Management Styles
Yolanda D. Jones
Colorado Technical University
Management Styles
There are some traits which constitute a good manager, however being a good manager is not necessary based on education, experience, or skills, but more tangible personal attributes that would make an individual a successful manager. First, and most possibly foremost, is the blended attribute of leader and manager. The ability to be an effective manager and enable individuals under their leadership to be productive, a manager must be committed and willing to do whatever it takes to make your organization successful.
In this particular scenario, there are two very different and distinct management styles; however, they both seem to be effective. Sharon’s management style is what she calls an intuitive management style, she has a “can do it” attitude, and she is commitment to the organization, so that at all costs her and her staff will do whatever it takes to get their projects done. This type of management style can be characterized as somewhat aggressive, and sometime can be misconstrued as being pushy and the aggression can put people off sometimes. Also, Sharon’s hands-on approach may sometimes make her team feel she has no faith in their ability to get their respective projects completed, and work environment may not be the most relaxing. The positive aspect of Sharon’s management style is the fact that she very proactive as it relates to the tasks assigned to her team and the execution of those tasks.
Marcia’s management style is much more relaxed, and she takes a great deal of time planning and is extremely organized, which is a definite attribute to being a successful human resources manager. Marcia’s somewhat relaxed management style may not always get tasks done, and there is a probability that those task may not come in under budget. Marcia also does spend an exorbitant amount of time planning, and in the time she spends planning and organizing task, may be spent
Colorado Technical University
Management Styles
There are some traits which constitute a good manager, however being a good manager is not necessary based on education, experience, or skills, but more tangible personal attributes that would make an individual a successful manager. First, and most possibly foremost, is the blended attribute of leader and manager. The ability to be an effective manager and enable individuals under their leadership to be productive, a manager must be committed and willing to do whatever it takes to make your organization successful.
In this particular scenario, there are two very different and distinct management styles; however, they both seem to be effective. Sharon’s management style is what she calls an intuitive management style, she has a “can do it” attitude, and she is commitment to the organization, so that at all costs her and her staff will do whatever it takes to get their projects done. This type of management style can be characterized as somewhat aggressive, and sometime can be misconstrued as being pushy and the aggression can put people off sometimes. Also, Sharon’s hands-on approach may sometimes make her team feel she has no faith in their ability to get their respective projects completed, and work environment may not be the most relaxing. The positive aspect of Sharon’s management style is the fact that she very proactive as it relates to the tasks assigned to her team and the execution of those tasks.
Marcia’s management style is much more relaxed, and she takes a great deal of time planning and is extremely organized, which is a definite attribute to being a successful human resources manager. Marcia’s somewhat relaxed management style may not always get tasks done, and there is a probability that those task may not come in under budget. Marcia also does spend an exorbitant amount of time planning, and in the time she spends planning and organizing task, may be spent
References: What Are The Characteristics of a Really Good Manager (2012). Retrieved March 12, 2013, from http://oneffectivemanagement.wordpress.com/2008/08/28/what-are-the-characteristics-of-a-really-excellent-manager/ Sarbanes-Oxley Act: Legal Protection for Corporate Whistleblowers (2012). Retrieved March 13, 2013, from http://www.whistleblowers.org/index.php?option=com_content&task=view&id=27 Why Sox Matters to Small Companies (2013). Retrieved March 13, 2013, http://accounting.smartpros.com/x53765.xml