MGT200 SP2015Journal




Jan 23, 2015

Becoming the Boss

This article highlights on the misconceptions that surround attainingnew management positions. Most of the people who ever had anopportunity of leadership as managers can reveal the confusion thatcovered their work ethics in the new positions (Hill, &amp Lineback,2011). This outcome is due to finding the reality of the new positionrelative to the self-myths of achieving a managerial position. Mostlypeople believe that becoming a boss is the easiest task ever sinceone has the authority and freedom over the rest of the members of anorganization or a firm. Those who get promoted into managerialpositions believe that they will have autonomy to do what they wishis the best for the company (Tulgan, 2007). However, a rude shockemerges when getting to perform duties imposed by that position.

Managing Oneself

A good manager should set a good example on how to manage oneself.Evidently, the subordinate members of staff and other employees takea keen look in the manner the manager handles personal issues, hisfigure at work and personal values. It means that workers look attheir managers or supervisors as their role model (Drucker, 2008). Ifthe manager is poor managers of personal responsibilities, time andcompany’s resources, he/she is likely to jeopardize the operationsof that company. Correspondingly, the workmates and other employeesmay turn sluggish in performing their duties. Honesty, commitment,and ethical behaviors are some of the essential elements that definea role-model leader (Harvard Business Review, 2002).

Let’s Hear It from B Players

Most companies rely on the A players who are fond of making missteps.B players are critical players in any organization since they havesubstantial history of the firm, a broad knowledge of getting theorganization from the unpredicted mess, and steady performancewithout expecting recognition for their competent. These individualsprovide the necessary balance during the company’s transition. Someof the valuable B players include former A players, Truth tellers,and the Go-to Managers. Managers should ensure that they retain theservices rendered by the B players by motivating these members bytraining them to create intensive knowledge, giving them rewards tomaintain their stable performance, matching these talents withnecessary resources to promote their performance (Harvard BusinessReview, 2011). Embracing this trait will save the company’s financefrom heavy demands of the A players who are characterized by servingself-interest more than the company’s interest.

A Powerful New Model

It is always tricky for the managers to get the employees give theirbest even when they are facing economic, financial and socialchallenges. For this reason, motivation defines the response thatemployees are likely to trigger during a desperate situation.Transformational leaders apply this aspect to increase worker’ssatisfaction, commitment and engagement in the corporateresponsibilities, hence sustaining the performance of theorganizations. Moreover,


The above articles create new insights on what it takes to become amanager. The authors indicate that good leaders understand thestrategies of motivating the employees and the subordinate members inorder to reap the best from their hard work. Misconceptions areshared or self-gained on the immediate success of a new manager.However, the reality that several scholars have evidence about isthat new managers face the risks of underperforming if they fail toestablish good relationship with the workmates (Harvard BusinessSchool Pub, 1991).

Absolutely, managers have authority over the other members of thefirm but there are limits that determine the reliability andeffectiveness of this power. Leaders should demonstrate good traitsin their professions not creating threats to the junior members butworking cordially to achieve the desired objectives. Creativemanagers evaluate the comfort and the wellbeing of the employees tounderstand how best he can trigger them to focus on the interests ofthe organizations.

Before motivating workers, leaders should demonstrate attributes ofbeen self-motivated in their duties. If it is a manager, he sets agood example and contributing to the hands-on task to set a pace onhow work should be done. Good managers know how to manage pressure,stress, and emotions. They rarely transfer bad feelings to theirjunior members or attribute personal failures to another party. Then,to achieve the desired relationship with workers, managers shouldrecognize the needs of the employees satisfy them with resources andalso good packages of pay. The working behaviors in an organizationshould incorporate both the A players and the B players. The Aplayers are those individuals who are smart with what is required forgiven operations or a procedure. The B players are those individualswith rich history about the organizations, and hence their influenceshould not be underrated. To ensure that the B players contributeeffectively to the company, managers should motivate them through:

-Accepting differences. The transformational leaders knows how tomotivate the B players equip them with skills hence reducing thetemptations of the A players in undervaluing their contribution.

-Providing gifts. A manager should advocate solid performance by theB players through striking objective communication.

-Giving prizes on the basis of performance. Rewarding the B playersmakes them feel the joy of association with the firm. As a result,they are likely to do their best in uplifting the organization.

-Creative managers maintain the influence of the B players bycreating choices on how to improve their contribution. It involvescoaching, training, proper compensations, and promotions.

Moreover, incorporating B players alongside A players inresponsibility performance within an organization creates the senseof pride as well as preventing some members of A performers fromundervaluing the B players. Good managers are keen to observe andrecognize indicators employees’ indications to quit the job. Itleads us to four basic drives that underline motion: the drive toacquire, to bond, to comprehend, and to defend. The drive to learn isdefined by the insatiable characters of employees to afford goodpackages from the services they provide to an institution. As amanager, the drive to bond highlights the need of showing affection,care and respect to other members of the organization. Employees findit interesting while facing new challenges since they help them togrow career-wise. On contrary, monotonous tasks are dull. It is anattribute of the primary drives to comprehend. Moreover, employeesenjoy working where they can defend their claims without indicationof threat to their careers. Justice demonstrates good leadership.

Jan 23, 2015

The Moral Muteness of Managers

The article is about some managers who rarely communicate their plansto the fellow workmates so as to guide them into driving theirworking habits for the benefits of the organization. Even thoughthese managers might be encountering some ethical problems, theyremain dump to other employees. They take the business operations forgranted, assuming that the there is little relationship between thebusiness and the ethics.

The Parable of Sadhu

The article analyzes individual and corporate ethics through a storyof Sadhu. The case presents a classical dilemma, with the bestsolution underlying the influence of moral and ethical behaviorstowards corporate-oriented tasks. Institutional ethics should embracethe commitment to perform different responsibilities without assumingthat someone else is best suited to do the task. Occasionally,dilemmas present a case with hard decisions to arrive. However,organizational managers should evaluate deeply on the best approachfor dealing with ethical issues presented through dilemmas. In sodoing, the organization stands a chance of maintain production, henceoptimizing on performance.

Managing Ethically Challenging Situations

The term ethics have varied meanings to different people. While facedwith ethical dilemmas, people portray different reactions, somemanaging to solve the dilemmas while some are unsolvable. However, inbusiness, managers must deploy the best approach to solving anethical case. Most organizations rarely have the principle of sharingthe institutional heritage, making most of the shared valued gounnoticed. However, managers should try to demonstrate best practicesin a business or an enterprise. Corporate ethics and culture aresuitable for an organization since every team player feel the burdenof taking their duties responsibly without looking on one another(Donaldson, 2002). As an effective manager, one should discuss hisplans with the team so as towards together towards achieving a givenpurpose. Alternatively, mutative behaviors are subject to failure ofthe organization since potential members to create solutions couldnot be aware of the impending conflict in the working environment.Sometimes these managers might be engaging in ethical activities, andexpect their subordinates to comply with the working habits of theorganization without questioning or give the reason why not. As aresult, the employees feel alienated from ethical operations of theorganization, hence a public cry against the behaviors purported bydump managers.

Therefore, effective leaders believe in the employees, speak his mindand share ideas of developing the institution. They are actionoriented, who are skilled in solving conflicts, creating humor atwork, coping with stress and pressure from clients, and adapting to achange without hampering the general performance of the organization.A strategic plan offers guidelines to deal with business cases, hencesaving the employees from ambiguous working behaviors (Donaldson,2002). Alternatively, it is essential for every member in theorganization to endorse corporate responsibility towards thedevelopment of the company ahead of personal interest.

Jan 23, 2015

Managing Away Bad Habits.

Bad habits create the negative image about the person, hencehampering the objective production in a company. Any member of theorganization possess bad habits, appropriate measures should beincurred to prevent the behavior from affecting the anticipatedobjective. However, this situation is worse especially when themanagers bear these attributes. Such a leader is likely to misuse hisauthority rather than reaping the best out of his power. Rebelleaders expect recognition of their role in the organization throughpushing for ideas and turning downside the opinions from othermembers (Harvard Business Review, 2004).

The Art of Giving and Receiving Advice.

People in the position of power tend to limit the level of knowledgeattained by seeking advice and guidance. It is so since they reasonthat their competency afforded them their position. While this is farfrom reality, advisors create new insights to deal with challengingcircumstances in the leadership of the organization. Excellentmanagers apply the tips gained from a seminar or a meeting with theadvisory team to bring the best performance at the expense of theircompetitors (Manby, 2011).

Managing Performance

Some behaviors portrayed by our leaders might be destructive to greatlevels. Behaviors are central to the response someone would give abase on the situation (Leech, 2007). There are six patterns that areessential in determining persons with harmful behaviors.

Hero: – they normally push subordinates to work too hard and for toolong.

The Meritocratic: – they believe that their ideas are best for agiven situation and will always take the day since they areundisputable.

The Bulldozer: – they may consider even the weirdest direction totake the power at the expense of others.

The Pessimist: – they major on the downside of every issue. Inaddition, these fellows are concerned about negative impacts of agiven decision rather than paying attention to means of improving theorganization (Leech, 2007).

The Rebel: – these are the individuals who fight the authoritywithout cause.

The Home Run Hitter: – these are individuals who swing at thedecision without taking a coherent stand on the matter at hand.

Being in charge of an organization does not mean to expressoverconfidence and dominance in decision making at the expense ofother employees. Assuming the center of attention in the developmentof the organization projects is neither good. Surprisingly, badhabits are not always associated with superiority at the workplaceit may be as a result of low self-esteem (Leech, 2007).

Modern management entails seeking advice from professional bodies toacquire the tips for guiding an organization towards achievingcertain goals. However, this trick is highly assumed out of thedefensiveness of the leaders when questioned about their suitabilityto in different positions. Moreover, many leaders turn away fromidentifying their flaws, failing to admit to any mistakes that maylink them. According to Leech (2007), the biggest mistake about thisbehavior is they continue making the mistakes since they do not havean insight of tackling the problem. This folly could come off byconsulting the group of experts, seeking advice and turning thisminor step into a habit. The reluctance by managers to seek advicestems from several reasons. These are: choosing ineffective advisor,lack of proper means of recognizing and addressing their weaknesses,discounting advice on grounds of its ineffectiveness especially aftertaking the advice, poor judgments on the advisor, oversteppingboundaries, and misdiagnosing the problem (Leech, 2007). If managersfix the above vices, they will enjoy their leaderships. It is sosince the manager will be able to revive the company, and plantowards creating reliable policies that would govern the workingethics.

Jan 23, 2015

Why Should Anyone Be Led by You?

For one to be a leader, there must be followers. However, followersare not easy to find. It underlines the importance of possessingattract-like traits to make it possible to manage, control and lead agroup of workers, employees, and subordinate members without themhaving to question your credibility for that position. Generally, agood leader should be visionary and energetic to drive the companythe right way. While this is not enough, managers should demonstrateauthority and the potential to give direction to other members. Thispurpose is realized if the organization manager works a leadershipapproach to reach the objective. It entails revealing some weaknessesin order to appear human, becoming a sensor to detect any defects inthe company’s operation behaviors, being unique from other membersto as to drive an influence, and working a “tough empathy”behavior. Inspirational leaders apply the above traits to win theconfidence and trust of followers, hence developing the institution.Concerning the modern leadership, managers should apply contingencytheory that involves adjusting the values and personal attributes toaccommodate a given situation (Tracy, 2014).

What Makes a Leader?

Emotional intelligent is a useful tool for determining thereliability and efficiency of a leader. Different analysts haveproved the effectiveness of emotion intelligence in determining theobjectivity of a leader towards achieving the anticipated goals.Emotional intelligence comprises of self-awareness, self-regulation,motivation, social skills and empathy. Self-awareness encompassesgaining in-depth knowledge of person’s strengths and weaknesses,emotions, and drives (Tracy, 2014). This aspect helps leaders toprepare adequately in dealing with contemporary issues in themanagement of a firm. Self-regulation matters most in dealing withfrustrating situations. In such circumstance, diligent leaders applya better approach to addressing the issue rather than screaming theteam members. In addition, leaders should be motivated in theirduties on top of motivating team players through coaching, careerdevelopment, promotion and good remunerations. Self-management skillsare critical in determining person’s ability to relate to othermembers. This component involves friendliness with an objective.


Leaders should possess elements that clearly define who they are in apositive manner. For any leader to create an outstanding performancein an organization, they must have technical, cognitive and emotionalintelligence (Tracy, 2014). Cognitive aspects such as visiondimensions and energy are instrumental in determining thecompetencies of the leader. However, the emotional intelligence needsto be twice or thrice as an ingredient of excellent performance. Somescholars such as McClelland indicated that leaders with emotionalintelligence outperformed their rivals in leadership by 20% annually.McClelland findings led to the realization of the following aspectsas the primary elements of emotional intelligence.

Self-Awareness: – It means acquiring in-depth understanding ofoneself. Research indicates that some people are unrealistic withthemselves hence it becomes hard to remain honest with their workingmates. Leaders with a high sense of self-awareness have the tendencyof recognizing the effect that their behaviors could bring to othermembers in their working environment. It suggests why some managersare easy to get along with, handling demanding clients’ with ease,and remain very composed from being aggressive (Tracy, 2014). Thiselement also applies to performance review process, hiring of newtalents and decision making on contemporary issues.

Self-regulation: – It is an attribute of controlling self-emotions. Amanager well conditioned in self-regulation is likely to createnature-like groom to the workmates. Contrary, leaders with poorself-regulation traits are likely to turn the minor issue into chaos.Such leaders have the habit of jumping to conclusions without tryingto evaluate the state of the circumstance.

Motivation: – Virtually, all leaders have an elements of motivatingother workers. Motivation drives worker to remain committed beyondthe expectations. The key aspect here is to use every possible meanto raise the morale of workers. It may include raising theirsalaries, training, mentoring and choosing between resources.Motivated persons indicate passion at work, unflagging energy toachieve more, persistent and self-drive.


Donaldson, T. (2002). Ethical issues in business: A philosophicalapproach (7th ed.). Upper Saddle River, N.J.: Prentice Hall.

Drucker, P. (2008). Managing Oneself. Boston, Mass.: HarvardBusiness Press.

Harvard Business Review on Developing Leaders. (2004). Boston:Harvard Business School Publishing.

Harvard business review on finding &amp keeping the best people.(2011). Boston, Mass.: Harvard Business Review Press.

Harvard business review on managing your career. (2002).Boston, MA: Harvard Business Review Pub.

Hill, L., &amp Lineback, K. (2011). Being the boss: The 3imperatives for becoming a great leader. Boston: Harvard BusinessReview Press.

Leech, C. (2007). Managing performance. Amsterdam:Elsevier/Butterworth-Heinemann.

Manby, K. (2011). Ethically challenging situations in UK basedindependent human resources consultancies: A study into professionalpractice by a practioner researcher identifying what challenges arefaced, how they are dealt with and including recommendations forimproving.

Motivation. (1991). Boston, MA: Harvard Business School Pub.Division.

Tracy, B. (2014). Leadership. New York: American ManagementAssociation.

Tulgan, B. (2007). It`s okay to be the boss: The step-by-stepguide to becoming the manager your employees need. New York:Collins.