BUS
BUS 101 Learning Guide 1.docx

Sunday 9 september 2018 741 pm class

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- Sunday, 9 September 2018, 7:41 PM Class, 17 of the biggest differences between managers and leaders 14 words Permalink | Show parent | Reply
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Re: Learning Guide Unit 1 by Salmane Salih - Saturday, 8 September 2018, 2:11 PM “The art of getting things done through the efforts of other people.” is a great overall definition to management. We can expand upon this definition if we add that management is the art of getting things done through the efforts of other people; if the right people are placed in the right positions. Great managers need to have the ability of reading people and knowing their strengths and weaknesses. Things can get done, but it's best if things get done the right way; putting the right employee in the right position will get things done efficiently. Leveraging the strengths of employees will get better results if they are put in areas where they have more experience in. Also, training programs should be available to employees to strengthen the weaknesses in other areas. With this, employees will have better knowledge of the tasks they are executing. Overall, this characteristic of positioning people in the right positions will make the management process much smoother. 162 words Permalink | Show parent | Reply Re: Learning Guide Unit 1 by Donna Mills (Instructor & OSWC Advisor) - Sunday, 9 September 2018, 7:37 PM Good start Salmane, What example can you use ? What textbook material can you use? 14 words Permalink | Show parent | Reply Re: Learning Guide Unit 1 by Timothy Morris - Monday, 10 September 2018, 11:29 PM
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I think putting the right people in the right places comes from effective use of P-O-L-C If you have good leadership, you are aware of the strengths and weaknesses of your staff because you spend time around them and observing their performance. You know who works best under pressure, that's who you give the big project with a short deadline to because you know they can handle it. You know who makes the best presentation, that's who you have writing your proposals. Because you're a good leader, you know the pieces you have to move across the chess board. Since you know your pieces, you can plan how to effectively use them to accomplish the company's goals both short-term and long-term. You can then organize both them and yourself so that you are ready to get things going in a forward motion once the client signs the deal or the contract comes through. You've already got your strategy from P-O-L and next is C. I think it's entirely possible for a good manager to be aware of everything going on without micromanaging. Per the text, "Controlling involves ensuring that performance does not deviate from standards." If you have set your expectations clearly, then it's easy to see who isn't performing according to those expectations and either coach them so they do better (leadership) or move them to a different task and give the one they are working on to someone better suited.
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