Assessing a Situation
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Part 1
The new chief executive officer (CEO) of your company is a strong believer in the four functions of management theory. In preparation for a management meeting, he has asked you to write a report that he can use to explain the theory to his management team. In the report, he would like to see some specific examples of firms that practiced these four functions. For a company with which you are familiar, use each of the four functions to do the following:
?Assess how the overall management team performed in terms of the four functions of management, which are as follows:
?Planning
?Organizing
?Leading
?Controlling
?Identify and explain the strong points of the managers.
?Identify and explain areas in which improvement is needed.
If you do not have any firsthand experiences, ask friends or colleagues for anecdotes or search the Web for specific, real-life examples.
Specifically regarding the controlling function of management, answer the following questions:
?How did most employees feel about the monitoring of activities that managers put in place to monitor employee performance and overall company performance?
?How well was the need for controls and monitoring explained to everyone before the controls were put in place?
?Did the controls have a meaningful impact on the overall department or company performance? Cite some specific examples.
Part 2
You were recently hired as a new manager in a company. You are fresh out of business school and have few management skills. More importantly, you know that your role will also involve inspiring your department's employees. You have been told that the prior department manager, although a capable manager, seemed to do little to inspire the team to achieve high goals.
Research 2 people in the news that you consider to be each of the following:
?An inspiring leader (not manager)
?An uninspiring leader (not manager)
For each person, you are to explain why you characterized him or her as inspiring or uninspiring. You must use information presented in the course materials or outside sources, which you reference, to make your determination. Do not base your discussion on your subjective opinion.
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Part 1:
When a management team is cohesive an organizations daily operations are efficient. I worked in an organization (medical facility) that consisted of four managers that were responsible for specific quadrants within the organization. Each department represented a paradigm that was divided into various subdivisions. For example there were several departments housed in one location in close proximity however each department is a fundamental asset to the company.
The management team included (1) Medical Records Managers (MRM), which were responsible for the maintenance of patient records. Before this department transitioned to electronic information systems, the medical records manager functioned as a human resources representative, file clerk, and a liaison between managers within other departments, physicians, and external sources. This type of manager utilizes all four of the management functions. I've had the opportunity of working with an MRM who developed a system that enhanced the company's daily business practices. (2) Office Manager (OM) in my organization an OM is responsible for ensuring that everyone at the front desk and medical records are compliant with office policies, state regulations, and codes of conduct. (3) The General Manager (GM) is the person who handles multiple tasks that often include accounting, monitoring staff members, coordinating staff meetings, applies raises and promotions for satisfactory employee initiatives. The GM ensures checks are signed by the head physician, paychecks are distributed, orders are supplied, etc. (4) Triage Manager (TM) in my organization is only responsible for everything that revolves around Medical Assistants (MA) who poses as office nurses with limited abilities. The TM would supervise the MA's, call patients, check messages, and schedule patient surgeries.
My observation of the aforementioned ...
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