Leadership Analysis : The One Minute Manage ' On First Sight

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

The theory of management has been developing since time began – in the tribal days, hunts had to be organised, in the Victorian era the construction of the railways had to be managed; and nowadays every organisation globally has to be organised. One of the first ‘schools’ of management was the Classical Theory – this focused on getting the most out of each employee following a strict structure of management – Henri Fayol is one of the most famous Classical Theorists and his quote - “to manage is to forecast and plan, to organize, to command, to co-ordinate and to control” – summarises his main points of how managers should remain in authority and carry out their jobs. Although there are also other schools of management such as the Human Relations Theory. This is a far softer approach and concentrates on each employees emotional and physical needs – it looks at them as a valuable resource to the business – not just as a means to an end.

“Leadership and The One Minute Manager” written exclusively by Ken Blanchard, Patricia Zigarmi and Drea Zigarmi strictly focuses on leadership in a firm and the allowance of a minute in a day in recognition for the hard work done by workers. This book discusses the different levels that a leader must be willing to go to in order to maintain a promising relationship amongst all employees. The emphasis on “different strokes for different folks” is vividly present throughout the book as Blanchard and Zigarmi use different circumstances to help the reader plant the various techniques used in leadership.

"The One Minute Manager", by Kenneth Blanchard and Spencer Johnson. The main reading theme is managers should reflect a compassionate behavior to his/her employees. They also need to be open with them about their expectations. "This document theme seems to be based on two underlying premises: one quality of theme spent with subordinates as with one 's children more important than quality and to in the end, people subordinates should really be managing themselves" (Kenneth Blanchard and Spencer Johnson, 1981, page 270). The reading states that managers and employees can both benefit with this type of behavior. To have a successful organization managers must clarify company goals and employee responsibilities as it relates to their performance standards. The authors believe that

In the book The One Minute Manager, Kenneth Blanchard and Spencer Johnson introduce the readers an innovative idea of “one minute management” through an allegory of an anonymous man in search for an effective manager for his management “secrets” (Blanchard & Johnson 26). Throughout the anonymous man’s journey, he learns many lessons, which Blanchard and Johnson have summarized into the following three essential “secrets”.

In a career, many aspects have to be followed provided with different style of management and organising yourself within the different cultural and organisational values that are implemented within a workplace. The impact of these core ingredients have impacted my style of communication to pursue the management career and often helped reflection towards the style of management and leadership qualities that I was lacking. The following paragraphs will underline the development of upgrading my styles and hence helped me to be a perspective manager in my workplace.

As the young man finally came across the one minute manager, he was intrigued to learn more about his managing techniques. In asking more questions, he was directed to three other people, each of whom would have an explanation to the three techniques of the one minute manager. The first, One Minute Goal-Setting, is when the manager always makes it clear what the employees responsibilities are and what they are being held accountable for. Each goal is recorded on a single sheet of paper and is no more than 250 words, so it can be read in under a minute. After the employees are aware what the goals are, the manager then is sure to make clear what good performance is and what the performance standards are.

While reading the One Minute Manager, I learned through the young man’s quest to find an effective manager, that they are two types of managers: One being autocratic- “A bottom-line manger.” “Hard-nosed.” “Realistic.” “Profit mined.”, and the other being a democratic manager. “Participative.” “Supportive.” “Considerate.” “Humanistic.” The young man came to realize that mangers wanted results or they cared about people one or the other, not both. He finally came to the conclusion that he was looking for an effective manager, but along his quest he met only a few who would not share the secrets of their success.

was teamwork. We were organized into teams and the team was the unit by which

In their classic book The One Minute Manager, Kenneth Blanchard and Spencer Johnson argue for a method of management that allows “‘both the organization and the people [to] profit’” (15). Blanchard and Johnson use a brief didactic story to present their management style as an alternative to the democratic and autocratic leadership styles identified by psychologist Kurt Lewin in the 1930s (“Kurt Lewin”). The democratic manager cares about people, putting productivity second, while the autocratic manager who is caring about productivity and putting people second. However, according to Blanchard and Johnson, a good manager must care about both “‘people and results. They go hand in hand’” (18). The authors argue that this style of management can be straightforward and efficient, so they refer to their management style as one-minute management. Throughout the book, they talk about how a manager can balance the values of people and productivity using three tools. These tools include: one-minute goal setting, one-minute praising, and one-minute reprimands.

The book starts off with a young man who is looking for the perfect manager. He has visited many companies, big and small, in search of such a manager. He also travels to many countries to see differences in managing techniques used at different locations. He however does not find a single manager who he thinks has a perfect technique. While some are result oriented, they are not people

For this paper an interview was conducted with Tealee Hinger, Manager, for a knowledgeable discussion around what makes a good manager. Mrs. Hinger has been in management the past 17 years and leads round table discussion within our organization regarding the different components of management. Reflecting on my experience, education, skills learned, research, and from the interview with a manager at OppenheimerFunds, the foundational requirements for being a successful manager in today’s environment has been compiled. During the interview, Tealee Hinger revealed that being a good manager means leading by example by having self-awareness, being a good communicator and motivator, show humanity and having emotional intelligence.

Critically evaluating the view that the only essential ingredient of a successful manager is the ability to handle people and relate in a caring and meaningful way to the individuals being managed, it is expected that managers have technical skills but the bigger test is in the way they manage people. This is perhaps the most critical and elusive skill set of all Weak people skills lead directly to lost productivity and ineffectiveness while strong people skills boost productivity and effectiveness and will propel your career forward like no other skill set will, this is why to succeed as a manager, you must know how to bring out

Great management skills are a crucial factor in deciding the fate of an organization. If manager’s implement great management skills, they will lead themselves and their employees to success. In addition it will insure that the job is done both effectively and efficiently. Countless times, companies and organizations have failed due to poor and incorrect management. In order to prevent that from happening to myself and other managers, we need to follow these five commandments and become great managers.

If you want to be a better manager, it’s critical to be a leader and not a follower. A better manager leads by example instead of telling people how to act. Situational leadership has rapidly replaced leadership best practices in today’s fast-moving and agile business environment. The premise of the situational approach to leadership was developed by Hersey and Blanchard in 1969. [1] Each activity results in contributing to the solutions of management problems. Managers must adapt their leadership styles based on the groups of people whom they’re leading, and this involves learning about the interpersonal relationships of the group, characteristics of the team, the group 's environment, any applicable physical and cultural restraints and the attitudes and values of the team. Showing this kind of interest in your team helps to make you a leader and not just a manager.