| Papers [1-14] of 100 :: [Page 1 of 8] | | Go to page : 1 2 3 4 5 6 7 8 —> | Search results on "MANAGERIAL SKILLS": |
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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, £ 11.95
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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 ... "
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Managerial Skills, 2004.
An analysis of effective managerial skills.
1,627 words (approx. 6.5 pages), 5 sources, MLA, £ 27.95
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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."
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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, £ 37.95
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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."
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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, £ 47.95
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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."
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Managerial Economics, 2004.
A discussion of accurate demand estimation in managerial economics.
4,550 words (approx. 18.2 pages), 10 sources, MLA, £ 61.95
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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."
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Foundational to Modern--Managerial Movements, 2006.
A review of the history of modern management and managerial theory and philosophy.
2,025 words (approx. 8.1 pages), 10 sources, £ 41.95
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Abstract
This document discusses both a foundational theory of managerial philosophy as well as a modern or contemporary managerial philosophy. The first foundational theory the paper discusses is the Industrial Sociology philosophy as represented in the work of Mayo and supported in such foundational experiments as the Hawthorne Experiments. The modern managerial philosophy paper reviews, is the Quality Management theory whose primary found is Dr. Deming.
From the Paper
"Managerial models in contemporary society are probably in their most evolutionary state since management became considered a unique field of study. The field of managerial research has shifted from fixed models of management to an examination of the unique styles that characterize such managerial models. Understanding the various managerial models upon which the science of management is founded and upon which the styles of managerial strategies are derived, provide a profound insight into the development of management qualities in the context of the modern organization and organizational theory. "
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The Convergence and Divergence of Managerial Values.
Reaction paper to the article, "Differences in Managerial Values: A Study of U.S., Hong Kong and PRC Managers," by Ralston, Gustafson, Cheung, and Terpstra.
875 words (approx. 3.5 pages), 1 source, APA, £ 16.95
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Abstract
This paper describes the author's response to an article on managerial values, which analyzed and interpreted results of a study based on the convergence and divergence of managerial values in the United States, Hong Kong, and the People's Republic of China.
From the Paper
"The article discussed the contrasting themes of convergence and divergence. The convergence approach proposes that managers in industrialized nations would embrace the attitudes and behaviors common to managers in other industrialized nations despite the numerous cultural differences. The divergence view proposes that individuals would retain diverse, culturally based values despite any economic and social similarities between their nations. The countries were chosen based on criteria defined in a previous study. The United States represented a capitalist business environment at the height of technological development. On the other extreme, the People's Republic of China represented a socialist legal and political system with communist origins. Serving as a link between these two extremes, was Hong Kong, with a well-developed financial system at the forefront of world commerce."
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The Managerial Grid Theory, 2004.
An analysis of the managerial grid theory.
1,008 words (approx. 4.0 pages), 6 sources, MLA, £ 18.95
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Abstract
This paper discusses Robert Blake's and Jane Mouton's "Managerial Grid" theory. The paper explains that this theory is a model that measures and defines managerial or leadership styles. The paper examines Blake and Mouton's original model that defined five possible leadership postures: Team management, authority-compliance, middle of the road, country club management and impoverished management.
From the Paper
"In today's globally competitive environment, an organization needs to pay far more attention to human resources management in order to be able to adapt quickly to a rapidly changing environment and remain profitable. Indeed, an organization has the greatest chance of being successful when all its employees work towards achieving its goals. However, the ability of an organization to motivate its employees into achieving organizational goals depends a great deal on the quality of leadership exhibited by its managers and supervisors (Allen, 1998, para 1). It is in the light of this context that Robert Blake's "Managerial Grid" theory assumes significance. Developed initially with his colleague, Jane Mouton, the "Managerial Grid" is a model that measures and defines managerial or leadership styles."
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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, £ 32.95
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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)"
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Managerial Techniques, 2003.
A discussion on managerial technique in North America and Japan.
1,380 words (approx. 5.5 pages), 8 sources, MLA, £ 24.95
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Abstract
This paper surveys the different managerial techniques employed by North American and Japanese businesses. It evaluates the cultural system of North America and Japan and how these values impact managerial philosophy and techniques.
From the Paper
"Successful management techniques must avail themselves of the business' cultural background to ensure the right conditions for implementing management strategies by influencing the way managers ..."
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The Eight Managerial Functions, 2002.
This paper discusses, using examples from a management information systems department, the eight managerial functions essential for success in the modern business environment.
965 words (approx. 3.9 pages), 2 sources, MLA, £ 17.95
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Abstract
This paper elaborates on the managerial activities and behavioral descriptors that management researchers have identified as being indispensable. The author believes that planning, the process of determining the objectives and designing the strategies to achieve those objectives, is the most fundamental of all managerial functions. The paper concludes that timely availability of data holds the key for effective management, and the present advancements in information technology have made it possible for managers to make well-calculated and well-informed business decisions.
Table of Contents
Introduction
Planning / Coordinating
Organizing
Staffing
Communicating
Motivating
Leading
Controlling
Conclusion
From the Paper
"Today's organizations are faced with enormous challenges, and effective management plays the key role in ensuring the stability and the success of the business. Managers today are facing a lot of problems with the information explosion and the associated restructuring of the business in an increasingly global competition. The rapid advancements in communication technology also have had a serious impact on the mode of business operations. Today, we are witnessing the emergence of new business models, and managers are increasingly disenchanted with the traditional approach of organizational design and management."
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Managerial Cross-Cultural Interaction, 2005.
An examination of managerial cross-cultural interaction in the Dominican Republic and the United States today.
6,947 words (approx. 27.8 pages), 36 sources, APA, £ 81.95
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Abstract
This paper explores and compares the unique qualities of American and Dominican Republic cultures and looks at how the differences in these cultural aspects impact managerial values, beliefs, and attitudes in the two countries.
Management Style in the United States
Cultural Values and Business
Theory X Versus Theory Y
Management the High Tech Way
Management Style in the Dominican Republic
History and Overview
Cultural Values and Business
Role of Entrepreneurship
From the Paper
"In the Dominican Republic, rules of social behavior, including the use of accepted forms of address, courtesy, and respect toward others, are critical social control mechanisms. Politeness is an over-arching theme in all relationships. Dominican group interests are always paramount to individual interests and there is a strong emphasis on values that parallel the interests of family. The emotion of shame becomes an important aspect of social and managerial control. Managers in the Dominican Republic place a great deal of emphasis on values that serve the interests of the group, rather than on values that serve only individual interests."
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Managerial Concepts Leading to Toyota's Success, 2008.
A discussion of the managerial concepts that contribute to Toyota's growth.
1,123 words (approx. 4.5 pages), 5 sources, APA, £ 19.95
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Abstract
The paper looks at how managerial concepts of planning, organizing and leading helped Toyota to become the top seller of vehicles in the world. The paper shows how Toyota's leadership plans ahead, has remarkable efficiency in operations as well as a commitment to total quality management.
Outline:
Introduction
Leadership
Planning
Organizing
From the Paper
"Jim Press. the president of Toyota Motor North America, making him the company's highest-ranking American, is seen as being instrumental in bringing Toyota to the front of US Auto Sales.
"Toyota's leadership is comprised of a large corporate board, made up of top executives in Japan and senior managing directors around the globe. The next layer, of which Press is among, is made up of 49 managing officers operating under the senior managing directors."
"According to Jon Gertner's article "From 0 to 60 to World Domination, Press can be credited for delivering the American market to Toyota, and its success in the United States and it success globally are indistinguishable. (Gertner, 2007) Over half of Toyota's profits come from the United States."
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Managerial Functions, 2007.
This paper discusses managerial functions, concentrating on the writer's personal experience from the Coca Cola company.
1,454 words (approx. 5.8 pages), 5 sources, APA, £ 24.95
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Abstract
In this article, the writer notes that it has many times been assumed that, once a person reaches a leading position, his or her professional life becomes easier to deal with; while only a small number of people do realize that a manager's tasks are far more complicated than those of a normal employee without any leading responsibilities. The writer points out that the tasks of a manager have been divided into eight categories: planning, decision making, organizing, staffing, communicating, motivating, leading and controlling. Further, the writer discusses that the four key managerial functions are those of planning, decision-making, organization and communication. The writer concludes that practically, the manager has to plan the strategies, decide the best alternatives, organize his and his employee's tasks and establish a communication channel with his subordinates.
Outline:
Planning
Prognosis
Scheduling
From the Paper
"The next function of the managerial position consists in decision-making, which may or may not be a follow-up of the planning activity. Practically, within each company, every activity, be it or not related to planning, organizing or communicating, is developed on the basis of taking a decision. This is the reason why it can be argued that decision-making is more than a managerial function; it is the essence of the leading process."
"Moreover, the de facto taking of a decision is one of the stages of the decision-making process, which starts with the recognition of the appearance of a decisional situation. The next step that should be followed in this process is the identification of all the possible alternatives. This is the moment when the decision can be taken by choosing one of the alternatives, by using several evaluation criteria."
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