Recommendation for Managerial Skills Development Essay Example

  • Category:
    Management
  • Document type:
    Assignment
  • Level:
    Masters
  • Page:
    2
  • Words:
    776

Recommendation for Managerial Skills Development (4)

MIT SYDNEY LANGUAGE CENTRE

Recommendation for Managerial Skills Development

As far as the details of the interview are concern, the MIT Academic manager seems indecisive in performing his role and choice of leadership style. Although there may be some clear benefits in his democratic or collegial management, his leniency to his team particularly in dealing with critical decisions is likely to lead in greater managerial problems. This is because agreements that were largely based on compromise of result to inferior solutions (Marriner-Tomey 2004, p.292) particularly when a certain manager frequently embraced other people’s view rather than contemplating for the most appropriate solution or insisting on the merits of his ideas.

Since values are the most “stable & enduring” (Week 2 Seminar Notes, Slide 5) of all human qualities, it may be necessary to re-examine his values since aside from its motivational effect (Week 2 Seminar Notes, Slide 5), effective leaders with strong values excel and do not hesitate to accomplish any task even in the face of enormous difficulty (McConnell 2010, p.274). His admission that he was for the most part cautious about his own thoughts and feelings while dealing with his team is an indication of complacency which regrettably inhibit creative problem solving skills (Week Seminar Notes, Slide 10). Moreover, a manager should be a “good coach” (Week 4 Seminar Notes, Slide 7) but with such attitude and tendencies to avoid workplace conflict, such beneficial managerial skill may not materialise.

In a macro environment where a leader have little or no control such as MIT’s decreasing enrolment due to changes in immigration law, the industry’s declining reputation caused by deceitful or incompetent schools, and the fluctuating Australian economy affecting dollar exchange rate, managers should be more aggressive and carry out strategic decisions. This is the stage where a leader’s interpersonal style can do wonders in motivating employees to accept and carry out change (Cascarino & Esch 2006, p.82). However, realization may not possible because these changes are currently a threat to the MIT Academic Manager’s comfort zone.

Despite the significant contemporary issues in his organisation, the deficiency in self-awareness clearly prevents the Academic Manager from performing well and for this reason, it may be necessary to recommend an immediate and well-informed solution. The manager’s self-awareness should improve and this can be done by self-examination and acceptance of the fact that he should live by organisational values and beliefs rather than his own desires and personal philosophy (Vallabhaneni 2008, p.113). As mentioned earlier, his values should be use to motivate people and strike a balance between the organisation’s economic performance and excessive socialisation (Week 2 Seminar Notes, Slide 5).

His interpersonal style should be more aware of the benefit of effective communication to change management (Week 4 Seminar Notes, Slide 5) and the impact of self-orientedness or lack of emotional maturity in the quality of managerial decision (Cecil & Rothwell 2006, p.333; Goodstein & Lubin 1979, p.46). He may also need to reduce his level of optimism (Week 2 Seminar Notes, Slide 9) and should not expect that norm and policies will bring the organisation to its desired destination since there is more in management than guidance. In fact, there is a need to control individuals and groups interactions before they can achieve the desired organisational goals (Week 2 Seminar Notes, Slide 10).

The ability to master oneself coupled with recognition of his own sensitivity, emotional intelligence, and the impact of his behaviour to the future of the organisation can lead to better management since these skills will enable him to select the most effective and acceptable behaviour to run his organisation.

References:

Cascarino R. & Esch S, 2006, Internal Auditing, Juta and Company, Lansdowne, South Africa

Cecil R. & Rothwell W, 2006, Next Generation Management Development: The Complete Guide and Resources, John Wiley and Sons, San Fracisco CA, US

Goodstein L. & Lubin A, 1979, Cases in Conflict Management, Routledge, US

McConnel C, 2010, Umiker’s Management Skills for the New Health Care Supervisor, Jones & Bartlett Learning, Massachusetts, US

Marriner-Tomey A, 2004, Guide to Nursing Management and Leadership, Elsevier Health Sciences, Missouri, US

Vallabhaneni S., 2008, Corporate Management: Governance and Ethics Best Practices, John Wiley and Sons, New Jersey, US

Week 2 Seminar Notes, 2007, Management Skills: Developing Self-Awareness, Managing the Environment, Forming into syndicate teams, University of Western Sydney, Australia

Week 3 Seminar Notes, 2007, Management Skills: Managing a Healthy Workplace, Solving Problems, Building Effective Teams, Work-Shopping the Assignments, University of Western Sydney, Australia

Week 4 Seminar Notes, 2007, Management Skills: Discussion of Team Project Proposal, Communicating supportively, Motivating Others, Work-shopping the Assignments, University of Western Sydney, Australia