Case Study: Management Skills | Example

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En provenance du cours de University of London

Management Skills for International Business

160 notes

University of London

Management Skills for International Business

160 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 www.londoninternational.ac.uk/mba This course is endorsed by CMI

À partir de la leçon

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]

So, we've had one example of a manager that's fairly senior and

some of the key traits that would demonstrate.

And I've brought in an example from my own experiences as well of a senior manager,

and the key traits that he demonstrated.

What about at a slightly lower level in your experience?

Any particular examples of the Fayol or the Mintzberg

frameworks being applied or that you've applied yourself?

>> Yeah, I think it is difficult to sort of pinpoint people who

can show these competencies in those two models across the boards.

And I think again,

that just illustrates how difficult it is to apply these theories in the real world,

in the sort of hustle and bustle and fast paced environments.

It would be great to show all of them but it's very difficult to do so.

>> And are there any particular skills,

I'm thinking about perhaps a time when you had one of your managerial roles,

any particular parts that perhaps you've applied?

I mean, I know from for example the conversations you've had with me that you

saw being a figure head, the head of your team was something that you

held as being really important because you were their manager and

you were there to work alongside with them nevertheless you would figure head and

accountable for the organization.

>> Yeah absolutely, yeah I took that role as a leader very seriously.

So yeah, I did think to myself as a figure head for

that group of people try to lead by example and

lead them through the process [INAUDIBLE] >> And if you refer to for

example Fayol's framework, one of the examples in there of all

the different principles were outlined, was the importance of everybody at every

level really understanding what their responsibility is in an organization.

And also buying into that organization.

If you are at level of management or

whatever level, you have an organization responsibility to carry out,

filter down for sure, but the mission statement of that organization.

So, only a team leader level saw himself as a figure head.

By being a figurehead, effectively, he's an organization ambassador.

The example only gave a senior manager as I did.

They were figureheads but they were also organizational ambassadors.

In my experience, in various roles I've had working for

an employer, there are different examples of managers who worked for me.

And the ones that I'm thinking of now gave some really good examples of applying

different parts of both frameworks that we've looked at.

One particular individual, her leadership style, so leadership and

management is an area that we're looking at elsewhere this week.

But her leadership style, many would say was perhaps

a little bit autocratic, a little bit democratic.

But nevertheless, in terms of Fayol and in terms of Mintzberg,

enormously clear structure.

Enormous clarity of communication.

Enormous clarity about what each individual in her team had to do,

to what level, at what rate, to what standard, and by when.

Real clarity right away through.

And in a way, that's an application of Taylor's principle as well.

So, Taylorism and Fayol's perspective, there are some analogies.

How successful was that particular team?

Well, for those that were in that team that enjoyed that approach, the real

well-structured, real clarity of vision, clarity of purpose, really enjoyed.

For those that didn't enjoy that clarity of management so

much, it was a little less comfortable.

Another example, another one of the managers that work for

me in the same organizational scenario was

a lady who had a team, I remember where she had 11 individuals.

And this particular case demonstrates perfectly

how you can get the most of the resources that you have available.

This particular group had a lot of experience.

They'd worked for this organization for a long period of time.

What they were a little less comfortable with was change.

And so with my responsibility right at the top end,

leading everybody through change was the way it was.

So this particular manager had to lead these 11 people and

her role is figure head through the change as well, was very high challenge.

But in the end, the way that it was done,

was by lots of clarity, lots of unitary purpose so

really clear about where we're trying to get to what the vision was about.

And then at different levels, at different speeds, not everybody, but

most of that team began to come along side.

It took a little bit of time.

It was a little bit painful at times.

But, nevertheless, slower progress and

perhaps elsewhere in the organization but nevertheless, progress was made.

So, what did we learn from that case study?

We learned that,

as a manager, you have the resources that you've got in front of you.

And, wish, as we all might, to have something different,

that's not always the way of the world.

What that means is,

you have to manage the resources you've got, to the best you possibly can.

And if you do follow the philosophy that everybody has potential to develop,

then there is always potential.

But you sometimes could be restricted by the resources that you have

in the first place.

[MUSIC]

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