The Managerial Odyssey

I read the book, “First, Break All The Rules: What The World’s Greatest Managers Do Differently” written by Marcus Buckingham and Curt Coffman. The book explains their views and how they hang onto their gifted workers. You should consider reading this book if you are in management. Marcus and Curt describe the myths of normal management thinking. Some of the concepts that the two describe are people are capable of almost anything, treat others as you like to be treated, and a manager’s role is diminishing in today’s economy. The authors write, “Great managers are revolutionaries." ”This book will take you inside the minds of these managers to explain why they have toppled conventional wisdom and reveal the new truths they have forged in its place.”

In the essay, Kristin Lewis writes that heroes inspire us to be “our better selves.” Comparing Theseus and Ariadne two heros from “Into the Maze Of Doom”. Super Heroes inspire us to be who we want to be. These stories are modern myths that express qualities that we value such as courage,selflessness, and grit.

This report will be look into extent to which the Managerial Escalator, the Managerial Hybrid and Managerial Gap (Rees and Porter, 2008) fits in the experience of two managers. This report focus on two parts; firstly on giving the details on theories explained by Rees and Porter. Secondly this report will analyze and discuss the results from both managers with managerial responsibilities, their process to achieve current position, difficulties in the role of being manager, what motivate them to work and if they got support from their mentors etc. It was found that their working styles match the concept of managerial escalator.

We are the humans in a country, a country in the world, a world in a solar system, solar system that’s on a galaxy, a galaxy that’s on a universe. And yet we are told to feel special, to be different. The truth is we are not different. There will always be an individual like us out there, either we accept to believe it or not. My purpose here is not to convince you that I am unique, I am not. I am fine knowing that. But better, I am here to prove that I know our society’s reality. I know that success is a hard-working process and it takes immense of dedication such as inspiration with in one its self. I do not expect to have opportunities handed to me, but rather be expected to fight for my opportunity. Super heroes, main characters, side

Tricia Monet is a store director at a retail store called “Personal Reflections”. Personal Reflections is a national chain of personal care and household products. Tricia moved from Illinois with her fiancé to Sioux City, Iowa. Tricia has a bachelors in Accounting, but decided she wanted to do something different. She saw the position for assistant director and Personal Reflections and applied. She was hired with under the director Heather Munson. Assistant directors were scheduled in 9-hour shifts there were three assistant directors who could potentially all be working at the same time along with part-time as well as seasonal employees.

The case study starts off by introducing Tricia Monet and how she was hired by the company Personal Reflections as an assistant manager for the Sioux City Store. Tricia was a middle child that had come from a family that was very close. (Note: this probably led/taught her to want to get along with those around her) Tricia had received a bachelor’s degree in accounting and her only real work experience had come from an accounting firm job that she worked for less than one year. The organization had a very structured hiring and training program, however the company lacked any formal ongoing/follow-up training program. Personal Reflection hiring practices included not allowing the store manager

Tony’s adopts a “command-and-control” leadership approach, based on Fredrik W. Taylor’s theory of ‘Scientific Management’. Scientific management focuses on managerial control, in which managers decide how work should be completed by and analysing tasks and creating a standardised procedure for workers to follow (Freedman, 1992). In this style of leadership, the manager takes on the more active role in planning the work and giving orders to employees to obey (Miller & Form, 1964). Workers simply do as they’re told without offering any input (Miller & Form, 1964), thus taking on a more passive role (Freedman, 1992; Miller & Form, 1964). Tony maintains managerial

The EA partners have decided the new clients who are currently working in the manufacturing business. The Australian manufacturing industry went through a deep crisis during the period of 2007- 2012. The main reason for the downturn was due to the sharp decline in the demand during the period. The management philosophy and the succession plan for the firm is very well defined and the firm has mentioned it all stakeholders what the management philosophy is. The management philosophy of the company dictates that decision making should not be centralized but control system should be strong to implement them (Alvin, 2010). The objective of any such exercise should be to look at the kind of manufacturing activity the country is going through. The industry has been badly hurt in 2007 to 2012 period however it has seen some kind of revival in the recent times as the reduction in the interest rates has started taking effect on the economy.

About the same time as the Hawthorne experiments were ongoing, Max Weber was pushing away from value-oriented thinking and action as a result of emotions.. He believed that a society was seeking technology over human emotions and thinking.

The book not only describes how the leaders inspires us or how they play a vital role in the organization, but it also emphasis on the various practical ideas that can be implemented in an organization to achieve success. Some of the managerial traits that I was able to find in this book are as follows:

• Across the majority of Europe, Dunkin’ Donuts, (the 64-year-old company), suffers from being well known.

This article analyses three series of opinions which affects managers developing them into effective managers in the process. It examines how experience, self development and action learning help a manager to develop effectively as he moves from the individual, to the group and then to the organisation as a whole. This article also outlines the definition of managerial work and the six helpers in management development namely

Explain and discuss which management philosophy would likely be most suited to the company, Alphabet: The Classical School of Management or the Behavioural School of management. (Pick only one and support your answer with examples from the article).

For instance, the classical approaches seem to view the life of a worker as beginning and ending at the plant door. Their basic assumption is that workers are primarily motivated by money and that they work only for more money. They also assume that productivity is the best measure of how well a firm is performing. These assumptions fail to recognize that employees may have wants and needs unrelated to the workplace or may view their jobs only as a necessary evil.

HealthCo has created many problems from its “dark ages” attitude toward management. This has occurred due to a very routine way of operation where what the CEO says goes, and input from staff is brushed off as “the CEO can’t see a reason to change.” This autocratic management style is leaving staff feeling unvalued and just another “number”. Staff are wanting more interaction with management and a more flexible way of managing HealthCo to keep up with the times. Staff are also feeling upset after receiving notice about the increased policy rates only fifteen minus previous to closing the office. This left staff overwhelmed from all the responses the