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Реферат на английском на любую тему именно менеджмента
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- 2016 год
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Introduction
No one doubts that the 21st century will continue to be characterized by chaotic, transformational, rapid change. Almost everything is in flux, from our technology and methods of transacting business to the nature of education and the definition of the family. Despite all this change in our environment, there is something that has remained, and continues to remain, relatively constant. Management skills were largely the same a century ago as they are today. The basic behavioral principles that lie at the foundation of these skills are timeless.
What then, differentiates effective managers from less effective managers? If developing management skills is so crucial for organizational success, what skills ought to be the focus of attention? The management literature is filled with lists of attributes, behaviors, orientations, and strategies for enhancing successful performance. For example, Pfeffer identified seven key practices associated with managerial and organizational effectiveness: ensure employment security, selectively hire people, foster decentralization and self-managing teams, institute high levels of pay based on performance, train extensively, reduce status differences and share information. Quinn identified eight “seeds” of effective management and leadership: “envision the productive community,” “first look within,” “embrace the hypocritical self,” “transcend fear,” “embody a vision of the common good,” “disturb the system,” “surrender to the emergent process,” “entice through moral power.” Rigby focused on the 25 most popular management tools and techniques in an investigation of the association between management tools and techniques and organizational performance.
This paper deals with the main aspects of managers’ and supervisors’ efficient work. It claims that control, manager’s work and effective use of managerial mechanisms lead to successful management of the company. Activity management covers broad areas: from marketing, medical support to diplomatic negotiations. In all situations, the manager has to choose and effectively use his skills. The paper aims to identify a more or less precise and universal content of managers and supervisors, to provide a comprehensive introduction to the practical application of management theory, to analyze necessary skills and methods of their combination and implementation to achieve effective results. Such key components of the success of a manager as communication, presentation and motivation are examined in this research. A link between theory, application and practice, demonstrations of managerial expertise and lack of expertise are drawn using examples from all spheres of activity.
Contents
Introduction 4
Chapter I. Key Points of Managerial Work 5
1.1 Communication 5
1.2 Presentation 7
1.3 Motivation 7
Summary 10
Chapter II. Key Managerial Points in Practice 12
2.1 Communication in companies 12
2.2 Successful public speakers 13
2.3 Motivation in companies 14
Summary 15
Chapter III. How to Be a Successful Manager 16
3.1 Ways to Effective communication 16
3.2 Ways to Effective Presentation 18
3.3 Ways to Motivate Effectively 21
Summary 23
Conclusion 24
Appendices 25
Glossary……………………………………………………………………………………………..28
Conclusion
Successful management development is more than just following a cookbook list of sequential behaviors. Developing highly competent management skills is much more complicated than developing skills such as those associated with a trade or a sport. Management skills are linked to a more complex knowledge base than other types of skills and inherently connected to interaction with other (frequently unpredictable) individuals. A standardized approach to welding or shooting free throws may be feasible, but no standardized approach to managing human beings is possible. On the other hand, what all skills do have in common is the potential for improvement through practice. Any approach to developing management skills, therefore, must involve a heavy dose of practical application. At the same time, practice without the necessary conceptual knowledge is sterile and ignores the need for flexibility and adaptation to different situations. Therefore, developing competencies in management skills is inherently tied to both conceptual learning and behavioral practice.
This paper explores key points of managerial work as communication, presentation and motivation. Understanding and ability to apply the above rules and principles of communication in the company are considered to be universal management skills. The result of their use is the ability to communicate effectively, receive information and act accordingly. All possible means of transmission should be used. Companies are responsible for creating the conditions in which communication becomes effective. Managers and supervisors should be aware of the content of communication and the communication process. Communication is the foundation of all effective interpersonal and professional relationships, relationships between departments and sections, between organizations and their suppliers, customers and clients.
An effective style presentation is not easy to achieve. It reflects personal and professional standards, the level of respect and values, strengthens the trust between managers and employees. Effective presentation is necessary for employees, customers, and suppliers in various situations. It enhances the personal qualities of a particular manager or supervisor.
Motivating people to achieve goals and objectives is one of key skills required for all managers and supervisors. Despite a lot of research in this field, there is no some certain set of rules which can be applied to any situation because attitudes and behavior are hard to predict. However each person is eager to achieve the highest possible level of motivation working with other people. Some specific set of skills and control should be taken into account trying to motivate effectively.
References
1. American Management Association (2000): Managerial skills and competence.” National survey by AMA, March-April 2000.
2. Andersen Consulting Company (2000) Skills Needed for the E-Business Environment. Andersen Consulting.
3. Boyatzis, Richard E. (1982) The Competent Manager. New York: Wiley. https://books.google.by/books/about/The_Competent_Manager.html?hl=ru&id=KmFR7BnLdCoC
4. Cameron, Kim S. and Whetten, David A. (2004) “A model for teaching management skills. Organizational Behavior Teaching Journal, 8: 21-27.
5. Katzenbach, J.R. (2005) Real Change Leaders: How You Can Create Growth and High Performance in Your Company. New York: New York Times Business, Random House. http://www.ozon.ru/context/detail/id/6079726/
6. Koestenbaum, Peter (2010) “Do you have the will to lead?” Fast Company, March 2010, pp. 222-230.
7. Luthans, Fred, Rosenkrantz, Stuart A., and Hennessey, Harry W. (2005) “What do successful managers really do? An observation study of managerial activities.” Journal of Applied Behavioral Science, 21: 255-270.
8. Nair, K. (2004) A Higher Standard of Leadership. San Francisco: Barrett-Koehler.
9. Pettinger, R. (2001)Mastering Management Skills. Palgrave Macmillan. http://www.amazon.co.uk/Mastering-Management-Skills-Palgrave-Business/dp/0333929381
10. Pfeffer, Jeffrey and John F. Veiga (2009) “Putting people first for organizational success.” Academy of Management Executive, 13: 37-48.
11. Quinn, Robert E. (2008) Beyond Rational Management. San Francisco: Jossey-Bass.
12. Rigby, Darrell (2008) Management Tools and Techniques. Boston: Bain and Company.
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