Chapter 3: Who Matters?
To be a successful manager within a business organization, it is important to surround yourself with individuals that will complement your strengths and assist with your weaknesses. For Chapter 3 of your management treatise, you will focus on the types of individuals that you would like to work with and manage. There will be two distinct parts to this chapter.
First, you will have the opportunity to design a dream team to consult with on managerial decisions that consists of those who have influenced your managerial style. The team should consist of a collection of scholars and/or practitioners you have studied throughout the program, as well as consultants or managers you may have encountered elsewhere who reflect your values and approaches to management. You may also opt to include people you know or have worked with.
For the second part of this chapter, you will consider your role as a manager, the types of employees you would select for your team, and how you will develop and train them. Additionally, you will examine strategies you can use as a manager to develop team members who were not selected by you and how to effectively manage teams. You will need to include both components as part of this chapter.
For this chapter you may choose to address the following topics. Note: This list is not intended to be exhaustive, nor does every question need to be answeredâ€“â€“although a significant portion should be. It is given to provide general context as you develop a cohesive document that is both personally relevant and research-based, built from knowledge acquired through the Master of Science in Management program, this course, and other credible resources.
Now answer and address the following!
1). If you had the opportunity to build your management dream team that you could consult with as you encounter challenges in your role as a manager, who would you want to be on it and why?
What real-world business leaders do you admire and would like to model yourself after? What has each done that you particularly would like to model? Why would each be an important member of your team (e.g. what specific value or attribute do you gain from each)?
What do you want to learn from those on your dream team? What skills do each have, and how do these skill sets complement each other and your own skills/knowledge? Provide convincing arguments about how these people will help you as you advance your career.
How will your team members represent who you want to be as a manager? How will they provide diverse perspectives and experiences? Who would help you build a philosophy of social change? What does your selected dream team say about your beliefs of what makes up an effective team? What does it imply about your management style and who you want to be as a manager?
2). Who do you consider to be your managerial role model(s)? Why? Be specific about your reasons.Â·
3). What types of individuals do you want to work for you and with you in your role as a manager now or in the future? What skill sets and traits would be most important to you when you think about the type of people you would want to work for you and the type of work environment you would want to foster?
4). How will you develop your staff? How will you demonstrate your commitment to their growth and professional development/progress? How will you manage conflict among your staff? How will you ensure they are effective in their roles and successfully working toward the goals of the organization? How could you help your staff develop the skills they need but may not possess? Evaluate how you will help others to reach their potential? Be specific and cite examples
5). How will you deal with situations where corrective measures may be required? For instance, if you have a staff member who is not productive, is disruptive, or is otherwise not working out?
6). What is your philosophy of team-building and team management? How has it evolved since you began this program? What most significantly influenced your philosophy and why? How will you manage any conflict or dysfunction within teams for which you are responsible?
This chapter should be from 3â€“5 pages with at least two references from previous courses and two new references from scholarly resources. Refer to the Essential Guide to APA Style for Students to ensure that your in-text citations and reference list are correct.
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Martynov, A., (2009). Agents or stewards? Linking managerial behavior and moral development. Journal of Business Ethics, 90(2), 239â€“249.
McGlade, J., & Pek, A. (2008). Spark your creative genius. Leader to Leader, 2008(49), 11â€“15.
Pink, D. (2009). DRiVE: The surprising truth about what motivates us. New York, NY: Riverhead Books.
Saunders, D. (2007). Create an open climate for communication. American Salesman, 52(11)
Gladwell, M. (2008). Haphazard hiring. Leadership Excellence, 25(6), 12.
Mintzberg, H. (2009). Rebuilding companies as communities. Harvard Business Review, 87(7/8), 140â€“143
Welch, L. (2010). The way I work. Inc., 32(1), 98â€“101.
Holtzman, Y., & Anderberg, J. (2011). Diversify your teams and collaborate: Because great minds don’t think alike. Journal of Management Development, 30(1), 75â€“92.