Ashridge College | Management Styles

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En provenance du cours de University of London

Management Skills for International Business

172 notes

University of London

Management Skills for International Business

172 notes

Cours 2 sur 6 dans Specialization International Business Essentials

This course focuses on a range of management techniques. You’ll discover the main skills and competencies of effective leaders, and how to distinguish between management and leadership. The course will cover team dynamics, how to build effective relationships, key motivation theories, and how to use communication to best effect. This course forms part of a specialisation from the University of London designed to help you develop and build the essential business, academic, and cultural skills necessary to succeed in international business, or in further study. If completed successfully, your certificate from this specialisation can also be used as part of the application process for the University of London Global MBA programme, particularly for early career applicants. If you would like more information about the Global MBA, please visit https://mba.london.ac.uk/. This course is endorsed by CMI

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How to Measure a Manager's Level of Effectiveness

This week we will be looking to explore the following key areas;<BR>* the key aspects of management, both in theory and reality<BR>* the similarities and differences between leadership and management<BR>* how the stakeholder added value of a manager’s contribution can be measured<BR>* the essential requirement for a manager to embrace and successfully manage change<BR><BR>At the end of this week, learners will be;<BR>(1) able to understand and apply the key attributes of a manager<BR>(2) aware of the possible differences between a leader and a manager<BR>(3) able to measure levels of a manager’s performance and organisational added value<BR>(4) familiar with the key stages of effective change management

Key Concept: An Introduction to Frameworks of Management Roles1:37

Key Concept: Mintzberg's Framework of Ten Management Roles and Fayol's Principles of Management13:31

Key Attributes for an Effective Manager16:51

Key Skills from the CMI | Paul Taylor11:58

Key Skills from CIMA | Interview with Andrew Harding9:30

Attributes of a Manager: Decision Making | Interview with Andrew Harding5:00

Interview with Jan Cameron | Key Management Skills10:25

Ashridge College | Management Styles3:48

Case Study: An Introduction to Management Skills0:50

Case Study: Management Skills | Example6:20

Rencontrer les enseignants

David James
Founder and Director, DJ Learning Ltd
University of London

[MUSIC].

During this week we'll be looking at different types of management and

leadership techniques.

And you're already have come across a number of different frame works

that propose a number different ways and styles in which you can lead and manage.

In this video, we'll be looking at the Asheridge framework that forwarded

four different management styles.

With all of these frameworks, we need to be quite careful,

because sometimes there's a perception that you ought to be a particular type

of manager and demonstrate a particular style.

We need to be quite cautious if we hold that view, simply because if we look at

any model we would probably able to find a situation where each particular style

could and possibly should be applied.

With the Asheridge framework, then, there are four stars.

The first of which is towels, sometimes known as autocratic.

In this situation, a manager makes all the decisions, and

effectively gives instructions and the arrangement is,

everybody would expect to be in advance of what was said.

So in other words, the manager states whatever needs to be done,

everybody else needs to fall in line.

And the example of where this could work well is if there was a need to evacuate

premises.

Where clearly there is going to be a need for direction and

control just to get everybody out.

Or, if you were working in the Armed Forces,

where some decisions in particular situations need to be taken very quickly

and with a great degree of direction in instruction.

The second approach forwarded by Asheridge framework is cells.

This is about when the manager looks to give a vision to paint a picture,

to give a compelling reason.

Why employees need to buy in and except what's being said.

That vision needs to be really, really compelling to get

employees to really lock in with what's being said, almost without question.

The third area is what we call consults.

Consults is also know as participative.

This is where a manager would confer with the team and

discuss what needs to be done.

However, at the end of that situation, the manager would still take and

would be expected to take the decision going forward.

And then the fourth of four areas afforded by Ashridge is joints and consults.

Now this is where managers and team would work together,

discuss a particular situation, look at the various options, and

then agree together what needs to be done.

And this is where we would have a consensus.

So the four approaches proposed by this Asheridge

framework are tells, sells, joins, and consults.

Take time to think about which of these approaches

apply in your workplace and how well they work.

Think about particular examples and reflect on what could be done differently,

or what can be built on to be even better next time.

[MUSIC]

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