Portfolio Project 2

What It Takes To Become a Good Manager
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INTRODUCTION
Leadership in economic entities is an imperative tool that sets the businesses dimension and a platform for it to meet its goals. It is a position that deserves a psychological perception where the leader is supposed to have a page of the behaviour associated with the staff so that he or she can control them. Evidence indicates that the engagement of inadequate skills towards the task will automatically attract loss of direction. Evidently, the entity endures a diminishing phase endorsing its declination from the market (Peng & Luo, 2000, p. 490). Such a situation means that a lot has been lost in the society in the sense that people lose employment opportunities. In a different dimension, goods and services are not adequately provided to the consumer. Evidence asserts that some consumers suffer in the sense that they build trust and taste towards a product from a certain retail, company or wholesale due to particular merits associated with the entity. Therefore, bad leadership skill implicates the society in a wide capacity. Research indicates that the multi-billion organisations across the globe have installed good managerial approaches that uphold their fate in the market. It is a task that is initiated in all the respective departments to ensure every part of the organisation contributes to its productivity. The research will establish a reflective approach to asserting a platform in which a good managerial career is developed and implemented.

Leadership precepts
The interview asserts strong leadership theoretical precepts that allow a manager to spur an entity to realise the set obligation. It is a platform where the sales director at fossil company elucidates the importance of courage and perseverance of a manager in all challenging situation in the business. The interview absorbs negative psychological effects to students who rise in regard to observations from the managers who end up in bad fate in the society (Eisenhardt & Graebner, 2007, p.27). In the first step, the interviewer motivates that a manager should engage adequate effort in every activity within the different departments in an organisation. It is an insight associated with the situational theory of leadership. It endorses that an individual should pay attention to the entity’s activities. Such an aspect invites him to avoid irrelevant information from the internal and external environment in order to meet the perceived goal (Barney & Zhang, 2009, p. 17). Based on the theory, the manager should critically think towards every situation in the entity and develop a viable mechanism to approach it.
He clarifies that there are extreme challenges from the external environment that endorse people to lose hope, for instance, jealousy associated with friends. Such a character is associated with a seductive approach where they tend to discourage someone with the negative perception towards the task. It is a character whose confrontation associates application of the behavioural theory. It recommends silence as the best weapon to avoid the inability to meet the perceived goals due to such a character (Hambrick, 2007, p.1347).In the second perspective; he asserts that education is a critical tool for the enhancement of managerial skill in that sense it is the Way to extension, innovation and creation of new opportunities. Further, it is very crucial in the sense that it provides adequate intelligence to the manager to approach trying situation (Hitt, Beamish, Jackson & Mathieu, 2007, p. 1387). The concept associates the transformational theory of management where education empowers an individual to engage maximum transformation in the organisation to reach the set goal.
RELATIONSHIP WITH PERSONALITIES
He asserts that one of the managers qualities entail the fact that he should have an adequate capability to build a team that can work together to manipulate an objective task. It is an aspect associated with the establishment of organisational culture where the manager should develop a system that will favour every staff, colleague and subordinates to help achieve the entity’s obligations. Evidently, the manager should come up with a theoretical approach to guide the employees pursue the stakeholder’s intended task. Information indicates that the workers do not perform effectively when the manager’s leadership model is not human where they can express themselves. The director indicates that the transactional theory of management is the best as compared to the other modern management theories (Colquitt & Zapata-Phelan, 2007, p. 1287). He asserts that a good manager should understand the behaviour of the workers as they perform their tasks. Such a perception will allow him or her to take an effective action that will spur the entity’s performance (Scheer, Jost & Guengoez, 2007, p.172). It is a task that invites the manager to establish a good social network for the respective workers in the organisation. Such a platform allows the employees to engage objective communication where they will establish a remedy to particular challenges within their departments.
Evidently, when the manager establishes such behaviour among the employees, it minimises the supervisory task in the organisation. The approach embraces transparency in the entity where tasks are done to completion through the perspective where employees interact and share relevant information within their departments. It is a character where the employees ensure that delegation of duties is enhanced in a suitable platform once one of them is absent (Colquitt & Zapata-Phelan, 2007, p. 1296). Such an approach simplifies the staffing obligation levied to the manager. Further, he elucidated that management entail control of the activities undertaken by an organisation. It is the tool that will drive the entity to achieve its objectives. In a more critical review, it upholds heinous acts in the acts since supervision is highly enhanced (Hambrick, 2007, p.341). They entail prevention of frauds and error that may be perpetrated by the employees or any other individual in the external environment due to self-interest. Such a platform protects an entity’s assets and ability to make profits.
MOTIVATIONAL THEORY
The interview upheld a significant approach in realising how to interact with employees and keep them working. It provides an additional knowledge of the effective methods in which a manager can relate to stakeholders ensuring that their goals are met by the entity. The director’s argument asserts that some of the challenges endured by the managers’ associate the situation where the workers are dissatisfied with their managerial system (Eisenhardt & Graebner, 2007, p. 30). Further, it is an emotional behaviour that associates their feeling towards particular situations, policies or rules set by the management. He clarifies that such situations will encompass the manager where resistance to change will be extreme in the organisation. Secondly, the manager will always face power struggle because people want to be at the top sit. It is a condition where people factor the merits associated with the position without considering the much it costs to maintain or reach the position in the appropriate way (Barney & Zhang, 2009, p. 22). He clarifies that the worker’s emotion can be enhanced through motivational approaches in order to spur their productivity. Critically, he asserts that the reinforcement theory takes the priority in the restoration of morale and employee efficiency in the organisation.
Evidently, such a platform will involve positive reinforcement. The positive approach involves motivation of the employees through the provision of rewards, gifts and salary increment such practises manipulates their morale towards work (Heckhausen, Wrosch & Schulz, 2010, p.32). He asserts that such applications help spur the entity’s profitability where a firm is in a position to extend its level of outputs. Evidently, the application of such motivational mechanisms restores their efficiency and effectiveness in the performance of their tasks spurring sales in the entity. The motivation of employees creates a good platform where their attitude towards the job is restored. Evidence indicates that the employees have a physiological perception of diminishing an organisation if dissatisfied with the managerial approach (Barney & Zhang, 2009, p. 22). Therefore, engagement of the motivational theory will spur the workers to avoid loss of interest in work; hence, manipulate effectiveness. Information indicates that when the employees are dissatisfied, they destroy the entity’s reputation in the society absorbing its ability to attain more employees. It is an aspect associated with anger where they discourage others from seeking employment opportunities from the entity at the expense of the challenges that they have endured in the past. In a more critical review, the motivational approaches avoid the rate of absenteeism. Critically, most of the employees imply that they do not need to work anymore where such a character undermines the entity’s performance.
Implication of motivational theory in decision-making and communication
The interview incorporates the aspect of motivation to employees in that it should be engaged in decision-making and communication in an organisation. It asserted that any decision in an organisation attracts a positive or a negative effect. Therefore, the interview elucidates the importance of keenness when making a decision (Eisenhardt & Graebner, 2007, p. 29). Critically, all decisions in the organisation should be based on respective information in order to make viable decisions that are going to implicate the firm positively. Secondly, Communication is a critical tool for the entity. The manager should ensure that the mode of communication does not raise the tension to any staff in the entity. Such an aspect involves the provision of adequate information which answers the critical dilemma from the entire fraternity. Further, the interview upheld a specific concept where an effective manager should observe every aspect of in the external environment. It is an aspect where the decisions made should not violate the welfare of the society (Colquitt & Zapata-Phelan, 2007, p.1293). The aspects elucidate that the reinforcement theory is intrinsic in decision-making and passing information to ensure that they implicate the entity in a positive platform.
Effective Manager
The interview informs that the path to becoming a manager takes a certain dimension where a person is supposed to be perseverant with the specific opportunity. The root to become an effective manager invites a person to engage effective transparency in the position in order to ensure that everything is done as prescribed. It is a virtue which sets a role model to the employees. The interview asserts that as a leader one is supposed to uphold standing orders to the employees and the entire fraternity in order to manipulate objectivity. In a more critical review, the interview establishes a motive to engage all efforts without losing hope. It asserts that one is supposed to remain persistent in order to engage any activity that comes along his way as a leader to reach the prescribed obligation. In a different perspective, managers should expect a tough time in their task where resistance will take a particular dimension. However, one should not fear or admit defeat where he or she should stand firm to confront such challenges. The director insights that many people think that the position of a manager attracts lots of luxury and freedom to the respective individual in order to enjoy the business assets. However, it is a job associated with extremism where a manager should establish a certain mechanism to absorb them and think widely towards the business (Barney & Zhang, 2009, p. 25). Additionally, the manager should think of ideas that attract growth and development of the entity and avoid personal interest when concluding on intrinsic aspects of the organisation. In a different perspective, the director asserts that education and the search for advanced skills are essential for the provision of a maximum managerial task. The director asserts that the manager should manipulate a standing system to resolve challenges.
Critically, he asserts that a manager should analytically think and establish remedies to any issue in the organisation. The task involves critical analyses of the problem and examining its causes. Finally, he should seek respective solutions to the problem. In a different perspective, the manager should seek ideas that will enhance innovation in the organisation. Such an approach entails engaging research in the market to determine challenging aspects among the consumers. Such an aspect will allow the manager to introduce new products in the organisation or to enhance the existing ones to provide the maximum utility (Eisenhardt & Graebner, 2007, p. 27). Evidence indicates that the role of maintaining an organisation’s assets is levied to the manager. He has an obligation to maintain adequate planning where every asset is properly considered by the management where it should not be placed at the hand of people whose dignity is questionable. Further, an effective manager should seek information from the competitors to know what spurs their progression (Hambrick, 2007, p.338). Such an approach associates extreme risk in the sense that the search for information about other organisations secrets confines one to a life risk. Therefore, being the manager costs taking a risk in all dimensions for the entity’s merit.
CONCLUSION
In conclusion, the aspect of management covers the entire task that ensures that the stakeholder’s objectives are achieved. It is a position that involves the discharge of objective information to the staffing department for it to be implemented (Colquitt & Zapata-Phelan, 2007, p.1296). The director asserts that after his studies he started working as a staff where he extended his expertise through experience to the point when he emerged as a director of sales. Such information absorbs the negative perspective associated with the task (Barney & Zhang, 2009, p. 23). Further, he indicates that education is one of the intrinsic tools that a manager should uphold and keep on advancing where it plays a critical role in the managerial process. He asserts that as a manager one should expect all sorts of challenges which will try one’s personality stressing that analytical approach is the best cure of such an aspect. Further, he elucidates that communication and decision-making as the manager should strategically be upheld where one should make effective decisions that will spur the entity to maximise its profits. On the other side, an individual should manipulate objective communication to ensure that the employees engage the right task.
REFERENCES
Barney, J. B., & Zhang, S. (2009). The future of Chinese management research: A theory of Chinese management versus a Chinese theory of management. Management and Organization Review, 5(1), 15-28.
Colquitt, J. A., & Zapata-Phelan, C. P. (2007). Trends in theory building and theory testing: A five-decade study of the Academy of Management Journal. Academy of Management Journal, 50(6), 1281-1303.
Colquitt, J. A., & Zapata-Phelan, C. P. (2007). Trends in theory building and theory testing: A five-decade study of the Academy of Management Journal. Academy of Management Journal, 50(6), 1281-1303.
Eisenhardt, K. M., & Graebner, M. E. (2007). Theory building from cases: Opportunities and challenges. Academy of management journal, 50(1), 25-32.
Eisenhardt, K. M., & Graebner, M. E. (2007). Theory building from cases: Opportunities and challenges. Academy of management journal, 50(1), 25-32.
Hambrick, D. C. (2007). The field of management’s devotion to theory: Too much of a good thing?. Academy of Management Journal, 50(6), 1346-1352.
Hambrick, D. C. (2007). Upper echelons theory: An update. Academy of management review, 32(2), 334-343.
Heckhausen, J., Wrosch, C., & Schulz, R. (2010). A motivational theory of life-span development. Psychological review, 117(1), 32.
Hitt, M. A., Beamish, P. W., Jackson, S. E., & Mathieu, J. E. (2007). Building theoretical and empirical bridges across levels: Multilevel research in management. Academy of Management Journal, 50(6), 1385-1399.
Peng, M. W., & Luo, Y. (2000). Managerial ties and firm performance in a transition economy: The nature of a micro-macro link. Academy of management journal, 43(3), 486-501.
Scheer, A. W., Jost, W., & Guengoez, O. (2007). A reference model for industrial enterprises. Reference Modeling for Business Systems Analysis, 167-181.