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Unformatted text preview: Chapter 1 Wilson’s Profile of Effective Managers- focuses on 11 observable categories of managerial behavior. The Wilson approach also asks those who report directly to the manager to answer questions about their boss’s skills. The result, according to Wilson, is an assessment of skill mastery, not simply skill awareness. This approach is both simple and compelling. The Wilson managerial skills research yields four useful lessons: (1) Dealing effectively with people is what management is all about. The 11 skills constitute a goal creation/commitment/feedback/reward/accomplishment cycle with human interaction at every turn. (2) Managers with high skills mastery tend to have better subunit performance and employee morale than managers with low skills mastery. (3) Effective female and male managers do not have significantly different skill profiles. (4) At all career stages, derailed managers (those who failed to achieve their potential) tended to be the ones who overestimated their skill mastery. Therefore, “when selecting individuals for promotion to managerial positions, those who are arrogant, aloof, insensitive, and defensive should be avoided. Skills Exhibited by an Effective Manager- (1) Clarifies goals and objectives. (2) Encourages participation. (3) Plans and Organizes. (4) Has technical and administrative expertise to answer organization-related questions. (5) Facilitates work thru team building, training, coaching, support. (6) Provides Feedback. (7) Keeps things moving. (8) Controls Details. (9) Applies reasonable pressure for goal accomplishment. (10) Empowers and delegates key duties. (11) Recognizes good performance with rewards and positive reinforcement. Characteristics of 21 st Century Managers- They will be team players who will get things done cooperatively by relying on joint decision making, their knowledge instead of formal authority, and their multicultural skills. They will engage in life-long learning and be compensated on the basis of their skills and results. They will facilitate rather than resist change, share rather than hoard power and key information, and be multidirectional communicators. Ethics will be a forethought instead of an afterthought. They will be generalists with multiple specialties. Past Managers Future Managers Primary Role Order giver, privileged elite, manipulator, controller Facilitator, team member, teacher, advocate, sponsor, coach Learning and Knowledge Periodic learning, narrow spet Continuous life-long learning, generalist with multiple specialties Compensation criteria Time, effort, rank Skills, results Cultural orientation Monocultural, monolingual Multicultural and multilingual Primary source of influence Formal authority Knowledge (technical and interpersonal View of people Potential problem Primary resource, human capital Primary communication pattern Vertical Multdirectional Decision making style Limited input for individual decisions Broad-based input for joint decisions Ethical considerations...
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This note was uploaded on 03/21/2008 for the course MAN 336 taught by Professor Edwards during the Spring '08 term at University of Texas.
- Spring '08