B., 2012.Principles of Management: Text and Cases. Pearson Education India.

Fischhoff, B., 1975. Hindsight=foresight:The effect of outcome knowledge on judgement

under uncertainty.Journal of Experimental psychology:Human perception and performance,

1(3), pp.288-99.

Foldy, E.G., 2003. Learning from Cultural Diversity:A Theoretical Exploration. In National

Public Management Research Conference. Washington, D.C., 2003.


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Frank, P., 1995.Don't Fire Them, Fire Them Up: Motivate Yourself and Your Team. Simon

and Schuster.

Griffin, R.W., 2010. Principles of management. 9th ed. New York: Houghton Mifflin

Company.

Hitt, W.D., 1988. The leader-manager: guidelines for action. Battelle Press.

Hughes, M., Henry, L.T. & James, B.T., 2009. Handbook for Developing Emotional and

Social Intelligence: Best Practices, Case Studies, and Strategies. John Wiley & Sons.

Kotter, J.P., 2000. Corporate culture and performance.

Kruse, K., 2012. Employee Engagement 2.0: How to Motivate Your Team for HighPerformance - A Real-World Guide for Busy Managers. CreateSpace Independent Publishing

Platform.

Libbya, T. & Lindsayb, R.M., 2010. Beyond budgeting or budgeting reconsidered? A survey

of North-American budgeting practice.Management Accounting Research, 21, pp.56-75.

Loughlin, M., 2008. Key Element of Total Quality Management.

Lynn, A.B., 2002. The Emotional Intelligence Activity Book: 50 Activities for Developing EQ

at Work. AMACOM Div American Mgmt Assn.

McLeod, A.I., 2012. Self-Coaching Leadership: Simple steps from Manager to Leader. John

Wiley & Sons.

Morden, T., 2004.Principles of Management. 2nd ed. Ashgate Publishing, Ltd.

Ponzi, L.J. & Koenig, M., 2008.Knowledge management: another management fad?.

Porter, M., 1985. Competitive Advantage: Creating and Sustaining Superior Performance.

The Free Press.

Pratt, J.W., Raiffa, H. & Robert, S., 1995. Introduction to Statistical Decision Theory. MIT

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Sarros, J.C., Gray, J., Densten, I.L. & & Cooper, B., 2005. The Organizational Culture Profile

Revisited and Revised: An Australian Perspective. 30:1, pp.159-82.


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Sparrow, T. & Knight, A., 2009.Applied Emotional Intelligence: The Importance of Attitudes

in Developing Emotional Intelligence. John Wiley & Sons.

Terrell, J.B. & Marcia, H., 2010. A Coach's Guide to Emotional Intelligence: Strategies for

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