My Management Philosophy
My management philosophy tells more about me as a manger and reveals more about myself as a person. I believe it is the responsibility of the management to provide leadership, direction and guidance as well as acting as excellent role model to the employees. If the management is able to fulfill these roles, the employees perform well in their jobs. Empirically, providing employees with challenging assignments stretches their skills and gives them experience (Richardson, 2005). Ultimately, the employees grow and the organization benefits by having a pool of productive human capital.
My management philosophy entails providing a favorable environment that supports employees’ productivity. I accomplish this philosophy through enhancing their morale, solving conflicts creatively, encouraging the under-par performers and, giving rewards to the high performers (Klussmann, 2009). I am a strong believer of setting examples in order to have the work done. I am always available and ready to intervene to provide guidance to my subordinates. In fact, I often work efficiently and smart so that I am able to influence my subordinates towards working diligently.
In summary, I often do everything to ensure that I know when my subordinates need any help. I am not the kind of person who wait until I am called upon to act by my team. I formally and informally check the work that my subordinates are doing on a regular basis. These check-ins enable me to examine their overall job satisfaction as well as their well-being. These leadership traits have helped me remain exceptional and outstanding in my managerial role.
Outside influences that affected my management philosophy
My encounters with a number of managers played a big role in influencing my management philosophy. During my first job at the age of sixteen, I worked with a manger who seemed concerned about the employees even more than their output (Klussmann, 2009). He ensured that employees always had whatever they needed to have the job done. His management philosophy made employees feel comfortable and as a result they worked better. This manager influenced me by helping me develop a similar management philosophy.
My life experience has also been instrumental in influencing my management philosophy. I have in the past assumed numerous leadership positions at school and in the family setting. Being the first born in the family of four, I have often acted as an excellent caretaker and a role model. In school, I have handled several projects some as a group where I have taken up the leadership role in most cases. While in these groups, I assign my team members responsibilities and expect them to deliver. As the team leader, I have learned how to become a good power director and a good team manager.
In a nutshell, both the school and family have provided me with an excellent opportunity to build my managerial and leadership traits (Kirkeby, 2000). I have perfected the art of dealing with all types of people in different settings. These experiences have helped in nurturing my management philosophy exceptionally. In fact, they have laid a strong management foundation as well as shaping my personal management philosophy.
Managers’ social responsibilities
Social responsibilities refer to the obligations that the managers have towards the society and other stakeholders. Other than maximizing the wealth of the business owners, managers also have a social obligation of safeguarding the interests of employees, the government, consumers as well as the community. Since these groups have indirect or direct interest in the business, managers cannot overlook them.
The primary social responsibility of managers is ensuring that shareholders get reasonable returns on the investment. As the business expands, the owners commonly referred to as the shareholders expect the value of their capital to appreciate. Managers have a social responsibility towards their employees related to fair salaries and wages, providing them with favorable working environment, and supporting the employees’ welfare (Klussmann, 2009). While employees should work towards building harmonious relationships with their managers, the managers have the responsibility of providing them with welfare amenities including safe and secure working conditions, housing, retirement benefits as well as medical facilities.
Managers owe consumers the social responsibility of protecting them from business malpractices and unethical business behavior (Richardson, 2005). Managers should ensure they satisfy the consumer’s needs as well as safeguarding their interests. Goods and products offered to consumers must meet proper standards and quality and must be offered at reasonable prices. Besides, managers should avoid business malpractices such as hoarding that result in artificial scarcity. Other common malpractices include misleading and false adverts.
Managers also have a social responsibility towards the government related to conducting business lawfully. Managers should honestly remit taxes and other dues as well as conforming to government’s policies and regulations (Richardson, 2005). Managers should never corrupt public servants in order to obtain government favors or tenders. To the wider community in which the business operates, managers should endeavor to protect the environment, set up firms in remote areas, employ the minority groups in the society and offer relief to the victims in case of emergencies or natural calamities.
Ethical responsibilities of the business to the community
The actions taken by the organization directly or indirectly affect the community in which the organization has established business. The business has the responsibility of acting ethically towards the community surrounding it in order to maintain operations in that particular community (Richardson, 2005). Sometimes the management have to tough decisions that cost the business money such as acquiring equipment for reducing greenhouse emissions in order to take care of the surrounding community.
Organizations should increasingly acknowledge that they owe the cities, towns, and the society in general where they conduct business ethical responsibility. Organizations should constantly dedicate their human capital and part of the business profits in helping the less fortunate in the community (Richardson, 2005). Every year, organizations should participate in sponsoring charitable events as well as encouraging the local community to engage in activities that benefit them. Charitable events such as sponsoring bright but less fortunate kids in the local community gives the organization a lot of support from the community.
In conclusion, organizations are expected to maintain high ethical standards even if it means spending money in order to maintain harmony with the local community in which it has established operations. In order to gain reputation and remain going concern, organizations should regularly set aside part of their earnings to support community activities.
The duties that managers perform
Manager’s roles in an evolving company can be summarized into five fundamental functions; organizing, planning, staffing, controlling, and leading. Good managers stick to these five functions and avoid haphazardly performing the duties that would otherwise be performed by their subordinates.
Planning is the most basic manager’s function that involves mapping out how to accomplish the set out organizational goals (Kirkeby, 2000). If the goal of the organization is to increase sales, the manager states the steps to be taken such as hiring more sales people, increasing advertisements or increasing the inventory. Organizing follows after a plan has been developed. The manager organizes his team and the available resources in accordance with the plan. He assigns duties and grants authority so that work is done effectively.
Once the manager has discerned all his needs, he may want to reinforce his staffing through recruitment, selection, training, and employee’s development. This procedure is referred to as staffing. In a big company, the manager liaises with the human resource department in order to attract and retain diligent human capital (Richardson, 2005). Besides planning, organizing, and staffing, the manager needs to lead people. Leading entails communicating, guiding, motivating and encouraging. The manager needs to assist, coach, and solve problems creatively with the employees. The manager’s work is incomplete without checking the results against the set goals. This process is called controlling and involves taking the corrective action to ensure that the plans are on track.
In summary, all managers regardless of their level in the organization perform these basic functions. However, the focus that the manager gives to every function depends on the organization as well as the management level.
How my management philosophy will guide me in the future
My management philosophy will be my cornerstone in future as it will define how to treat others as I pursue best practices. It will help me in uniting my team members together so that they focus their energies on attaining excellence. Since employees require a strong foundation that encourages them to work smart, my management philosophy will act as their protective environment.
In addition, my management philosophy will be the guiding principle when there are market shocks, when organizational profits go down, and when potential threats pop up. It will enable me shape how my subordinates interact with others in the organization (Kirkeby, 2000). Besides, I will supplement my management philosophy with the corporate culture and the value systems that govern the organization to bring change. Since employees are the greatest asset to the organization, I will use my management philosophy to make everyone feel as though they are important to the organization.
In summary, my management philosophy will guide me in defining the organizational critical values that are requisite to success. Additionally, I will use my management philosophy to help my subordinates identify their own management philosophies. My management philosophy will be the guiding principle that ensures that my decisions are rooted against it.
How a liberal arts education affect my management philosophy
Liberal arts education is critical as it instills the attributes that employers constantly look from college graduates (Richardson, 2005). Information analysis skills, critical thinking skills, intellectual skills and ability to express ideas well are acquired from studying liberal arts education. The liberal arts education prepares me for the first job as well as promotion in the subsequent years. In addition, liberal arts education provides me with theoretical constructs as well as ideas with which to interpret my experiences.
Finally, Liberal arts education provides me with job training and helps me to understand varying perceptions before drawing conclusions (Richardson, 2005). It influences the way I act and view things as well as helping me understand how other people interpret, shape, and record events in this world. Liberal arts education also builds my capacity of understanding the implications of own actions and those of others.
Kirkeby, O. F. (2000). Management philosophy: A radical-normative perspective. Berlin: Springer.
Klussmann, W. (2009). Philosophy of Leadership – Driving Employee Engagement in integrated management systems. Diplomica Verlag.
Richardson, K. A. (2005). Managing organizational complexity: Philosophy, theory and application. Greenwich: IAP – Information Age Pub.
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