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Management Skills 101

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Autor:  anton  20 January 2011
Tags:  Management,  Skills
Words: 1008   |   Pages: 5
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Management Skills 101

Ken Daugherty

Ronald Sprague

MGT 330

University of Phoenix Online

Monday, May 05, 2008

Management Skills 101

Pastor Causey was mortified by what he was hearing. Max’s explanations on why the church was over budget on the bathroom remodeling project rumbled on and on like a single engine plane using cheap gas. Pastor Causey glanced over at Boudreaux who was calling Mr. Burns a mugwump and began to shake his head in disbelief. Boudreaux was supposed to provide everyone involved in the project a list of the contractors and their scheduled time and day of arrival to do their portion of the remodeling. He forgot, so, everyone showed up at the same time on the same day and it was like watching WWF Saturday night wrestling as to who had rights to the area first. The other board members were reminded how Max influenced the board to agree to spend ten thousand dollars since he assured everyone ten grand was more than enough. Now, back paddling, Max was unraveling about how the price of fuel had driven the cost of construction materials up and because the timing fiasco with the contractors, caused by Boudreaux, the church was being hit with back-charges. Mr. Burns was hot and furious! How did a budget of ten thousand magically turn into twenty-two thousand and the painters were not even finished painting yet? Mr. Green secretly grinned and thought to himself, “If only the pastor had listened to me…” Pastor Causey knew he had dropped the ball on this one. A post mortem meeting after this mess would definitely conjure a psalm of imprecation rather than a psalm of praise for any unity of the brotherhood.

The above short story is an analogy of the pitfalls of poor ineffective leadership. Planning, organizing, leading and controlling define broad and general concepts that relate a type of cross function communication system where the vision will lead the visionary or visionaries and transform the vision from the invisible to the visible. When the vision, objective or mission is painted and described with detail and clarity, the collective efforts of upper tier and lower tier constituents allows the equal parts of a whole to make emotional intelligent and educative judgments on whether they are achieving the objective. A title might afford you power but influence is the key to persuade and accountability is the door that can open or close with control. Managers should focus on what is to be managed; people. When a collective group has agreed upon whom their leader is what their objective is and how they intend to get to that objective, then success can be measured by results and achievement. Both successful and unsuccessful companies and corporations start with something of a mission or purpose in mind. Communication of course sets the tone for the good or bad and can create the atmosphere of clarity for great success, or the message of chaos that gets everyone into the misinterpretation zones that cause catastrophic failure.

Since verbal, written, and visual communication become major channels to convey a message it becomes important to have an action plan and to be organized into smaller actions or goals that can be easily measured, modified and accomplished.

Organizing allows us to relate our thoughts and ideas to one another in a systematic form and allows us to measure accomplishments one step at a time. Effective leadership provides the inspiration and the influence needed to infuse one another with the momentum to engage in individual or collective activities that produce unified and collaborative results where everyone can expect to get a share in the success of their efforts. Most writers and management authors define an organization as a group of people united for some common purpose, and that common purpose toward which the organization works is called its objective. (Harrison, 1985)

In our story, Pastor Causey would have developed a mission statement that reflects the congregation’s objectives, how they expect to get to their goal and how they expect to exceed those goals once they are achieved, he would have positioned himself more as an influential leader rather than just a body filling a title or position. When there is a buy in to the objective and the church or group assigns a planning and organizing team to set actions in motion, then the leading group can set the stage of what should be taking place to know whether the group as a whole is meeting their objective.

Planning, organizing. directing or leading, and controlling are functions that can be carried out in a spontaneous fashion meaning that all four could be happening in single steps or it could be happening all at one time. The �right now’ thing can drive most personalities insane before the task at hand has even started.

A leading expert on people management for non-profit companies states that effective leaders make very few decisions because they spend most of their time in meetings delegating the task at hand and they concentrate on the more important decisions and, “people good at managing relationships tend also to be self-aware, self-regulating and empathetic.” (Drucker,1990, p. 121).

Effective and emotional intelligence is needed at the upper level of high ranks to make the tough decisions. Putting a plan into action is the single most crucial aspect to implementing change, especially change for the good. After a plan has been organized and placed into action, the leader and his advisors can begin to measure success by setting milestones to quantify their collective efforts. When friction and dissention arise as a result of unresolved conflict the leader can rightfully assume the position as leader and make a decision that moves the team forward toward their goal. If only Pastor Causey would have listened to Mr. Green.


Drucker, P (1990) Managing the Non-Profit Organization. HarperCollins Publishing

Goleman, D. (1998) Working with Emotional Intelligence. Bantam Books

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