Personal Management Philosophy
Course Name /Section
Entailed in this paper are my management philosophies and the beliefs, experiences, values, priorities, training, education, and expectations of myself and everyone working for and with me. Everyone has a different personality, experience, and background which shapes and guides their management approach and style. Discussed are the core philosophies that shape my approach to the daily business challenge.
A management philosophy is a set of beliefs that an individual in a management position utilizes to guide the decision-making process (Olsen, 2005). Management philosophies are beneficial in that, they govern all areas of a company and organize a business around specific goals. Different philosophies govern each facet of a business, including a company’s overall organization, the methods of employee motivation, the company philosophy for customer relations, and the methods in which the company addresses and prepares for problems.
My management philosophy entails providing an environment that successfully produces productive employees. This is achieved through keeping the morale high, conflict management, encouraging low performers, and rewarding the strong ones. Management should guide employees to execute their duties effectively. This entails various meanings. First, it means that management should present challenging tasks related to the job which in turn gives the employees experience. This further stretches their ability and brings growth. Additionally, by guiding employees to execute their duties effectively, it benefits the company since the employees will be more productive.
As a future manager, I am aware that I will be tasked with inspiring and leading the people working for and with me. This entails planning for team success and fulfilling whatever it takes to run a business. Five major functions are deemed as the ways in which management should interact with and lead employees. From planning to reviewing, the more precise management is the more effective the business is in achieving its goals (Cooper, 2000).
As a function, planning actions evaluate a company’s goals and then establishes a strategy for success (Koester, 2003). Planning actions evaluate the existing goals and activities. Managers then plan activities that will cause the achievement of those goals. Leaders must become problem solvers, capable of seeing the big picture while also recognizing specific things that affect overall success. For instance, if a company’s goal is to improve the time taken for customers to have their orders fulfilled, here, an operational strategy is executed to improve product fulfillment.
The function of organizing combines resources to reach the goals set in the planning function (Kerzner, 2017). Resources include personnel, materials, and financial banking. Leaders must distinguish what activities are requisite; appoint those activities to specific employees, successfully delegating tasks. As a future manager, I will strive to coordinate tasks so as to keep resources moving efficiently towards goals. Prioritizing the essential resources at all times is critical. For instance, if inventory if required but the company’s funds are insufficient to acquire the inventory, the priority here is tackling the financial need.
Whenever a business is short-handed, it significantly cripples the company’s ability to cater to customers and further overburdens existing staff. Management must identify staff positions and ensure the proper talent is executing that specific duty (Harvey, 2000). Upon the establishment of the right staffing structure, leaders need professional development, training, monitoring performance, and pay rates. Effective leaders are capable of developing talent and identifying those ready for promotion.
Directing activities is critical. Informing staff about when and what needs to be done is a managerial responsibility. However, bosses instruct employees on what they should do whereas leaders motivate their employees to contribute in meaningful ways. The function of directing requires leaders to go beyond delegating tasks, even though for business success, tasks must be completed. This function starts with supervising employees while simultaneously motivating teams through guided leadership communicated in clear ways (Gillen, 1987).
Controlling systems entail all the processes created by leaders to minor success. This function requires leaders to set performance standards, measure performance, and compare metrics to determine anomalies (Kerzner, 2017). For instance, a leader in sales concentrates on more than the final sales numbers; he regards the leading activities like outbound calls and the number of minimum pitches. Leaders review data and make necessary adjustments in policies, personnel, processes, and training to address failures based on that data (Kerzner, 2017). Successful leaders do not see poor performance as failures; rather, they see them as opportunities to solve problems that get the desired results.
As a manager, I intend on working toward maximum efficiency. This approach concentrates on how a business is organized, the power structure between management and employees, and the division of labor within a company (Lovell, 2008). Additionally, I intend on motivating my employees. Motivations means inspiring employees to accept personal responsibility for their work, improve performance, and work toward the company’s overall success (Frey, 2001). Motivational philosophies are aimed at developing a work environment which promotes strong employee-driven ideals. The Goal-Work philosophy asserts that if employees are given goals, and with the goals the knowledge of how to attain them, they can improve their performance and work toward achieving those goals (Hammond, 2018). In my managerial post, I realize that separating my professional and personal ethics is important. Personal ethics are the ethics that an individual identifies with in respect to situations and individuals that they deal with daily (Quinn, 1997). Professional ethics are the ethics that an individual must conform to in respect to their business dealings and interactions in their professional life (Quinn, 1997). In some instances, professional and personal ethics may clash and result in moral conflict. Therefore, as a leader, moral conflicts are resolved by drawing a line between individual and professional roles.
My management philosophy incorporates several principles, and the first is leadership. The best managers are leaders. They are more than controllers, followers or administrators. They do more than concentrate on processes and structure. Rather, they are creators, innovators, and influencers. They focus on individuals and individual development. This principle will govern most of my decisions as a manager. My second management principle is enablement. I believe employees should be positioned for success. All teams want learning opportunities, variety, and additional responsibilities. Failing to provide those as mentioned above can cause apathy, decreased morale or worse. As a manager, my goal for my team members is for them to be successful in both their careers and lives and this can be achieved by positioning them for success. Their success is my success. Third, I firmly believe in fairness. Employees must be treated honestly and fairly. As stated by Brown, “your employees are people too, and as a manager, you are no better than anyone else. Therefore, treat your employees with respect and honesty” (Brown, 1997).
Fourth is communication. Goals and expectations must be set clearly. Majority of frustration and conflict in the workplace are brought by a misunderstanding of expectations. Successful managers communicate expectations of themselves and their teams while also giving employees the freedom needed to complete tasks (Johnson, 2007). Furthermore, an effective manager recognized the authority and power bestowed upon them and uses them wisely and properly. My fifth management principle is quality. I believe quality is greater than effort or process. Effort is not equivalent to effectiveness and work quality is more significant than the hours worked. Processes are there to improve quality, however, sometimes, hamper it. Bottom line, output is what should be judged. Sixth is positivity; this aligns with my first principle, but successful leaders are also positive thinkers. Positive reinforcement comes in handy toward employee morale and work drive. My last principle is adaptation. My management philosophy is fluid, meaning, never be afraid of change, even to your own management beliefs. Shaping your own management philosophy is a significant step in defining yourself as a manager. It forces you to take the time to define and further craft your own doctrines.
Wrong or right, bad or good, ineffective or effective, these basic principles are what will be my yardsticks once I take my post as a manager. These elements will provide a revised approach to becoming a more effective business leader that will help my organization become more successful.