Leadership Degree Level - Essay Example

?Question 1. Managers face numerous operational challenges all that require timely yet appropriate responses. This implies that managers must have adequate information about any possible operational impairment at the organization and have the ability to deduce effective responses to the daily operational challenges. This dictates that managers consult widely with other managers and other employees including their junior staff. 2. Consultations requires an outgoing personality, one who is capable to create working relationship with others spontaneously thereby earning both the loyalty and trust of others. This compels junior employees to trust the manager with the problems of the facility thus making the manager adequately informed. Additionally, the manager requires a friendly personality to enable interaction with other top-level managers who are often the policy makers. This way the mid-level manager influences he policies that govern the organization (PETRICK & QUINN, 1997). 3. Management is one of the most vital components in an organization. A manager conceives and supervises the implementation of the day-to-day operational policies of an organization. In doing this, managers perfume a number of functions including planning, organizing and controlling the resources of the organization in order to achieve the set objectives of the firm. In doing this, managers must posse a number of skills key among which is versatility. This refers to the ability to adapt to different situations and work with different people within a short period. Time is normally of essence in the management process and managers therefore need to possess the proactive personality (Thomas & Michael, 2001). One, which is capable of identifying problems and immediately conceptualize a solution. Proactive personality unlike the reactive personality foresees the probable problem and works out the possible solutions thereby cushioning the organization from incurring losses. 4. The position of a store manager is integral in the operation of the organization. A store manager plans for the resources kept in the store and provides a detailed account of their daily condition and ability to work efficiently. As a store manager, therefore one requires a number of basic management skills key among which include the dedicated personality. 5. Management is tedious and therefore requires dedication to ensure that one completes his tasks in time. Dedication to the organization results in the development of the spirit of patriotism. Such a feeling is motivational since it makes one become more accountable with the resources at the organization thereby preventing any form of wastage or misappropriation of the organization’s resources. In retrospect, the spirit of patriotism natures a more accountable personality within the managers thereby ensuring the conservative use of the resources. Such a personality is of immense importance to a store manager since he accounts for every resources that leaves the store. 6. A proactive individual is industrious and portrays commitment in his roles at the organization. Proactivity is the ability to predict future situations and therefore make present decisions to influence the productivity of the future. This requires adequate research skills and the ability for one to commit to the job in order to carry out such effective market researches. It is important for managers to commit to their duties since the position includes the management of all other resources including the human resource. The human resources present different personalities and are often numerous yet they all require effective understanding. The store manager is in control of all the organization’s resources and works with numerous other human resources to ensure the completion of the daily assignment. This requires commitment to develop favorable policies that motivate the labor and encourage the appropriate management of the other resources. Question 2 Action plan Month 1 and 2 The plan runs for a duration of six months, a time within which the manager should acquire an effective understanding of the operations at the new organization and therefore take over actual management. Six months is an adequate amount of time to gather the necessary skills and expertise to enable one serve as a store manager. The most important requirement is the academic qualifications, which often infers that one has appropriate academic content to understand the operations of a business institution (GOODPASTER, 1984). Through constant consultations and interaction with other members of the staff, experience acquisition comes naturally through keen observation and evaluation of other manager’s actions. Month 3 With the appropriate knowledge, one would simply require an effective orientation to learn the operations of the organization. Orientation is a brief inauguration process that does not require more than one week. However, the ability for one to have an effective understanding of the organization takes time and depends on the personality of the individual. Painter, (2012) asserts that a manager requires the full understanding of the organization before he begins formulating and implementing any operational policy. As a new manager, one joins a previously functioning system. It is therefore imperative that a new manager humbles himself and learns the operations of the organization before conceiving any new policies. Change is a process that requires steady but seamless introduction. An abrupt introduction of new policies results in shocks, which may impair the profitability of the organization (Constantinides, 2006). As a new manager, one should spend more time with learning the new environment thereby learning the operations of the facility. This gives one an appropriate opportunity to interact with other staff members. This is an important period, which dictates that the manager portrays his socialization skills and therefore develop working relationship with other staff members. Month 4 Bakan, (2004) explains that the orientation period should last a month a period within which the manager learns of the operational features of the department and observes the most essential operational flaws. This gives an appropriate springboard through which to introduce operational changes. The next two months therefore include the introduction of new operational policies in liaison with other managers and the junior employees at the department. Throughout this process, it is important that one increase his knowledge base with continuous learning. This provides one with the understanding of the management discipline by providing knowledge of the developing technologies of the profession (Bowers, 2009). Continuous learning is both costly and time consuming but the manager must always create time to ensure that he stays in touch with the technical operational developments in the profession. Month 5 and 6 Besides the continuous learning process, which runs for the entire life of the career the first six months, are always a learning duration for the new managers. Additionally, the manager needs to use this period to make the basic changes, which promise to increase the productivity as bestowed in the organization’s objectives (Willey, 2012). The period gives the manager an opportunity to try new ideas and observe their outcomes. However, it is important that the manger foster productivity since the organization take this preliminary period assessing his performance. The period therefore incorporates extensive consultations with other stakeholders and managers in the organization (Florian & Tony, 2012). Bibliography Bakan, J. (2004). The corporation: The pathological pursuit of profit and power. New York: Free Press. Bowers. J. (2009). A Practical approach to Employment Law, Oxford, Oxford University Press. Constantinides, E. E. (2006). The marketing mix revisited: Towards the 21st century marketing. Journal of Marketing Management, 22(3/4) 407-438. Florian, R & Tony B. (2012). Mind mapping for dummies, New York, John Wiley and sons. GOODPASTER, K. E. (1984). Ethics in business. Boston, MA, Division of Research, Harvard Business School. Painter, R. et all. (2012). Cases and Materials on Employment law, Oxford, Oxford University Press. PETRICK, J. A., & QUINN, J. F. (1997). Management ethics: integrity at work. Thousand Oaks [u.a.], Sage. Richard, B. (2003). Vocational business training, developing and motivating peope,. New York: McGraw-Hill. Thomas, D. & Michael, C. (2001). Successful Management Projects. Oxford: OUP Publishers. Willey B. ( 2012). Employment Law in Context. An introduction for HR professionals. Harlow, Pearson Longman. Read More