PPD - Management
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- Created by: cxxtlxn
- Created on: 24-01-18 17:19
Management/Leadership
"A good manager is good when people barely know he exists, not so good when people obey & acclaim him. Even worse when people despise him" - Lao Tzu
Not all managers lead, but all leaders manage.
Leadership styles:
- Autocratic/authoritarian
- Participative/democratic
- Laissez fair/free rein
- Narcisstice
- Toxic
Leader Characteristics
- Innovates
- Original
- Develops
- Focuses on people
- Inspires trust
- Investigates reality
- Long range perspective
- Asks what/why
- Eye on horizon
- Own person
- Challenges status quo
- Does right thing
Manager characteristics
- Administers
- Is a copy
- Maintains
- Relies on contol
- Accepts reality
- Short range view
- Asks how/when
- Eye on bottom line
- Imitates
- Accepts status quo
- Does right thing
- Classic 'good soldier'
- Focuses on systems/structures
Leaders vs Managers
Leaders =
- Having a vision
- Having strategy/strategically thinking
- Envisaging future
- Influencing/motivating group towards goal
- Change
Managers =
- More concerned w/ implementing others plans/strategies
- Concerned w/running their part of business
- activities designed to produce 'consistency & order
Wellington (2011)
Management is...
- About getting results
- Building/maintaining team
- Developing individ team members
- Coordinating efforts to achieve objectives
- Setting direction for individs
- Establishing/maintaining relationships w/ stakeholders
Every team member should
- Know what theyre doing/where team is heading
- Recognice when they've arrived
Perren & Burgoyne (2002)
- Framework of management/leadership abilities
- Meta analysis - 1013 abilities.
4 sets of abilities
1. Manage/lead people 2. Manage Self
3. Manage relationships 4. Lead direction/culture
3 sets of task abilities
1. Manage info 2/ Manage resources 3. Manage activities
- Set of abilities concerned w/ thinking strategically
- Range of abilities that improve/maintain good performance
Retention
- Voluntary process that encourages/motivates people to stay for max period of time.
Retention over time
- Focus changes dependent on economic conditions
- Outside of recession - 'war for talent'
- During reccession - retention isn't focus
- Post recession - turnover @ high levels
- Turnover rises when organisational change
Staff turnover - impacts
- Some industries can handle higher level of turnover - Fast food = over 300% (avg. 4 months)
- Professional services organisations rely on personal relationships between employees & clients
- 10%+ turnover = damage causing
Staff Turnover - Positives
- 'Fresh blood'
- Avoid staff becoming stale/stunted
- New ideas/experiences
- More dynamic
- Managers can control labour - don't have to hire until ready
- Keep redundancy bills low
- Functional rather than dysfunctional
Staff Turnover - Negatives
Cost
- Advertising for replacements
- selection process
- induction
- training
- poorer initial performance
Human capital - lost resources (time/money)
Work for competitors
Negative message - poor image - people would rather work elsewhere
Retention strategies
Pay
- Those w/ better reward packages have lower attrition rates (Gerhart 2009)
- Pay - satifier/less important than other reasons
- Benefit packages - less easily imitated/have high impact
- Pensions
Managing expectations
- Realistic job preview
- High hopes - dashed by reality
- Balance needed at recruitment stage
Retention Strategies
Induction
- Easy to overlook
- Helps people work effectively ASAP
- Understand basics - how role fits
- Info on business strategy/aims transmitted
- Psychological contract
- Cultural messages/expectations
Family Friendly HR Practices
- Maternity leave, career breaks, job share, flexi time, childcare vouchers
- More women with kids than women without
- 5-10% of people leave b/c of 'family/personal' reasons
- 21% leave to look after/have kids
Retention strategies
Training & Development
- Debate
- Training increaases commitment
- BUT makes people more employable elsewhere
- Type, source & funding
- Employees feel valued (CPD)
Improving Quality of Line Management
- Addressing management performance - management is difficult
- Selecting managers based on supervisory capabilities
- Training of managers in supervision
- Appraisal of managers
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