The Development Manager
Added on 2019-12-28
19 Pages6103 Words490 Views
THE DEVELOPING MANAGER
Table of ContentsIntroduction......................................................................................................................................3LO1 Principles and practices of management behaviour................................................................31. 1 Comparing the different management styles........................................................................31. 2 Discussing leadership characteristics...................................................................................51. 4 Analysing the organisational culture and changes................................................................6LO 2 Self-review as prospective manager (refer to ppt.)................................................................82. 1 Assessing self-management skills performance...................................................................82. 2 Analysing the results of self-SWOT analysis.......................................................................82. 3 Setting and prioritising objectives and targets for self-development.................................10LO 3 Managerial skills within a business and services context....................................................123. 1 Leading and motivating team to achieve set goals and objectives.....................................123. 2 Justifying the managerial decisions undertaken to achieve set goals and objectives.........12LO 4 Creating career development plans for employment............................................................144. 1 Explaining relation between management and personal skills with career development...144. 2 Reviewing career and personal developmental needs........................................................15Conclusion.....................................................................................................................................16References......................................................................................................................................17
IntroductionThere is a very overlapping yet distinguished relationship between personal development andcareer development. The present assignment helps in understanding the clear distinction of theseneeds in management. understanding this relationship includes an in-depth discussion of thevarious principles and protocols observed in the management. all the leaders and managers arenot same and their individuality gives rise to the different styles and characteristics which mouldthe communication process and organisational culture. The assignment is also supported withproviding personal justifications by self-evaluating as a prospective manager. Decisions andactions what distinguishes a leader from the followers and this involves setting up goals andprioritising them accordingly in order to achieve and accomplish the company is set aims andobjectives. The assignment also holds discussions pertaining to the needs of an individual interms of career development and personal development. The approaches while implementing thedevelopment plan are also analysed and reviewed. LO1 Principles and practices of management behaviour1. 1 Comparing the different management stylesManagement styles are the behavioural structures of the organisation management that align theemployees and their activities in accordance with the organisational structure and organisationalculture. This kind of managerial acts also depends upon the characteristics of their employees. Autocratic style of ManagementIn this style of management, the hierarchybelieves that the subordinates do not have anycontribution to make in the decision-makingprocess (Koppula, 2014, p.361).Consequently, only the leaders and ownershave the sole authority to take the decisionson behalf of all the company members. Thiskind of Management leads to deterioratingconfidence and trust between the higher andlower level of the hierarchy. Democratic style of ManagementAs observed by Tuohino et al. (2014, p.204),
in the democratic style of Management theleaders, the managers and the supervisors aremuch more interested in obtaining theemployee feedback which helps them inmaking appropriate decisions. The employeesalso feel motivated that their views andperceptions are being collectively used todevelop the organisation. Laissez-Faire style of Management As noted by Johnston et al. (2015, p.335), thiskind of Style is evolved from situations wherethe managers do not survey on the employees.They appreciate the independence andbecome self-reliantPaternalistic style of ManagementThe person responsible for taking decisionsand actions is interested in the overall growthof the organisation as well as the individualsinvolved in the organisation (Zaman et al.2016, p.275). This results in improving thework environment and the employeesexpected to be more dedicated and loyaltowards the organisation. Table 1: Management styles(Source: ) Manchester City and Manchester United at the of the variable in a footballing giant and hence itis interesting to analyse the different managerial aspects, procedures and protocols that shapedthe management's behaviour. Manchester City under Pep Guardiola has improved its style ofplay and has been able to make a dent in the Premier League. On the other hand, ManchesterUnited and Jose Mourinho has been able to capitalise on the chances and remains fixed at the 6thposition in the Premier League table. Manchester City has over the years has shown an autocraticbehaviour towards the managers and in case the managers are found to be unsuitable, they are
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