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Examine the extent to which the concept of the Managerial Escalator (Rees & Porter, 2008) fits with the experience of two manage - Coursework Example

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The Concept of the Managerial Escalator Name: University: Course: Tutor: Date: Porter, C. & Rees, W.D., 2008. The Skills of Management. New Zealand: Cengage Learning EMEA Introduction The report on chapter one analysis of The Skills of Management by Rees and Porter will be discussed under the following report headings; 1…
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Examine the extent to which the concept of the Managerial Escalator (Rees & Porter, 2008) fits with the experience of two manage
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"Examine the extent to which the concept of the Managerial Escalator (Rees & Porter, 2008) fits with the experience of two manage"

Download file to see previous pages The authors are seeking to unravel the reasons that people in managerial positions do not bring the best out of people in spite of being in possession of specialist skills. The authors view the specialist background as the pedigree of the vast majority of managers (Rees & porter, 2008, p 3). In their bid to answer to find for a solution; Rees and Porter point out that managers may have been engaged at a lower level in a specialized department. The authors are also setting out on how people acquire managerial skills. Most people in managerial positions have acquired the managerial skills from training, experience or a mixture of the two. The management escalator looks at levels that specialists follow before becoming managers. Most people who end up being managers initially start up as specialist in the lowest levels in the organization. Conflicts may arise between managerial activity and specialist activity because management position calls for exceptional expertise and knowledge for managing people. It also requires managers who are in charge of other specialists to well comprehend the environment because employees have changing needs (Porter & Rees, 2008). Sometimes, managers may have the requisite specialist skills in a certain field, but may fail to bring the best. For instance, a certain IT manager was incredibly brilliant in his technical expertise, but did not have interest in engaging his colleagues. Thus, he was relieved of his duty as a manager (Rees &   Porter, 2008). Management escalator concepts The basic concepts used by Rees and Porter are the need to possess people skills and the expertise skills in management. Technical skills alone are not sufficient enough to warrant a person to hold a managerial office. Specialist skills alone may prejudice one’s ability to identify the managerial aspect in a job, thus making managers engage in improper balance of activities (Porter & Rees, 2008). Additionally, the aspect of job titles creates a specialist culture in many organizations, which is a hindrance to effective management. For instance, a head teacher title conventionally appears oriented towards teaching, rather than management of school and other teachers (Porter & Rees, 2008). Work preferences always make people opt out of managerial position by concentrating on what their specialization is. The reason is that they may pay too much attention in their area of specialization and neglect the managerial work. Too much priority may be given in terms of time, resources and decision making in the areas of specialization, neglecting other aspects of the managerial job. To illustrate this point, Rees and Porter give an example of a cost accountant who was promoted to the general manager’s position. Nevertheless, due to his specialization in the area of cost, the general manager paid much attention on cost control and neglected the marketing elements of his job. The cost accountant was reluctant to consent to expenditure that would have brought significant net income. This denied the organization some profitable opportunities because the cost accounted focused on cost control rather than optimizing the difference between revenue and expenses (Rees &   Porter, 2008). Rees and Porter Perspectives on management escalator In order to address this problem in management, the author perspective is for remedial strategies to be ...Download file to see next pagesRead More
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