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Street Smart Management

Street Smart Management

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Published by jo
An essay on Unconventional Management. Submitted as a graded article for a course in Diploma in Research Development and Management (2005-2007, University of the Philippines Open University)
An essay on Unconventional Management. Submitted as a graded article for a course in Diploma in Research Development and Management (2005-2007, University of the Philippines Open University)

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Published by: jo on Aug 08, 2008
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06/16/2009

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Street Smart Managementby Jo Haygood-Guerrero(WarGoddess)Management is all about ensuring that an organization operates smoothly as itjourneys towards its goal.It is an art and a science. It involves eight (8) tasks: Planning, Organizing andCoordinating, Promoting Organizational Values, developing people, Communicating,Directing Operation, Controlling deviations and Solving Problems.Very importantly, an organization is about people-- human beings with feelings.They are the best assets of any organization.I would say that for an organization to succeed, the manager should also be a goodleader. He should be able to inspire his people to cooperate to be able toachieve the goals of the organization.The scholars at Professional Development Center at Webster University says:“Leadership is more than management. It's about relationships and empoweringpeople. It's that extra ingredient which, when added to solid technical andmanagement skills, gives the firm the competitive advantage. “1.Sizing-up Skills, through which leaders analyze, understand and can forecasttheir own and others' behavior in management situations.2.Communication Skills – taking into consideration the level of education andunderstanding of the people we deal with.3.Motivational Skills – making your people move by way of material andpsychological incentives4.Adaptive Skills, which allow leaders to relate to their people as uniqueindividuals.5.Team Building Skills, through which the leader galvanizes a group of uniqueindividuals to become a highly productive team.Many people hold positions of authority by virtue of ownership, heredity,education, oratorical skill, appointment, election, circumstances, or even bluff,but the exercise of authority doesn’t necessarily make them leaders. Positions maycommand respect, deference, even fear, but they do not necessarily have thewilling commitment and loyalty of their followers unless this has been earned bythe exercise of leadership.My organization, is consists of seven people, 9 including me and my husband asmanaging owners.I am the brain of the organization, and my husband is the brawn. I organize andplan, he listens, makes comments and finalize an issue based on our deliberations.Then he implements our plans. If he encounters a problem, he consults with me.To help him manage the store, I assigned people to take care of certain tasks.This way, I don’t have to continually be the one to directly monitor the storeactivities. The “supervisors” simply reports t me if there are significantconcerns that they cannot take care by themselves. This system enables me tofocus on my creativity to come up with other income-generating activities for thebusiness.As managers, me and my husband are generous to a fault. We treat our peoplealmost like family.

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