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11 Cards in this Set
- Front
- Back
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core managerial roles |
1) interpersonal - leadership, liaison, figurehead 2) informational - monitor environment, disseminate info, spokesperson of ideas 3) decisional - initiator of change (entrepreneur), allocates resources, negotiator, troubleshooter |
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managerial functions |
1) controlling - monitoring and resolving performance gaps, addressing constraints that hinder performance 2) organizing - establish systems to coordinate and organize activities 3) planning - providing direction for actions of others, defining goals/objectives 4) leading - people-oriented, influencing actions of others, support goal attainment, act as coaches |
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cluster of managerial skills |
1) human relations and communication 2) competitiveness and control 3) entrepreneurship and innovativeness 4) order and rationality |
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most frequently cited managerial skills |
-verbal communication and listening - managing time and stress -team building -managing conflict -delegating -setting goals -motivating others -problem solving |
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emotional intelligence |
1) self-awareness - understanding one's emotions when interacting with others 2) self-control - regulate one's emotions 3) motivation - channelling emotions in support of one's goals 4) empathy - reading and responding appropriately to emotions of others 5) interpersonal skills |
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project management |
day to day functioning of the manager in the accomplishment of the plan determination of the resources required to achieve an objective and the ability to organize the resources and deliver the product within the timelines and budgetary constraints are key as well. While these skills are invaluable the ability to merry them up with an emotional intelligence skills is the key to success. |
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models of management skill development share 4 commonalities |
initial skill assessment (motivational), skill acquisition (learning), practice (self-efficacy ) and application (transfer). |
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content of management development programs |
1) conceptual skills - a) problem solving/decision making - definition of the problem, generation of alternative solutions, evaluation/selection of a solution, implementation of solution/follow up b) planning - clarification of goals, SWOT analysis, translate results into action c) performance management/goal-setting - assess performance of people, establish goals to encourage behaviour, perform. appraisals 2) technical skills - workshops, reading 3) interpersonal skills - a) communication - recognize own biases and styles, their frame of reference, how they are affected by their values, their trusts/distrusts b) managing conflict c) managing stress - change environment to remove stress or change how you cope to stressors, recognize signs of stress |
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experiential learning |
experiences that include skill practice exercises that actively engage and involve the learner. big focus in management development. feedback, role play, simulations - builds hands-on experience for procedural knowledge, contributes to self-efficacy which contributes to transfer of training |
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3 approaches to management development |
1) management education programs - MBAs, college classes, etc. 2) management training programs - outdoor wilderness training for life experience, usually focus on specific skills 2) On-the-job opportunities - job rotation, coaching, and mentoring |
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characteristics of coaches |
1) goal orientation 2) challengers - challenge beliefs, critical in constructive way 3) person-focused |
