Chapter 1: Management 101
Management is
defined as the organization or coordination of the activities of a business in
order to achieve defined objectives. Management includes: Teamwork
Communication Objective setting Performance appraisal.
It can also be
said that management is the process of identifying problems and resolving
conflicts within a team in order to increase productivity and create an
adequate work environment for all individuals. Management is both art and
science. The primary goal of this type of management is to create a meaningful
experience.
Chapter 2: Principles of Management
Division of work
Authority and responsibility: With
authority, the superiors have the ability to issue their commands, but
responsibility means they have to accept the consequences of their commands (good
or bad).
Discipline: It refers to obedience and
acceptable conduct between all people in the workplace.
Unity of command: According to this
principle, subordinates should receive commands from one superior only.
Receiving commands from more people creates confusion and decreases
productivity which leads to conflict.
Unity of direction: All people who work
within the same activity should pursue and understand the same objectives.
Subordination and individual interest: personal
interests of individuals should never prevail over the interests of the
company.
Remuneration: This management principle
declares that workers should be paid sufficiently and the amount of money they
receive should be: Fair Reasonable Rewarding of effort.
Degree of Centralization: Central
management is the practice where the decision-making authority is always someone
at the top management. Decentralization is the practice of sharing some authority
with the lower levels. Adequate management and team leadership should
incorporate both practices in proper balance.
Scalar chain: clearly defines
everyone’s role which leads to increased productivity and a respectful
workplace environment, which helps to lower conflicts.
Order: Social – ensures a stable work environment for people based on
mutual respect which guarantees a fluid operation. Material – ensures efficiency and safety for all people.
Equity: A good manager is one that is
fair, impartial, and who gives equal attention to all people in the team.
Stability of tenure and personnel: period
of service should not be too short and that the members of the team,
organization or company should not change positions frequently.
Initiative
Esprit de Corps: Team spirit leads to
increased productivity.
Chapter 3: Management Styles
Directive or autocratic
“Do what I tell you and as I tell you”
attitude. This management style can be effective in some cases: When there is a
crisis At the time of risky deviations. This management style is not effective
when: Employees aren’t developed enough. Employees are highly educated and
skilled
Authoritative or visionary
The manager is
firm but fair Employees have a clear direction on what to do The manager
provides detailed feedback about the employee’s performance in relation to
certain tasks. Authoritative management style is effective when: Certain
standards and clear directions are needed The manager is credible and competent
to do the job. This management style is not effective when: Some employees are
not developed The manager is not credible or competent to do the job.
Affiliative
“People first, work second” type of manager
Manager is focused on avoiding conflicts and creating a stable work environment
Manager motivates workers by trying to make them happy. This management style
is effective when: It is combined with other management styles The tasks that
team members have are routine It also involves help and counseling There is a
conflict that has to be resolved. This management style is not effective when:
There are crisis situations that require better leadership The performance of
the teams is not adequate.
Participative or democratic
Manager allows
the employees to take part in the decision-making process Manager motivates
employees by rewarding team effort Everything is agreed by voting and
prevalence of majority The communication is extensive in both directions
(employees – managers and vice versa). This management style is effective when:
All employees have to work together Employees are credible and have enough
experience Work environment is steady. This management style is not effective
when: Employees are not coordinated There is a serious crisis – there is no
time to meet and listen to everyone’s input The task is competitive and
requires closer supervision.
Pacesetting
Manager does a
lot of the work Manager requires employees to follow his or her example Manager
motivates employees by setting high standards. This management style is
effective when: The work environment is highly competitive Employees are
motivated The task does not require too much coordination Employees are experts
in a certain business. This management style is not effective when: The task
requires coaching, coordination, and development The task requires assistance
from others.
Coaching or laissez-faire
The manager is
dedicated to the development of employees The manager encourages employees and
helps them improve their performance The manager provides professional
opportunities in order to motivate employees. This management style is effective
when: The type of task requires development of skills Employees are motivated. This
management style is not effective when: The manager doesn’t have enough
expertise to develop employees There is a crisis in the company The performance
is not at a high enough level.
Other management styles
Consultative, Persuasive,
Chaotic, Management By Walking Around (MBWA), Asian paternalistic
One management style cannot be appropriate
for all problems and situations that can occur; therefore having versatile
management styles is the key.
Chapter 4: The Purpose of Management
Incorporating
quality management with quality performance usually results in success of the
business.
According to
Fayol the purpose of management is to: Organize, Plan and forecast – the “flow”
of the process,
Control, Command,
Coordinate
Chapter 5: The Importance of Management for
Business Success
Management can
make or break a business. Management includes strategic planning, managing
resources, setting objectives, motivating employees, and deploying financial
assets. Effectiveness is the
relationship between the goals set by the manager and the team that is supposed
to achieve these goals. Efficiency
refers to the association between the achievement of the goals and resources.
Chapter 6: Managerial Roles
Informational managerial roles: Monitor,
Disseminator, Spokesperson
Interpersonal managerial roles:
Figurehead, Leader, Liaison
Decisional managerial roles: Entrepreneur,
Disturbance handler, Resource allocator, Negotiator
A good manager
of a team or entire business can never assume one role. These roles overlap and
it is up to the manager to learn how to balance them and manage the team or
company effectively. According to Mintzberg, the ideal manager is the one who
implements various management styles and roles according to the situations,
tasks, and team members.
Chapter 7: Why is Teamwork Important
Teamwork doesn’t
mean that everybody within that team is doing the same thing. It means that it
is a process where the sum is greater than the parts. Every team member has his
or her own task and works together with the rest of the team to achieve one
goal - success.
Chapter 8: How to Be a Good Leader
Good team
leaders are compassionate and possess integrity, but they also educate and are
informed about the qualities they should possess and manners they should use
when managing their teams.
Communication, Organization,
Confidence, Respect, Fairness, Integrity, Influence/Commitment, Delegation, Facilitation, Negotiation, Positive attitude,
Creativity
Chapter 9: Delegation
Delegation is
defined as the reassignment of authority or responsibility to another person
(usually from manager to team member).
When you are
deciding whether to delegate, consider:
Time – whether you have enough time for
delegation.
Availability – whether someone is
available to perform that task.
Criticality – whether the task is
critical to the success of the project or business.
How to delegate?
Delegation
requires high communication skills in order to explain to employees what is
expected of them.
Clarify expectations – you should be
able to explain to the team member to whom you delegate what you need from that
person and why that work is important.
Request updates – in order to make sure
the person to whom you have delegated the task is performing it according to
the plan, you should establish checkpoints.
Delegate the task, not the process. As
a good manager, you should always strive to focus on the result of the process,
not the process itself.
Define your own role – before you
delegate the task, you should explain to the team member how much support you
will provide.
Explain the consequences – prior to
delegating, you should explain what the end result of the task would mean.
To whom to delegate
Organizational structure – you should
always delegate to people who work for you.
Staff buy-in – depending on the task,
you should include the entire staff in discussion about the delegation.
Team vs. individual – some tasks can be
conducted by one person. However, some tasks require more people.
Competency – in order to delegate
successfully, you should make sure the person to whom you delegate is competent
and credible.
Chapter 10: How to Earn Trust from Team
Members
You can’t make
employees trust you; you have to earn their trust.
Build rapport, Diplomatic
approach, Establish your credibility-people trust managers who don’t only tell
them what to do, but who teach them how to improve, Resolve conflicts, Be a
good communicator-you should also try to get to know the people on your team, Empower
the team
Chapter 11: How to Build Trust Within the
Team
How the team members lose trust
Inconsistency – there is nothing that can confuse or
frustrate people more than inconsistency. When there is a lot of inconsistency
within the team, people are frustrated and that increases the rates of
conflict, Seeking personal gain, Withholding information, Lies,
Close-mindedness-All the points mentioned above can result in conflicts or with
an unstable and hostile work environment and it is the manager’s job to resolve
these issues.
How to build the trust within the team
Motivate all
team members to finish all tasks successfully which will restore consistency in
the group. Always stress to the team members that interests of the overall
business are a priority and you, as a manager, will never prioritize personal
gain, and that team members should follow this example. You, as the manager of
the team, should provide the same quantity of information to all team members. Lies
and deceptions on the workplace should never be tolerated, and you should deal
with these situations according to the rules or codes already determined by the
business’ policy. One of the roles of managers is to make sure that all team
members express their opinions or beliefs. Managers should also point out and
prove to team members that their success (and success of the business overall)
depends on their mutual collaboration and respect that is based on trust.
A good manager
is the manager who makes all team members feel included in the workplace and
has to make sure all members realize they are equal. The manager’s job is also
to provide the purpose for the team members.
Chapter 12: How to Manage Teams
Team management problems: Lack of trust,
Fear of conflict, Lack of commitment, Avoidance and accountability, Inattention
to results,
Elements of a healthy team: Cohesive
leadership-This also shows that the team is united and the entire business is
heading in the same direction, Effective communication, Common goal, Defined
team roles
Fixing problems in the team: Various
team building activities-Back to back drawing, Human knot. Volunteering, Physical
activities , Field trips, Share meals-managers should allow all members of
their teams to go to coffee break or lunch break together. Having an analytical
thinker also helps build and maintain the balance in the team. An analytical
thinker is the person who pays attention to every detail; something that other
people (even you) could miss.
Basic team management
skills: Plan-Good management is based on thorough planning. Without a good
plan, you will not be able to succeed, Organize, Direct, Monitor
Chapter 13: Common Management Mistakes
Not providing feedback- It is the
manager’s job to check the members’ performance and provide the feedback.
Not having time
for the team.The manager is the one who is supposed to lead the team and you
should always find time for the members.
Too relaxed attitude- The best solution
is to incorporate different management styles according to the specific
situation.
Failing to define goals- One of the
most important aspects of the manager’s job is to be able to define all goals
clearly. Team members, employees, etc. should be able to understand what you
want from them.
Lack of dedication and commitment
Conclusion
The final advice
for you is not to be afraid of stating your own opinion and making your own
decisions. You are the manager and as a manager, you should be able to work in
the best interests of the business.
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