| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "MANAGERIAL ROLES SKILLS": |
|
|
Managerial Roles and Skills, 2004.
This paper discusses managerial roles and skills common to supervisors and managers.
675 words (approx. 2.7 pages), 2 sources, APA, $ 23.95
»
Click here to show/hide summary
Abstract
This paper defines the skills required for business leadership, including communication skills and other interpersonal skills.. The author outlines the various roles played by supervisors and managers. The paper cites the theories of Richard Boyatzis.
From the Paper
"Richard Boyatzis more than ... years ago identified the basic competencies required for effective supervision or management. Among those competencies, Boyatzis included excellent communication skills, the ability to work well with others, a high level of motivation and positive self-esteem, accurate self-assessment, logical thinking ability and the ability to use power effectively in such tasks as planning, organizing, controlling, motivating and coordinating .While countless books on managerial and supervisory skills and competencies since Boyatzis' ... year-old classic "The Competent Manager" was published and while terminology and buzzwords ... "
| |
|
Mintzberg's Managerial Roles, 2004.
This essay discusses Mintzberg's managerial roles and their importance in an organization.
2,014 words (approx. 8.1 pages), 11 sources, MLA, $ 63.95
»
Click here to show/hide summary
Abstract
This paper examines Mintzberg's managerial roles, including team building, decision making models, and organizational communication. The paper states that Mintzberg?s ten managerial roles are divided into three sections, namely, the interpersonal, informational, and decisional. It also discusses how team building and decision making models aid in the development of a successful organization. Lastly, it shows that communication is the lifeblood of any organization and must be given and received in the appropriate manner.
From the Paper
"Under the informational aspect of the roles, the manager is responsible for acting as the figurehead, leader and liaison. The purpose of the figurehead is to perform the symbolic duties of the organization. These duties include welcoming visitors and signing legal documents. (Mintzberg's 10 Managerial Roles 2003) As a leader the manager must train employees, direct subordinates, and provide counseling for employees. In the role of the liaison the manager must ensure that the lines of communication are flowing freely throughout the organization. (Mintzberg's 10 Managerial Roles 2003)"
| |
|
Mintzberg's Managerial Roles, 2008.
An application of Mintzberg's theory of managerial roles to the job of ship's engineer.
1,440 words (approx. 5.8 pages), 6 sources, APA, $ 47.95
»
Click here to show/hide summary
Abstract
This paper identifies the interviewee, upon which this paper is based, as a ship's engineer, who is a middle-level manager. The author examines the job of the ship engineer by applying the ten universal managerial roles as identified by Henry Mintzberg. These roles are divided into three categories: interpersonal, informational and decisional. The paper defines each of the ten roles using an example from the job of being a ship's engineer.
From the Paper
"In order to better describe the person I interviewed, I will provide specific examples of what technical skills or skills that include knowledge and proficiency in that specific field he needs to have in order to occupy that position: The ship's engineer is required to have a good understanding of the equipment and systems fitted to the ship. This knowledge is used to prioritize the work and minimize the risks of not meeting operational deadlines and getting the ship to sea. All these are based on the importance of the equipment and time required to complete the work."
| |
|
Managerial Skills, 2004.
An analysis of effective managerial skills.
1,627 words (approx. 6.5 pages), 5 sources, MLA, $ 53.95
»
Click here to show/hide summary
Abstract
This paper discusses the skills required to be an effective and successful manager. The paper examines issues of communication, management, supervision, and employee development. The paper focuses on these subjects in order to identify major skill groups that effective managers must possess to hire, manage, and improve the performance of employees.
From the Paper
"Every manager should possess effective communication skills because being able to share information, give direction and provide feedback are such essential components of a manager's job. Managers must be able to both provide information and be effective listeners to assure that the messages that being conveyed are also being received by their target audience. In addition, managers must learn to read body language and other non-verbal communication cues so they can more fully understand the full measure of information that is being directed towards them from subordinates and from senior levels of management."
| |
|
21st Century Management Skills, 2002.
A look into the skills and qualities required for successful management. The article offers a review of the change in management skills and roles in recent decades.
2,400 words (approx. 9.6 pages), 7 sources, MLA, $ 73.95
»
Click here to show/hide summary
Abstract
The paper talks about managerial skills required to compete in the 21st century. It examines the differences between a leader and a manager and how they affect their roles. The article also outlines the different skills required for each managerial level in the hiearchy of management. The discussion is supported with graphs and quotes.
From the Paper
"With the entire world as a market and national borders becoming increasingly irrelevant, the potential for organization to grow expands dramatically. For example, a study of 1250 highly diverse U.S. manufacturing firms found that companies that operated in multiple countries had twice the sales growth and significantly higher profitability than strictly domestic firms. However, the opening of global borders can work both ways. There are considerable challenges in managing a global business as well. Managers must deal with economic, political and cultural differences. Managers who don?t closely monitor changes in their global environment are likely to find limited global success. Therefore, as a manager who decides to go global with the business, we have to be aware of the specific characteristics of the location."
| |
|
Interpersonal and Counselling Skills, 2007.
This paper provides a reflective summary of interpersonal skills - counselling skills.
761 words (approx. 3.0 pages), 4 sources, APA, $ 27.95
»
Click here to show/hide summary
Abstract
In this article, the writer notes that counselling is a critical part of the social worker's professional weaponry not least because it forms a core skill used to communicate and build relationships among those involved in care. The writer points out that of course, it is possible for the social worker to utilize his or her own personal experiences as a guide which would have accumulated, as any citizen would, through the process of socialization. But the kind of people a normal citizen would commonly have dealings with would necessarily be selective - it would merely encompass a relatively narrow circle of family, relatives and friends from similar social and ethnic backgrounds. The writer maintains that what sets professional social workers apart is that they are forced to confront a diversity of people from all walks of life who bring with them their own sets of distinctive problems, beliefs and cultures, for which even the most experienced individual might be ill-equipped.
From the Paper
"At its most basic, counselling takes into serious consideration verbal and non-verbal speech as well as listening skills. Impressions that clients take away from even the most fleeting of encounters matter: if the speed at which counselling is provided is either too fast or too slow; if the nature of conversation is formal or informal; if the tone of voice, pitch and loudness differ - all this can lead to divergent experiences that leave a more indelible mark rather than the contents of what is said. Equally important would be the skill to listen, providing reassurances to the speaker to express themselves freely and openly. Resisting the temptation to interrupt, avoid misunderstanding, using body language, choosing the right environment in which to talk would be some key skills, while non-verbal skills, such as gestures, facial expressions, eye contact, orientation, touch and proximity to the speaker are important ways in which social workers can engage in fruitful communication."
| |
|
Interpersonal Skills, 2006.
A discussion about the need for interpersonal skills at work, focusing on the need for communication skills.
963 words (approx. 3.9 pages), 9 sources, MLA, $ 34.95
»
Click here to show/hide summary
Abstract
The writer defines interpersonal skills and explains that those people who have these skills have high emotional intelligence, and not necessarily a high IQ. The paper explains that because of the teamwork needed in the workplace nowadays, it is important to have team players - those with good interpersonal skills. The writer suggests four points which are vital for developing interpersonal skills. In summation, the writer states that the key to interpersonal skills is being able to deal directly and honestly with all men and women, teams, bosses and different ethnic groups.
From the Paper
"What is clear from various articles an references that one can read about the importance of using and improving interpersonal skills is that, more than ever, you'll be left behind if you don't have those skills. Computers alone cannot communicate a personal approach - the dedication and loyalty, the know-how, and the ability to deal with members of your team, as well as those above and below you on the job. One has to think of the late President Ronald Reagan, who was known as "The Great Communicator" because, regardless of his politics and policies, he had the knack of communicating so everyone seemed to approve, at least of how he said what he had to say. There are not enough "good" communicators today. It is really important that managers or would-be managers, or those studying business in schools spend a lot of time learning how to deal both with their bosses as well as subordinates."
| |
|
Interpersonal Skills, 2006.
A discussion about the need for interpersonal skills at work, focusing on the need for communication skills.
963 words (approx. 3.9 pages), 9 sources, MLA, $ 34.95
»
Click here to show/hide summary
Abstract
The writer defines interpersonal skills and explains that those people who have these skills have high emotional intelligence, and not necessarily a high IQ. The paper explains that because of the teamwork needed in the workplace nowadays, it is important to have team players - those with good interpersonal skills. The writer suggests four points which are vital for developing interpersonal skills. In summation, the writer states that the key to interpersonal skills is being able to deal directly and honestly with all men and women, teams, bosses and different ethnic groups.
From the Paper
"What is clear from various articles an references that one can read about the importance of using and improving interpersonal skills is that, more than ever, you'll be left behind if you don't have those skills. Computers alone cannot communicate a personal approach - the dedication and loyalty, the know-how, and the ability to deal with members of your team, as well as those above and below you on the job. One has to think of the late President Ronald Reagan, who was known as "The Great Communicator" because, regardless of his politics and policies, he had the knack of communicating so everyone seemed to approve, at least of how he said what he had to say. There are not enough "good" communicators today. It is really important that managers or would-be managers, or those studying business in schools spend a lot of time learning how to deal both with their bosses as well as subordinates."
| |
|
Managerial Accounting, 2007.
An analysis of the factors that determine success for the managerial accountant.
3,157 words (approx. 12.6 pages), 13 sources, APA, $ 91.95
»
Click here to show/hide summary
Abstract
This paper analyzes the factors necessary for a managerial accountant to succeed in an independent practice and within a larger organization. The author emphasizes that managerial accountants must set the standard for communication within their practices, particularly in regard to strategic issues and relationships between other accountants in their practice. Additionally, the paper shows that managerial accountants must be linked organizationally to the accounting department that they support, which includes training end users to become more proficient in interpreting financial documents. The author concludes that more research is needed in the area of managerial accounting communication so that managers responsible for making training decisions and communicating on a continual basis will have enough tools with which to base their decisions.
Outline:
Introduction to Communication within the Accounting Profession
Leadership over the Managerial Accountant
Leadership by the Managerial Accountant
Decision-Making by the Managerial Accountant
Staff Motivation through Communication by the Managerial Accountant
Communication and Compensation
Outside Training
Management Priorities by the Managerial Accountant
Communicating Expectations of Staff
Marketing
The Communication of Ethical Standards
Conclusion
From the Paper
"As a result, managerial accountants must be flexible to change and adaptation, and those with a broad spectrum of behavioral understanding in addition to financial skills are more properly suited for their positions. This includes a communication medium that reaches the intended audience efficiently and effectively. This paper will analyze the correlation between managerial accountants and their means of communication necessary for their practice to thrive. It will also provide recommendations throughout that managerial accountants can incorporate into their practice in order to bring the profession as a whole to a new level of success."
| |
|
Critical Thinking Skills in Learning, 2008.
An analysis of the importance of critical thinking skills in a student's learning.
8,176 words (approx. 32.7 pages), 84 sources, MLA, $ 175.95
»
Click here to show/hide summary
Abstract
This paper discusses the relationship between the knowledge configuration and the buildup of cognitive skills, particularly critical thinking skills. It discusses the bridge that needs to be formed between what the students already know and how this prior knowledge can help them understand and use the latest and emerging topics in the field. It also looks at the use of interactive mechanisms that can relate the theoretical comprehension and the practical use in interaction of these theories.
Table of Contents:
Introduction
Using Solo-User Programs In Collaborative Environments
Using Collaboration Process For Learning
Using Networking Tools For Collaborative Learning
Using LAN Systems For Collaborative Learning
Using Electronic Mails For Collaborative Learning
Using Internet For Collaborative Learning
Combining Multi-Program Systems For Collaborative Learning
Synthesis Of Research On CSCL
Using CSILE For Enhancing Critical Thinking Skills
Using Belvedere For Enhancing Critical Thinking Skills
Using CoVis For Enhancing Critical Thinking Skills
Using Telecomunicando For Enhancing Critical Thinking Skills
Conclusions
From the Paper
"Computer Supported Collaborative Learning is very much related to the advancements and modifications in the approach towards education and teaching. We have discussed how some researchers highly favor the CSCL mechanism and have carried out studies that have made it come across as the most efficient ridge between education and technology. The two most important factors supporting CSCL are that it was the first to initiate the use of computer technology to improve the value of education and broaden the spectrum of the social interaction of students as well as teachers. All computer based programs that that were designed for individual improvement also proved to be useful in group dynamics. Also, when the computer-based programs offer the students and the teachers the opportunity to work in group dynamics through networks or public databases or internet conferencing, the growth and enhancement of the social interaction and understanding does become more apparent. Networking also helps the students and the teachers to indulge in joint ventures and constantly design and construct more and more educational as well as scientific theories, inquiries, tactics, etc (Jarvela et al, 1999)."
| |
|
Listening Skills and Leadership, 2005.
An analysis of the relationship between listening skills and leadership.
675 words (approx. 2.7 pages), 3 sources, $ 26.95
»
Click here to show/hide summary
Abstract
This paper discusses the innate relationship exhibited between listening skills and leadership. Specifically addressed is how listening skills are key to developing refined leadership skills and how good leadership skills, in combination with listening skills, can have a profound impact on the communication and interchange between employees and management.
From the Paper
"Listening skills are important in management and in developing leadership skills because managers and administrators must rely on information as it is relayed from their staff, co-workers and colleagues. One research study frames the importance of listening skills in this way: "The average individual spends from 42 to 60 percent of daily communication time listening...Yet most people are inefficient listeners; they forget, ignore, or misunderstand up to 75 percent of what they hear..." (Lynott, 1998, para.5). That is a large percentage of information that is either forgotten or generally unheeded. "
| |
|
Managerial Economics, 2004.
A discussion of accurate demand estimation in managerial economics.
4,550 words (approx. 18.2 pages), 10 sources, MLA, $ 118.95
»
Click here to show/hide summary
Abstract
This paper analyses the effectiveness of demand estimation in a managerial context. Managerial decision-making often depends on analysis of the demand for a firm?s product. Demand estimation is an attempt to find a reasonable approximation of the actual but unknown demand function for a firm?s product. There are several limitations of obtaining the perfect accurate demand estimations. Identification problem exists in estimating demand and supply functions. It analyses how to empirically estimate the demand relationship using regression analysis as well as potential difficulties associated with regression analysis. It also includes a discussion of marketing research approaches to demand estimation such as consumer surveys, consumer clinics, market experiments and observation research. Each marketing research approach has its own advantages and disadvantages. Accurate demand estimation is crucial for sound managerial decision making. But, it is impossible to obtain perfect accurate demand estimation. Managers should exercise great care when using demand estimations to solve managerial decision problems, subject to the related constraints.
From the Paper
"From an economic perspective, cost includes not only explicit cost payments, but also implicit costs, arising from the contribution of the firm?s time and resources (McGuigan & Moyer 1989). Managers need to take into account various costs involved in obtaining perfect demand estimation. Also, all estimating procedures involve the analysis of historical experience into patterns and the projection of those patterns into the future in the belief that the future will somehow resemble the past, which limits the usefulness of demand estimation. Firms usually lack the prior knowledge of customers? demand. Also, the demand estimation does not capture all the information the management desires. The perfect accuracy of demand estimation is desirable but not rational to managers as it is too costly to obtain perfect accurate demand estimation and the usefulness of demand estimation is limited."
| |
|
Listening Skills in the Classroom, 2002.
An examination of listening skills in the secondary school classroom.
1,900 words (approx. 7.6 pages), 6 sources, $ 71.95
»
Click here to show/hide summary
Abstract
Teaching students to improve their active listening skills means teaching them by being a role model and teaching them to be aware of their non-verbal skills, practice listening skills, and giving them skills to listen and communicate.
| |
|
Leadership, Interpersonal Skills, Decision-Making, 2002.
A study of business communication and management leadership skills.
3,880 words (approx. 15.5 pages), 9 sources, MLA, $ 106.95
»
Click here to show/hide summary
Abstract
This research paper analyzes the effect of leadership skills providing direction and interpersonal skills in interacting with others and decision making. It includes oral communication skills, written business communication, and perception skills important in analyzing problems and proposing solutions. The paper?s final component deals with organizational change and self-designing change management. The research paper is the basis of a proposal for a seminar workshop to enhance staff knowledge of such qualities as leadership and ability to interact with others for the enhancement of the capabilities of the staff.
Table of Contents
Abstract
Executive Summary
Statement of the Problem
Introduction
Improving Leadership and Interpersonal Relationship
Communication Skills (Written, Oral, Listening, Perception)
Organization and Planning
Conclusion
Bibliography
References
Works Cited
From the Paper
"Corporate executives with similar (corporate) background, in terms of corporate culture normally display strong leadership qualities, showing confidence in the strength of their convictions. As a result, participative management has been ushered in, with a focus on synergistic teamwork. Executives must learn to merge their own ideas with those of others in order to get the job done in a way that spells productivity for the corporation as a whole. Obviously this cannot be achieved in a situation where everybody says ?yes? to the boss or all are doing their own thing. Consider the following points:
1.When three or more people of equal rank meet with crisis, there is widespread reluctance for any member to exercise initiative. Reluctance increases with the size of the group....."
|
| Term Paper # 59131 |
temporarily unavailable
|
|
|
|
