Introduction | How to Measure a Manager's Level of Effectiveness

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Management Skills for International Business

174 calificaciones

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University of London

Management Skills for International Business

174 calificaciones

Curso 2 de 6 en SpecializationInternational Business Essentials

This course focuses on a range of management techniques. You’ll discover the main skills and competencies of effective leaders, and how to distinguish between management and leadership. The course will cover team dynamics, how to build effective relationships, key motivation theories, and how to use communication to best effect. This course forms part of a specialisation from the University of London designed to help you develop and build the essential business, academic, and cultural skills necessary to succeed in international business, or in further study. If completed successfully, your certificate from this specialisation can also be used as part of the application process for the University of London Global MBA programme, particularly for early career applicants. If you would like more information about the Global MBA, please visit https://mba.london.ac.uk/. This course is endorsed by CMI

De la lección

How to Measure a Manager's Level of Effectiveness

This week we will be looking to explore the following key areas;<BR>* the key aspects of management, both in theory and reality<BR>* the similarities and differences between leadership and management<BR>* how the stakeholder added value of a manager’s contribution can be measured<BR>* the essential requirement for a manager to embrace and successfully manage change<BR><BR>At the end of this week, learners will be;<BR>(1) able to understand and apply the key attributes of a manager<BR>(2) aware of the possible differences between a leader and a manager<BR>(3) able to measure levels of a manager’s performance and organisational added value<BR>(4) familiar with the key stages of effective change management

Introduction | How to Measure a Manager's Level of Effectiveness3:38

Case Study: An Introduction to the Effectiveness of Operational Managers1:32

Case Study: The Effectiveness of Operational Managers | Example 115:27

Case Study: The Effectiveness of Operational Managers | Example 217:59

Conoce a los instructores

David James
Founder and Director, DJ Learning Ltd
University of London

[MUSIC]

So Ollie, in your work and experience, do you have any examples of managers

at all levels where perhaps aspects of Fayol or Mintzberg come to mind?

>> One of the very senior managers where I used to work,

she was very much a figurehead, disseminate, disturbance and

particularly when things needed to come back down the line quite quickly.

But in terms of the theory and the practice,

what was very clear to me is that it seems to increase as you go up the line.

And also, it's very difficult to have aspects of every

part of Mintzberg in your day-to-day practices.

It's not as easy as it may look on reading.

>> That's a really interesting point that we've had straightaway.

And that is, when you read the words of both the frameworks we've looked at,

their words, bringing them to life in

the reality of the workplace can be something that is completely different.

And so as well as what each of those words mean, we need to think about the skills

that you need to demonstrate alongside that, to make them work effectively.

And we've begun to see that at relatively senior levels of management,

your breadth of responsibility will get wider, but

also the level of influence that you have gets greater.

So for example,

in Ollie's example just now, this particular person is a figurehead.

Why, because everybody looks at the organizational hierarchy

at this particular person.

If something was to go a little bit off track, the higher the level,

the bigger the degree of influence you have to disturbance handle.

So to sort things out very quickly because people will listen to you.

Interestingly enough, when I worked as part of regional training

team that worked right away across the UK, I remember vividly my

manager at the time, enormously well-structured individual, very,

very personable, had very effective two-way relationships with all of us.

His planning was meticulous.

Everything we needed to know, we had an email.

And then we get a handout, and then we'd have a meeting.

Things were reinforced, perhaps too much, ad nauseum.

But nobody in this team could ever say they didn't know or

they weren't aware because you'd been in a parallel universe if you didn't know.

And the other thing that this particular person was really good at was

looking across the team and really identifying who would

do what roles better than others, really, really good at managing the resources.

And this particular manager that I'm thinking of had this inate ability to sit

down with you and say, do you know what, David James?

I think you're going to fit there, and I think you're going to fit there, and

I'm not going to put you there because, and either by observation or

feedback or just the skills that he was born with, he was really,

really effective at doing that.

The downside of this particular person, I guess, was that we had so

many meetings, it took so much time.

Perhaps we could have reined back a little bit on that.

But overall, really good, and I learned a lot from this particular person.

[MUSIC]

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