The Inspirational Manager

5178 Words Nov 25th, 2015 21 Pages
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THE INSPIRATIONAL MANAGER
INTRODUCTION
Longmans dictionary of Contemporary English describes the word inspire as ‘to encourage in someone the ability to act’ –that is the essence of the inspirational manager. Who or what is a manager? Managers are people that accomplish organizational goals. They do this with and through other people by coordinating their work activities. An inspirational manager understands the individual’s goals and dreams and has the ability to motivate and encourage people to act in such a manner that they can be achieved.
In this assignment, we will discuss how an inspirational manager can use the tools of management to inspire by improving work behaviour through the different
management
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Attitudes can be described as evaluative statements, either favourable or unfavourable, about objects, people or events (Robbins, DeCenzo, Coulter 2011: 242). Within the work environment, it is important to be aware of employee’s attitudes as this influences behaviour directly related to job satisfaction and commitment. Job satisfaction is an

attitude people have about their jobs (Ivancevich et al, 2008:70). Attitudes however are learned and thus can be changed. As a manager, I have the ability to influence and change the attitude of those around me as my own attitude have an impact on those looking to me for an example and guidance and may be inclined to adopt my activities. I will thus manage the attitudes within my organization by adopting a positive attitude and acting the part, behaving in such a manner as I would like those around me to act.
Wilna Kilian | MDP 2012 | Management Individual Home Assignment: The Inspirational
Manager

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Perceptions is another component of the model by Ivancevich et al 2008 that is important for a manager to take into consideration when attempting to manage behaviour. Perception is the process by which we give meaning to our environment by organizing and interpreting sensory impressions. It is important to remember that employees react to perceptions, and not reality (Robbins, DeCenzo, Coulter 2011:
242). As a manager, I should thus be mindful of how people in the organisation perceive my actions,
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