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Management Practice Farzana Valli (2) Flipbook PDF
Management Practice Farzana Valli (2)
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Lancashire School of Business and Enterprise
Coursework Cover Sheet HR1027 Magazine
Students should add this coversheet, to the start of their powerpoint before PDF submission through Turnitin. Module Tutor: Cheryl Gordon Module Title: Management and Practice Module Code: HR1027
Programme Title: BA hons HRM Year of Study: 1
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Using theory to support understanding of current management Theory supported discussion of management practice Analysis of your practice and skills
Presenting yourself as a manager
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Management Practice Farzana Valli Property Professional Customer Focused Tenatious
Project Management Articulate Strategic Collaborative Legal
Abo ut m e I am a highly experienced Property Professional with a background in Law (conveyancing) and more recently within social housing sector. My specialism is within Leasehold Management, with a particular focus on regulatory compliance, implementing change & transformation, helping to drive customer satisfaction. I use my extensive experience of 14 years to achieve successful outcomes & have managed & led on a variety of successful projects within specified timescales. Recently as a senior manager I have developed a keen interest within Human Resources specifically around Change management, Performance management & development. HR plays a key role within organisations and can now offer so much more in terms of both employee & organisational development than earlier generic HR practices. It is fundamental to any successful business given the challenges that the economic climate has presented over the last few years, it is a diverse subject which I find interesting. I believe a successful business needs to have practices that allow good interaction between people & encourage innovation, knowledge & determination in its workforce, all this comes from knowledgeable & creative HR team! A degree in Human Resource Management will provide me with anopportunity to further my interest and develop a specialism in this area. The modules on Business Management & Management & practice will equip me with in depth knowledge of current business practices & IT skills to successfully embrace challenges & complexities in business & help move my career forward.
Contents About me - My Professional backround & interests........2 Management Insights ….................................................3 Management Skills ........................................................4 Challenges facing managers today …..............................5 My Skills - Leadership …................................................6 Organisational Planning …............................8 Team work …...............................................10
Brief History The development of modern management methods occurred in Britain at the end of the 19th century. This industrial revolution of small cottage industries to standardised mass production was led by well-known theorists Taylor, Gant, Fayol and Webber. It was a significant transformation of organised labour based on scientific principles.
Management Insights This section looks at management theories & how they have influenced management over the year
Why is this relevant to modern management? Although the workplace has changed dramatically since the first management theories were conceived, they are still relevant in modern day. Many of these theories have become integral to modern business practices. (Weihrich and Koontz (2010) stated that management shows the process of planning, leading, organizing and controlling people in a group in order to achieve goals. This can be defined as a process of strategic planning, resource management and development of necessary human and financial assets within an organisation, therefore it is useful for business leaders to have some understanding of Management theories and principles & their relevance in modern business. Scientific management was pioneered by Frederick Taylor, it focused on increasing productivity and analysing workflow processes. This concept is still used today in various project management processes. Quantitive Management emerged in the 1940s, this approach uses statistics, information models and computer simulations to measure efficiency, decision making and performance. More recently the Contingency approach to management was developed by managers and researchers who found that certain methods and practices are affected in one situation but not in others. For example, why does a certain leadership style or job design work in one type of organization but not in another. The focus has now shifted to a “learning organisation approach”. The rationale behind this is that in
situations of rapid change those businesses with a workforce that is flexible, adaptive and productive will excel. (Peter Senge 1990) The contingency approach allows for experimentation with new ideas, transferring knowledge throughout the organisation Empowering and continually expanding manager’s capacity to achieve goals aligned to the business is one of the more successful methods of modern management. The rapidly changing business environment requires a more creative & agile workforce. IBM is an example of one such workforce (Certot 2018). The Contingency approach shows that there is no one best way to manage, it requires a combination of styles. A best practice in one organisation may constitute the worst practice in another therefore, there must be a thorough comparative analysis before any management style is been adopted in any organization. 4
Management skills
managing personalities. Conceptual skills which require a strategic view of the business, and how changes in one area Certo defines Management skill as the ability to carry out the will impact other areas of the organisation. Lower-level managers are likely to use their technical skills, middle & top process of reaching organisational goals by working with managers will need to be much more conceptual & people & organisational resources. (Certo 2019). Whilst innovative & align themselves to the organisation’s strategic Management & leadership are intrinsically linked, they are aims & business plan objectives akin to more current distinctly different. There are four basic management functions, planning organising, influencing, controlling, these contemporary management requirements. Undertake are all integrally related, the performance of one depends on horizon scanning of external environmental factors that may impact the business, propose ideas and engagement. (Certo the performance of the others. 2019) To do these successfully a manager must be competent in task related, people related and change related skills such as Recent studies show that management skills represent one of communication, collaboration, creativity, be a critical thinker, the biggest skills gaps in the job market” and that managers have larger skills gaps than the people they manage. The adaptable. Managers must be able to manage people with Bank of England’s chief economist has argued that poor honesty & integrity & demonstrate social responsibility. management is the principal cause of the U.K.’s stagnant There are three classifications of management skills that are productivity. (MIT Sloane 2019) LLoyds on their recent important for successful management performance, strategic review have also identified a significant skills Technical Conceptual, and Human. – these are based on shortage since Brexit which has led to a high turnover of operational and strategic aims, and one based on human staff. They recognise the urgency in upskilling managers who relationships. As the manager progresses from lower will need to lead the change that job automation will bring in management to upper management their conceptual skills 2025. (Lloyds 2018) become more important with less reliance on technical skills to help guide the organisation. Dealing with people remains It is vital for managers continually develop their skill set by adopting a more participative management style where extremely important at all levels of management. (Certo engaging others, collaborating, building and energising 2019) networks of people plays a much bigger part, and not assume Whetton provides an alternative view on Management skills, that they are merely doing the job well. For businesses to which are probably more pertinent to the modern remain competitive on a global level Front-line manager. He categorises these as personal, group & managers must improve their people management interpersonal. According to Whetton these management capabilities to ensure that their skills match those of their skills are behavioural, they consist of actions that lead to international counterparts. positive outcomes. They are interrelated, controllable, & developable. Competency & knowledge can improve with training & practice (Whetton 2016)
The current skills for a modern manager are an extension of the above and can be broken into 3 areas, Certo groups these as, technical skills using specialised knowledge, techniques & procedures, Human skills requiring team cooperation,
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Challenges facing Managers today.
The challenges presented by the fast-changing environment require businesses to find new and innovative ways to respond in order to improve performance. The modern manager must integrate new information technology, manage diversity, make strategic decisions in accommodating the changing business environment. (smit 2011) Globalisation
Few businesses are immune from the influence of globalization, economic & political influences. Business are expanding & outsourcing into new markets across the world, seizing the opportunities global collaboration provides. This is evident across retail, supply of services, finance & technology. The tech giant Huawei is the world’s largest telecoms network supplier, once seen as a cheap option is now dominating the global arena with its technical advancements. (JOHNSON) To avoid polarization managers, need to demonstrate strong business knowledge in a multinational context, sensitivity of cultural attitudes & standards. Implement new ways of engaging & motivating teams using a variety of different technological platforms and virtual working.
Technology is now an integral part of management driven by globalization, demographics and the need for businesses to remain competitive. Managers must be able to keep up to pace with the changes or risk being left behind. Whilst technology can be disruptive in challenging the way things are done and can create resistance from employees, if implemented with a properly it can be hugely beneficial to business. (Delany 2015) Robotics and cognitive technologies are creating a world where many employees will work and collaborate with robots and learning machines, people with low-level skills are competing for work in a more efficient marketplace Managers need to be able to manage internal conflict, communication, and monitor the impact of change. (Deloitte 2016) Rapid business-model innovation from companies such as Uber and Airbnb are forcing businesses to respond and reposition themselves to meet new challenges reinforcing the need for agility.There is an expectation for Managers to be innovative, manage resources & teams working remotely across the globe, increasing participation, & collaboration on shared projects. (pwcWorkforce of the future) Businesses will need to focus on and articulate the capabilities and skills they will need, now and into the next five to ten years, reskilling & upskilling their workforce. 76 percent of managers expect automation will require new skills in the workforce in the next one to three years. Future managers will need the digital know-how, management capability, creativity, entrepreneurship and complex problem solving.(Deloitte 2016)
Diverse workforce Globalization demands a diverse workforce, and assimilating varying cultures, genders, ages, and dispositions is of high value. ( luminen ) In the globalized world, diversity cannot be avoided. Managers must devise means to overcome the problems of diversity, becoming a transitional manager, defined as someone who moves across borders & is detached form a single organization (Sparrow 1999). One of the most difficult tasks of a manager is to motivate & lead people from different cultural backgrounds, it requires knowledge of other cultures, practices & customs which may create barriers to relationships & business communications. Developing skills & competencies of teams based in other countries in maintaining service standards can be challenging. (D’Annunzio-Green 2002)
References Downduck.com. 2020. Modern Management Concepts And Skills, Global Edition. [online] Available at: [Accessed 10 December 2020].
Google Books. 2020. Essentials Of Management. [online] Available at: [Accessed 10 December 2020]. healthcarereimagined. 2020. The Improbable Rise Of Huawei – Foreign Policy. [online] Available at: [Accessed 10 December 2020]. InkMindscape. 2020. Behaviorism. [online] Available at: [Accessed 10 December 2020]. koonz, h., 2020. [online] Amazon.com. Available at: [Accessed 10 December 2020]. Londonfirst.co.uk. 2020. [online] Available at: [Accessed 10 December 2020]. PA Consulting. 2020. UK Needs To Close Managerial Skills Gap. [online] Available at: [Accessed 10 December 2020]. Small Business - Chron.com. 2020. Management Theories & Concepts At The Workplace. [online] Available at: [Accessed 10 December 2020]. smit, 2020. Management Principles. [online] Google Books. Available at: [Accessed 10 December 2020].
Technology, M., 2020. Leadership Skills. [online] MIT Sloan Management Review. Available at: [Accessed 10 December 2020]. whetton, 2020. Whetten & Cameron, Developing Management Skills, Global Edition, 9Th Edition | Pearson. [online] Pearson.com. Available at: [Accessed 10 December 2020]. Www2.deloitte.com. 2020. [online] Available at: [Accessed 10 December 2020].