For My Manager Interview, I Chose To Interview My Father.

Management differs today than it did in the past. In the past, managers were considered “bosses” and their job mostly consisted of giving employees orders, monitoring performance and reprimanding unproductive behavior and misconduct. Many managers still manage employees in such fashion; however, some managers now tend to be more proactive and have changed managerial functions for the betterment of company operations and performance to accomplish organizational goals. Effective management for company success now entails guiding, training, supporting, motivating and coaching employees verses just demanding what

He approaches new business positively because new business means more boat lines and a broader spectrum of boats to sell. The broader the type of boats he has the more customers he can reach and eventually sell more boats. As a leader he led by example with a never say die attitude that he believe would wear off on his employees. In order to motivate his employees he would have them set goals and reward them if they reached the goal. He said, “Money is a motivator” (Joe Malich, personal conversation, December 1, 2015). This relates directly to the power and politics chapter. My dad uses reward power to motivate and get the best results out of his employees. Since most of his employees are in sales the more they sell the more money they make for the company as well as themselves. Motivation and the need to make a lot of money are key factors in the hiring process. He says, “When hiring a salesperson I want to hear them say that they need to make $10,000 a month.” For example, he interviewed a guy named Tucker for a sales position and when Tucker said he needed to make $15,000 to $20,000 dollars a month and that he will make my dad a lot more money than that he was practically hired on the spot. The key point is that as a leader my dad saw money and motivation as something that is related. If someone isn’t motivated to make money they won’t make

ARMSTRONG, M. (2011) How to be an even better manager. 8th ed. London: Kognan Page.

He was Gibson’s (2012) definition of a “Type D manager.” (p. 449) He was in the later stages of his career and therefore didn’t feel threatened by others ideas and open communication. He was very transparent in his communication and supported those high performing individuals on his team to the degree that 4 of us have received promotions since his departure. He truly listened to his employees and offered empathy when appropriate. He also provided critical feedback when necessary but in a productive manner. He was simple in his messaging as evidenced by his notorious subject lines in email that summarized the action item or the body of the email. Most importantly he fostered an environment of mutual trust. Not only was he effective in his communication to his team but he was effective in his cross functional communication. He retired 3 years ago but many people still quote his, “Bazanisms” or his nuggets of wisdom he would offer or so many of us. We also covet his ability to deescalate any situation with his communication style. On occasion, I could use one of his friendly reminders to “PICK UP THE PHONE” and call a business partner versus continuing an escalating email

He has always found a way to provide for my family and give us everything we need. When work gets tough and clients are being stubborn, not once has he thought about turning his back on his company and finding a new job because it has always been the financial support that keeps a roof over my families’ head. When it comes to holidays and birthdays, even when money is tough, my parents have always found a way to make us feel loved and special, even if that means my dad works on the weekend or has to work a job at night. Not only does his small business provide for me and my family, but it has shown me firsthand what it means to persevere through struggles. I know that sometimes having his own small business has added more stress to his life because he has to find the work, do the paperwork, buy materials, and actually complete the job instead of just getting told where to go and what to do by a boss, but I also know he does it for his family. And that’s what small businesses are all about, family and community. Another important life lesson it has taught me is how important it is to network and get to know the people you are working with. Sometimes he gets calls for jobs from clients he worked for over five years prior, but they kept him in mind. Or he will get calls from people who got referred by their friends or even another contractor, and it has showed me that it is really important to create relationships with people because someday it could benefit you in amazing

Managers make many decisions every day. Thankfully there are many tools available to a manager as they make these decisions. Tiffany is a General Manager of a franchise in the quick service restaurant industry. She is faced with decisions dozens of times in one day. A large portion of the decisions that she is faced with are made to solve structured problems, however, sometimes an unstructured problem does arise that she needs to address. As well as solving problems Tiffany must also make plans to in order to have structure and organization to achieve the goals set forth by herself and the company that she works for. Looking at some of the decisions that Tiffany has had to make recently it can been seen how she goes about solving

he was resourceful (thanks to his experience from the bottom of the company to the top

As a successful Fortune Fifty company, Lowe’s depends on great leaders to help the organization achieve its financial and organizational goals, motivate its extensive workforce, and build a culture where employees share and cultivate the purpose of the organization. While many great leaders, including Wheatley, Cashman, Peters, and others have written on the subject of leadership, the success of Lowe’s Companies has demonstrated that since 1946, it has been the home of many great leaders. By interviewing recognized leaders in key positions at Lowe’s, I hope to learn several valuable aspects of effective leadership, which I plan to incorporate in my personal leadership style.

"You appreciate what you work for," he used to say. He taught that lesson well. He never let me win any game, he taught me to win by learning to lose. If he couldn't answer a question, he was honest about it, but he would also say, "Why don't you find out and let me know too." He listened to me and he heard my feelings, not just my words.

I want to live the American Dream. I have the wife, but I also want the two children with the house that has a white picket fence. To do so, I have to work. Since entering the workforce at 16, I’ve held many jobs working in food and beverage, fast food, and investment industries. Working in these industries has provided me with opportunities to work with different managers. All of the managers I’ve worked with had different personalities and management. The purpose of this paper is to identify the management styles I encountered, the type of bosses they were, and the leadership styles they demonstrated.

He was a good manager but not a leader as he was exceptional planner and controller but was unable to have a good relationship with the team members. All of us never felt motivated by him to work.

some measures he has taken which shows his managerial skills, he holds a weekly meeting which bonds workers together as a group, but he doesn't have an agenda in the second half of the meeting, thus his department was unable to understand what they want to accomplish as an organization. Frank was able to have good working relations with one of his peers, and so he was able to get some cooperation from applications department, he also motivated and helped Sharon overcome the stress she was facing, but at the same time he was unable to convince his boss to hire new staff for his department.

His key traits were determined, visionary, risk taker, tenacious, dedicated, high energy, caring, conscientious, motivated, persistent, and ambitious.

Over the past hundred years management has continuously been evolving. There have been a wide range of approaches in how to deal with management or better yet how to improve management functions in our ever changing environment. From as early as 1100 B.C managers have been struggling with the same issues and problems that manager's face today. Modern managers use many of the practices, principles, and techniques developed from earlier concepts and experiences.

The story is told from the point of view of a bright young man in search of a manager who could successfully lead and manage change. He wanted to work for and eventually become one, and so he spent many years traveling all over the world. He spoke with a wide variety of managers, but was rarely pleased with what he heard or saw. The “tough” managers ran profitable organizations at the expense of its workforce, and the opposite for those who he thought were “nice”. Just as he began to lose hope, the young man heard a story of a local manager whose employees enjoyed working with him and produced great results. To his surprise, the young man was able to schedule an immediate appointment.