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Contents Introduction 4 Chapter I. Key Points of Managerial Work 5 1.1 Communication 5 1.2 Presentation 7 1.3 Motivation 7 Summary 10 Chapter II. Key Managerial Points in Practice 12 2.1 Communication in companies 12 2.2 Successful public speakers 13 2.3 Motivation in companies 14 Summary 15 Chapter III. How to Be a Successful Manager 16 3.1 Ways to Effective communication 16 3.2 Ways to Effective Presentation 18 3.3 Ways to Motivate Effectively 21 Summary 23 Conclusion 24 Appendices 25 Glossary……………………………………………………………………………………………..28 Содержание
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A speaker should establish personal contact with listeners in order to be heard. Friendlyrespectful attitude create reciprocal feelings. If some extraordinary event happen before the performance and people are upset or excited, or if you are communicating with the audience at the wrong time, for example at the end of a busy day, when everyone is tired, it may cause a barrier and negative emotions.Behavior of listeners (their expressions, posture, replica) show different responses. The task of the speaker is to monitor closely all the feedback signals, to get listeners’ interest, questions and disagreement. The sense of co-creation and empathy gives the highest satisfaction of both parties. The main demand is to develop a sense of speech as a mutual dialogue in which thoughts, words and manners are constantly adapting to audience. Feeling that people need your words, and you have something to say, removes every barrier of fear of speaking.So, to be a speaker is not easy. The success of the performance depends on whether you are able to find an approach to the specific audience, to gain their attention, great interest, hard work of thought and emotional response. If a speaker presents "for himself" the speech will cause a negative reaction of the audience.3.3Ways to Motivate EffectivelyAll theoretical studies give an answer to the main question: "How to achieve a long-term, sustainable and optimal level of performance from employees?" There are factors which are taken into account in many successful companies and are based not only on theoretical research, but have also practical application:• Safety (work in central and local government organizations, main offices of companies are considered to be the most secure);• Status (having a jobyou have a certain social status);• Use of skills and mental abilities (Work which requires imagination, creativity and initiative is likely to be prolonged. In contrast, boring, monotonous work must always be positively managed for the elimination of these elements. The best ways to manageis an even distribution of responsibilities between all members of the group; development and improvement of working methods within the department; willingness to prepare staff for future interesting work);• Goals and aspirations (correlation between possible development and desire to use skills, qualities and experience are often set by a planned program of organizational, group and individual development);• External aspiration (For some people position is an important sign of social status, that is being an executive director, school director, manager, etc. is a key motivation. Others concentrate only on making money they needto buy a car, travel, send children to private schools, etc.);• Favorable working environment (a measure of the company integrity);• Styles and control (no matter what style is selected, it is necessary to recognize and understand the employees in each specific situation);• Type of activity (for many peoplemotivation is a fact that they work in a particular sector or carry out some work);• Duties (fulfillment of certain obligations by the employees in turn requires the implementation of commitments of management, which is part of the company's long-term policy);• Achievements (every employee should be encouraged for his achievements, not only financially but in some other ways, and it is absolutely immoral when managers and supervisors assume to themselves the success of the entire team while reproaching and blaming some employees if something goes wrong);• Respect and evaluation (a respectful attitude at work is an indication of human dignity, moreover, character and other personal qualities should never be called into question).In the case where financial incentives are insufficient, managers and supervisors should use following factors to create a positive motivation and orientation:• Atmosphere of cooperation, trust and openness;• Recognition(all the employees like if their efforts and achievements are evaluated properly);• Involvement and participation (people are always willing to work if they are fully aware of the situation, this is the foundation of trust, integrity, communication and information, the ideal option is to involve the work of each employee in the planning and decision making of the company);• Job satisfaction (employees expect material rewards, development, diversity, opportunity to be assigned in every area, so the company should show limited career opportunities for each particular position).So, the staff definitely works better if they are highly motivated, and if there is a direct link between quality of performance and levels of motivation and promotion. Thus, the need to motivate and be motivated is constant. It is necessary to consider following factors:• Motivation partly comes from human himself and partly from a particular situation;• It is clear that motivationis not sincere, if there is no evaluation and respect for the employee. These factors are basic human needs in all workplaces and in all professions;• Key features of working environment with high and constant motivationis integrity of relationships, a high level of knowledge and understanding, understanding of people’s needs and expectations;• People respond positively to equal and fair treatment, and they see if these characteristics are taking into account;• The main responsibility of the organization is to provide conditions under which it is possible to achieve a high level of motivation. In this case, the company can count on a positive response and a long-term relationship with its employees.SummaryThe success of an individual in a team depends greatly on the extent to which he can make his managerial work effective. Good communication is necessary for all organizations as management functions in organizations are carried out through communication. Effective management is a function of effective communication.Faulty communication in organizations can lead to lowered efficiency and effectiveness at the organizational as well as individual level. Also most of the interpersonal friction can be traced to faculty communication. The way how youprepare and present your speechinfluences your arguments, language, method of organization, and, in fact, every choice you make. To achieve a market success an organization must have employees able to identify the company success with their own benefits. Knowing needs of their subordinates and their priorities managers should concentrate on those sensitive elements that in the highest degree affect their individual well-being and the organization effectiveness. A good manager shall therefore know his employees’ needs and while motivating employees try and get to know the needs of his employees so as to be able to create work conditions and task structure that will allow his subordinates to reach good work results and satisfy needs at the same time. ConclusionSuccessful management development is more than just following a cookbook list of sequential behaviors. Developing highly competent management skills is much more complicated than developing skills such as those associated with a trade or a sport. Management skills are linked to a more complex knowledge base than other types of skills and inherently connected to interaction with other (frequently unpredictable) individuals. A standardized approach to welding or shooting free throws may be feasible, but no standardized approach to managing human beings is possible. On the other hand, what all skills do have in common is the potential for improvement through practice. Any approach to developing management skills, therefore, must involve a heavy dose of practical application. At the same time, practice without the necessary conceptual knowledge is sterile and ignores the need for flexibility and adaptation to different situations. Therefore, developing competencies in management skills is inherently tied to both conceptual learning and behavioral practice.This paper explores key points of managerial work as communication, presentation and motivation. Understanding and ability to apply the above rules and principles of communication in the company are considered to be universal management skills. The result of their use is the ability to communicateeffectively, receive information and act accordingly. All possible means of transmissionshould be used. Companies are responsible for creating the conditions in which communication becomes effective. Managers and supervisors should be aware of the content of communication and the communication process. Communication is the foundation of all effective interpersonal and professional relationships, relationships between departments and sections, between organizations and their suppliers, customers and clients.An effective style presentation is not easy to achieve. It reflects personal and professional standards, the level of respect and values, strengthens the trust between managers and employees. Effective presentation is necessary for employees, customers, and suppliers in various situations. It enhances the personal qualities of a particular manager or supervisor.Motivating people to achieve goals and objectives is one of key skills required for all managers and supervisors. Despite a lot of research in this field, there is no some certain set of rules which can be applied to any situation because attitudes and behavior are hard to predict. However each person is eager to achieve the highest possible level of motivation working with other people. Some specific set of skills and control should be taken into account trying to motivate effectively. AppendicesTable 1. Ways to effective communicationTable 2. Communication aidsTable 3. Maslow’s hierarchy of needsReferencesAmerican Management Association (2000): Managerial skills and competence.” National survey by AMA, March-April 2000.Andersen Consulting Company (2000) Skills Needed for the E-Business Environment. Andersen Consulting. Boyatzis, Richard E. (1982) The Competent Manager. New York: Wiley. https://books.google.by/books/about/The_Competent_Manager.html?hl=ru&id=KmFR7BnLdCoCCameron, Kim S. and Whetten, David A. (2004) “A model for teaching management skills. Organizational Behavior Teaching Journal, 8: 21-27. Katzenbach, J.R. (2005) Real Change Leaders: How You Can Create Growth and High Performance in Your Company. New York: New York Times Business, Random House. http://www.ozon.ru/context/detail/id/6079726/Koestenbaum, Peter (2010) “Do you have the will to lead?” Fast Company, March 2010, pp. 222-230. Luthans, Fred, Rosenkrantz, Stuart A., and Hennessey, Harry W. (2005) “What do successful managers really do? An observation study of managerial activities.” Journal of Applied Behavioral Science, 21: 255-270. Nair, K. (2004) A Higher Standard of Leadership. San Francisco: Barrett-Koehler. Pettinger, R. (2001)Mastering Management Skills. Palgrave Macmillan. http://www.amazon.co.uk/Mastering-Management-Skills-Palgrave-Business/dp/0333929381Pfeffer, Jeffrey and John F. Veiga (2009) “Putting people first for organizational success.” Academy of Management Executive, 13: 37-48. Quinn, Robert E. (2008) Beyond Rational Management. San Francisco: Jossey-Bass.Rigby, Darrell (2008) Management Tools and Techniques. Boston: Bain and Company. GlossaryWordTranscriptionDefinitionTranslation1Promulgation [prɒm(ə)l’ɡeɪʃ(ə)n]the act of formally proclaiming or declaring a new statutory or administrative lawafter its enactmentобнародование, распространение2Expertise[,ɛkspɜ’ti:z]consists of those characteristics, skills and knowledge of a person (that is, expert) or of a system, which distinguish experts from novices and less experienced peopleмастерство, умение3Assets[’æsɛt ]all of a company's physical or intellectual property that has financial valueактив, имущество, фонды4Assessment[ə’sɛsmənt]any effort to gather, analyze and interpret evidence which describes organizational effectivenessоценка, мнение5Customer[’kʌstəmə]in the private sector, those who pay, or exchange value, for products or servicesпокупатель, клиент6Efficiency[ɪ’fɪʃ(ə)nsɪ]degree of capability or productivity of a process, such as the number of cases closed per yearэффективность, продуктивность7Evaluation[ɪ,væljʊ’eɪʃ(ə)n]any effort to use assessment evidence or performance measurements to improve organizational effectivenessопределение, оценка8Improvement[ɪm’pru:vmənt]an activity undertaken based on strategic objectives such as reduced cycle time, reduced cost, and customer satisfactionулучшение, развитие9Outcome[‘aʊtkʌm]a description of the intended result, effect, or consequence that will occur from carrying out a program or activityрезультат, итог10Output[‘aʊtpʊt]products and services deliveredотдача11Advertising [‘ædvətaɪzɪŋ]the promotion and selling of a product or service to potentialcustomersреклама12Manager [‘mænɪdʒə]a person who is in charge of a project, department, group, team, etcменеджер, управляющий13Mass Marketing [‘mæs ‘mɑ:kɪtɪŋ]marketing a product or service to the general public through the mass media, for example, TV, radio, newspapers and magazinesмассовыймаркетинг, массовыйсбыт14Demeanor [dɪ’mi:nə]the way a person behaves toward other peopleповедение, манеравестисебя15Self-actualization[,sɛlfæktʃʊ(ə)laɪ’zeɪʃ(ə)n]the process of establishing oneself as a whole person, able to develop one's abilities and to understand oneselfсамовыражение16Self-fulfillment [,sɛlffʊl’fɪlmənt]the fulfillment of your capacitiesсамореализация17Backer[‘bækə]someone who supports or champions somethingспонсор18Supplier [sə’plaɪə]someone whose business is to supply a particular service or commodityпоставщик19Advancement[əd’vɑ:nsmənt]a forward step; an improvement; development; progressпродвижение20Dignity[‘dɪɡnɪtɪ]the quality or state of being worthy of esteem or respectчувствособственногодостоинства21Gratification [,ɡrætɪfɪ’keɪʃ(ə)n]the pleasurable emotional reaction of happiness in response to a fulfillment of adesire or goalвознаграждение, удовлетворение22Fidgeting ['fɪdʒɪt]the act of moving about restlesslyбеспокойство, нетерпение23Dissent [dɪ’sɛnt]a sentiment or philosophy of non-agreement or opposition to a prevailing idea (e.g. agovernment's policies) or an entity (e.g. an individual or political party which supports such policies)разногласие, ссора24Trappings[‘træpɪŋz]the accessories and adornments that characterize or symbolize a condition, office, etcпризнаки, внешниеатрибуты25To pin down[‘pin,daun]to fix or establish clearly; to force (someone) to give firm opinions or precise informationзаставить, точноопределить26Enhance[in’ha:ns]to make greater, as in value, beauty, or effectiveness; augmentусиливать, улучшать, повышать27Instantaneous[,ɪnstən’teɪnɪəs]done or made as quickly or directly as possible; present or occurring at a specific instantмгновенный, незамедлительный28Bargaining chip[‘bɑ:ɡɪnɪŋ ‘tʃɪp]leverage in the form of an inducement or a concession useful in successful negotiations«козырь», преимущество29Blueprint[‘blu:,prɪnt]a detailed plan of actionдетальныйплан, программа30Redundancy[rɪ’dʌndən(t)sɪ]a dismissal of an employee from work for being no longer necessary; a layoffсокращениештата31Maslow's Hierarchy Of Needs [‘mæləʊz’haɪ(ə)rɑ:kɪf’ni:dz]a fundamental motivational theory developed by Abraham Maslow in 1943describing five stages of human needs which must be met in a particular orderИерархияпотребностейМаслоу32Benchmarking[эbɛntʃmɑ:k]The use of performance or profiles as standards for measuring one’s own performance.Перенятие опыта, сравнение эффективности33Compensation[,kɒmpən’seɪʃ(ə)n]Compensation for injury to an employee arising out of and in the course of employment that is paid to the worker or dependents by an employer whose strict liability for such compensation is established by statute. Where established by statute, workers' compensation is generally the exclusive remedy for injuries arising from employment, with some exceptions. Компенсация, вознаграждение34Communication [kəбmju:nɪ’keɪʃ(ə)n]Thepurposeful activity of information exchange between two or more participants in order to convey or receive the intended meanings through a shared system ofsigns and semiotic rules.Общение 35Presentation [,prɛz(ə)n’teɪʃ(ə)n]the process of presenting a topic to an audience. It is typically a demonstration, lecture, or speech meant to inform, persuade, or build good will.Презентация36Motivation [,məʊtɪ’veɪʃ(ə)n]a theoretical construct used to explain behaviorМотивация37Control[kɒn’trəʊl]The measurement and correction of the performance of subordinates to ensure that organizational objectives and the plans for attaining them are being met. Руководство, управление38Ethics [эɛθɪks]Standards of conduct, moral judgement.Мораль, этика39Liabilities [,laɪə’bɪlɪtɪz]Liabilities are all of a company's financial obligations that have a negative value.Долг, обязательство40Objectives [əb’dʒɛktɪvz]Peter Drucker in The Practice of Management cites eight key areas in which objectives of performance and results should be set: Market standing; Innovation; Productivity; Physical and financial resources; Profitability; Manager performance and development; Work performance and attitude, and; Public responsibility.Цели 41Outplacement [aʊt’pleɪsmənt]Assistance provided to employees who are losing their jobs.Внешнее распределение42Strategy [‘strætɪdʒɪ]An ongoing programme of activity which is designed to help an organization or an individual achieve goals and objectives. A corporate strategy can be evaluated on six basic criteria: Internal consistency; Consistency with the environment; Appropriateness in the light of available resources; An acceptable degree of risk; An appropriate time horizon; Feasibility of the strategy.Стратегия, метод43Vision [‘vɪʒ(ə)n]Long-term goal of strategy. What an organisation is and wants to become.Видение 44Test Marketing[‘test ‘mɑ:kɪtɪŋ]Introducing new product in a limited area to reduce the financial risk of a full introduction and to determine its likely acceptance in the market.Пробный маркетинг, маркетинговый эксперимент45Working capital[‘wɜ:kɪŋ’kæpɪtl]The funds tied up in such things as inventories and debtors as distinct from fixed assets such as building and plant.Рабочий капитал46System Management[‘sistem’mænɪdʒmənt]Maintaining an information system; may involve system analysis, design, application development and implementation.Системный менеджмент47Power position[‘pauəpə’sʃn]Three bases of power relate to a manager’s official position in a hierarchy of authority. Reward power is the capability to offer something of value, a positive outcome, as a means of controlling other people. Coercive power is the capability to punish or withhold positive outcomes as a means of controlling other people. Legitimate power is the capability to control other people by virtue of the rights of office.48Organisational Development[,ɔ:ɡənaɪ’zeɪʃ(ə)nəldɪ’vɛləpmənt]planned, organisation-wide effort, managed from the top, to increase organisational effectiveness through planned interventions in the organisation process using behavioural science knowledge.Развитие организации49Job Specialization [‘dʒɒb,spɛʃəlaɪ’zeɪʃ(ə)n]A process of reducing the job content. There will be minimal variety.Специализация 50Ergonomics [,ɜ:ɡə’nɒmɪks]An approach to job design by focusing on the worker and considering how s/he interacts with the machine.Эргономия
References 1. American Management Association (2000): Managerial skills and competence.” National survey by AMA, March-April 2000. 2. Andersen Consulting Company (2000) Skills Needed for the E-Business Environment. Andersen Consulting. 3. Boyatzis, Richard E. (1982) The Competent Manager. New York: Wiley. https://books.google.by/books/about/The_Competent_Manager.html?hl=ru&id=KmFR7BnLdCoC 4. Cameron, Kim S. and Whetten, David A. (2004) “A model for teaching management skills. Organizational Behavior Teaching Journal, 8: 21-27. 5. Katzenbach, J.R. (2005) Real Change Leaders: How You Can Create Growth and High Performance in Your Company. New York: New York Times Business, Random House. http://www.ozon.ru/context/detail/id/6079726/ 6. Koestenbaum, Peter (2010) “Do you have the will to lead?” Fast Company, March 2010, pp. 222-230. 7. Luthans, Fred, Rosenkrantz, Stuart A., and Hennessey, Harry W. (2005) “What do successful managers really do? An observation study of managerial activities.” Journal of Applied Behavioral Science, 21: 255-270. 8. Nair, K. (2004) A Higher Standard of Leadership. San Francisco: Barrett-Koehler. 9. Pettinger, R. (2001)Mastering Management Skills. Palgrave Macmillan. http://www.amazon.co.uk/Mastering-Management-Skills-Palgrave-Business/dp/0333929381 10. Pfeffer, Jeffrey and John F. Veiga (2009) “Putting people first for organizational success.” Academy of Management Executive, 13: 37-48. 11. Quinn, Robert E. (2008) Beyond Rational Management. San Francisco: Jossey-Bass. 12. Rigby, Darrell (2008) Management Tools and Techniques. Boston: Bain and Company. список литературы
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