The One Minute Manager Report

After reading this book, I realized that I already use a lot of the things that Focazio focuses on. I decided I would use this assignment to reveal what I do when I’m not being a fulltime student. Since I can remember, I was raised to be a super hero. I was raised in a life where magic wasn’t a myth and extraordinary powers were a common everyday thing. I decided to go through things in the book I liked a lot and relate them to things I’ve learned from becoming the hero that I am today. I’ll begin with Focazio’s first of the three keys to unlock the problem of job dissatisfaction. You have to have fun to become successful. Being a superhero isn’t all the hype it’s made up to be. There is a lot of hard work that goes into training

Marie is the department manager at Verve, Inc. She has been working in the position for five years. Marie starts every Monday morning with a 60-minute department meeting where each member in the department gets five minutes to report progress, share stories of success and failure, and seek general input, advice, and information. Jeremy is responsible for sharing an anecdote, an

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

One Minute Manager is a short story written by Kenneth Blanchard and Spencer Johnson. The story is about a young man who is in search of an effective manager because not only did he want to work for one but he is also wanted to become one. His search for this ideal manager took him to many places and made him interact with a lot of different individuals. He wasn’t pleased with what he encountered and he began to notice that most of the people he interviewed would fall into two categories: those who were interested in results and those were interested in people meaning their employees. He continued his search until he began to hear amazing stories about a manager that lived nearby. The young man met with this

Describe a manager/leader you have known that violated the rules of the one minute manager. How were the rules violated? Explain fully. Why do you think he or she violated these simple rules?

In this report I will examine the extent in which the concepts of the Managerial Escalator fit with the experiences of two managers that were interviewed by me. The first part of this report will try and clarify the concept of the Managerial Escalator with focus on Rees and Porters different concepts as well as unfolding their own standpoint on it. The second part of the report will show a clear analysis of two managers who have managerial responsibilities in their roles and in their line of work or have had then ascertain any extents in which the two managers progression into management fits in with the managerial escalator.

2. Is nice related to any concepts in the chapter, such as one of the big five personality dimensions, Myers-Briggs components, or left-right brain dominance? Discuss.

"Management Time: Who 's got the Monkey" has been the second most popular management article ever published by the Harvard Business Review ("Management Time: Who 's got the Monkey", by William Oncken and Donald Wass, first published by Harvard Business Review, 1974) and has been reprinted several times. Thirty odd years later, the message Oncken and Wass sent us on management, still holds true today.

Jenna Lyons successfully applied all the 4 functions of managements at J. Crews, as illustrated as follows:

The four functions of a manager are planning, organizing, leading, and controlling. These are key elements that managers must understand to run a successful organization. I will view each concept as well as their roles to acknowledge how these functions have been related to my personal experience in the work environment. Behind the scenes of a manager, they spend an equal amount of time planning so that he or she can successfully achieve the leading and controlling functions. These functions are standard for any industry that is striving to maintain a strong organization. While reviewing this paper, try to think of the four functions as a method that is established to build on each other. The four functions must be performed efficiently, and when done correctly, an organization will reap the accomplishments from a well-defined plan. My own experiences of how the four functions operate illustrates that each role requires a manager to devote time and patience in order to ensure that the main principles are achieved.

The One Minute Manager by Kenneth Blanchard, Ph.D. and Spencer Johnson, M.D., seems like a practical simple plan on managing people and there for other areas of one’s life, however I must admit I am a little skeptical. The three philosophies do make sense especially once analogies are used to put them into more simple terms. Being in the work force for more than fourteen years I have witnessed many types of mangers. I have worked for hostile managers, calm caring managers and managers who fit somewhere in between. My skepticism with this theory is simply applying its use. On paper this method sounds great and makes a lot of key points, but again after

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.

Steven, a staff accountant in the accounts payable section, is confident that he knows the “ins” and “outs” of the bureaucratic organization he works in. Kristin, a new manager of accounts payable, no non-sense type of manager, Kristin was experienced and determined to perform her new assignment with the same vigor that had brought her so much success throughout her career. Steven believes people seem to gain promotions and have the opportunity to work overtime based on who likes them rather than the quality of their work. As a result, Steven who is dissatisfied with what he senses are political machinations that have influenced managerial decision making within

In today’s ever changing economy, society’s idea of management is becoming increasingly more difficult to sustain with the continuous demands of the position. A successful manager must have a certain level of expertise and problem solving techniques to carry out the daily tasks required. Over the years, there have been various ideas on what management is, such as planning, organizing, leading and controlling.

?A Nice Manager? case study is about the Chisum Industries? ready to promote within the company. The middle-level management can be promoted to top management. The top management team consist of six members Chisum, Jacobson,. Ivey, Hughes and Kennedy (Daft, 2014, p.487). The top management team is having an open discussion about potential candidates to run the San Antonio office. Harry is a middle level manager (Daft, 2014, p.487) who is being considered for Dallas interviews. In the discussion, Harry?s management skills are being discussed within the top management meeting.