Change in Perspective of Management This class has had a significant impact on my understanding of the subject of management. The more important knowledge that I have obtained has come from the four main functions of the practice of management. By perceiving the work involved in management into the four functions of planning, organizing, leading, and controlling better clarity on what management is all about has emerged. At the start of this term, I had made it known that I had gained information on many aspects of management, but what was lacking was a clear conceptual framework of the practice of management.
I have gained such a conceptual framework from the concept of the four main functions of management and am now able to perceive the manner in which the finer aspects of management are molded around a core of concept of the functions of management. It is also my perception however, that good managers do not necessarily compartmentalize their actions into any one of these functional areas of management, as their actions could lead to more than one kind of result and nor belonging to the same compartment of each function.
The text book used by us provides real-life managerial situations, which I have found to be extremely enlightening. Managerial decisions are the result of they manner in which they think. The text book portrays unexpected outcomes that are the consequences of these managerial decisions and the many possible outcomes of a managerial decision are one of my enlightening experiences with the text book. In addition the textbook has allayed my fears and apprehensions in comprehending the subject of management. Managers are not super human beings with extra talents and capabilities.
They are human beings like me and are capable of making mistakes. However, they use their training and tools of their trade to guide them to making decisions with the minimal chances of error. Another feature of managers that emerged from the textbook was the creativity they employed ion making decisions. I did not imagine that creative thinking was an essential attribute for a manager, but the text book has enlightened me on this aspect too. The text book has also been useful in removing any doubts entertained by me on whether I have the qualities to become a good manager.
The text book has listed out the traits and qualities that I require to be a good manager. An evaluation of me against the necessary qualities and skill sets show that I am capable of planning and organizing, but need to learn a lot to become a manager with capabilities in all its dimensions. I know now the dimensions of manager that I am lacking in and I have set myself objectives to ensure that I develop the dimensions currently absent in me to become a good manager and leader.
2. Sub-area of Management: Motivating people An important aspect of management is managing people towards a set objective and this involves motivating them and keeping them interested in achieving the objectives. I have learnt that there are several elements that have an influence on their behavior. These elements include personality, ability, self-concept, perception, and attitudes. While I was familiar the famous Maslow’s “hierarchy of needs”, as a theoretical framework for motivation, I have learnt several other theoretical frameworks, widening my knowledge on the theoretical basis of motivation.
The new theoretical frameworks that I have added to my knowledge base consist of “existence related growth”, Herzberg’s “two-factor approach, “needs for achievement, power, and affiliation, Locke’s “goal theory”, and Vroom’s “expectancy theory”. Each of these theories provide valuable insight into how motivation works and the manner in which individuals can be motivated, yet each of these theories in isolation fail to address all the aspects of motivation. This results in a good manager having to be knowledgeable in all these theories and apply them in combination as the situation demands to understand all the intricacies of human behavior to be capable of motivating different individuals.
It is a full understanding of these theories that enable a manager to understand how different individuals choose to apply themselves fully or not cooperate. This calls for the application of a variety of motivational tools that enable the manager in motivating individuals and keeping them interested in their work to increase productivity. The topic of motivation has another aspect of interest for me and that is in motivating me for study and work.
These theories have enabled me to evaluate myself and understand what is it that helps me to apply myself and what is it that prevents me from applying myself to a given task. I have learnt that one of my drawbacks is putting things off and I need to do today what has to be done today, without putting it off. Only when I am capable of motivating myself will I develop the skills necessary to motivate others.
I can experiment with the theories on myself and understand them. Through such n exercise I would have bettered myself and gained insight into the different tools of motivation that I would need to apply with flexibility to address the motivational needs of the unique natures of other individuals. The practical tools needed for this are available in the textbook. I found the motivational tools of empowering employees, job enrichment, and making learning opportunities available as attractive means of motivation, which can be applied by me in my attempts to develop good motivational skills.
From the lecture classes I found the concept of inspirational leader and the need to change the style of leadership depending on the situation and the attractiveness to the employees. Another failing of mine that has become evident from self-evaluation is that future perspectives essentially were concerned merely on getting a job and not building a career. I have now decided that I will become a manager and consider working in such a capacity only after acquiring the required knowledge and skill sets.
I would like to specialize in information management, which has a project orientation, and this means that the positions that I initially take up should give me exposure to project management. To make sure that I proceed in this direction in my career, I intend reading on project management and increasing my certification in this specialized subject through online courses. (3) Information Organization Management From my understanding of management there are essential differences in managerial aspects of manufacturing industries and libraries or information organizations, which stems from the nature of their activities.
A manufacturing industry makes products that are sold only once and the after sales consideration lies in customer support, whereas the products from a library or an information service organization are such that it is a continual service for customers. The consequence of this is that there is a fundamental difference in the relationships with customers. There is a greater emphasis on customer relationship in an information services organization. “The customer is the king” is true any organization, but for organizations that offer the products of information services the echoes of this emphasis ring deeper for retaining their customers is even more important than the development of new customers.
Retention of customers will only happen from satisfied customers. The consequence of this emphasis on customer retention in the information services sector is that projects cyclical and reiterative in place of being linear and close ended as with the manufacturing industry. For example in a library existing books have to be re-shelved on a daily basis. New books, magazines, and the like have be got, catalogues and made ready for circulation on a regular basis.
This means that management has to plan, organize, lead and control repetitive tasks that lack the variety of tasks as in the case of the development of new products in the manufacturing sector. Size of the organization is another essential difference between an information service provider like a library and a manufacturing organization. Libraries tend to be small in size and number of employees, while manufacturing organizations tend to be large in both aspects. The consequence of this is that there is less complexity in libraries.
This can be seen by a comparison of the organizational structure of manufacturing companies and libraries. The largeness of a manufacturing company and the activities involved, lead to the creation of divisions, departments and hierarchies, commonly seen in the large corporate companies, which is absent in even big library organizations. Large corporations attempt to remove the gulf between management and the customers by flattening the structure and bringing decision making closer to the frontline. Such a problem is non-existent for libraries, with the interaction between the librarians and the customers.
The similarity between a manufacturing organization and an information service organization lies in the managerial functions of planning, leading, and controlling. Strategic planning with the setting of goals and their implementation is a common management aspect to both. So is the aspect of interpersonal communication with colleagues and customers. Finally management controls to make sure that goals and objectives are met are common to an information service provider and a manufacturing organization. .