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What is the management philosophy?
Management philosophy is a set of beliefs or rules used by managers to help them make decisions. It looks simple enough, but remember that this is also philosophy, and that means there’s always another layer (Paul Griseri ,2016)
The extra layer refers to the meaning or reason as to why you would choose to use those rules. This is important because it provides a powerful sense of purpose and motivation. A good management philosophy gives direction and cohesion to the organization. if i need to choose :-
Keys to High Performance:
Building organizational capability and successful implementation of high commitment in management practices is a key managerial responsibility. High performance management practices require consistent leadership attention. Most organizations, either by themselves or external help are able to develop right business strategy without much difficulty. But, they find it hard to implement it effectively. Hence, devoting, attention, time and energy to develop people may be far more cost effective and provide a grater competitive edge.
Flexible: The Performance management process should be flexible and should ensure the manager and managee acting together. However, each one of these parties should have sufficient maneuverability to design their own process within the overall framework for performance management.
How you will handle interpersonal problems and how you will resolve them.?
Interpersonal conflict refers to any type of conflict involving two or more people. It’s different from an intrapersonal conflict, which refers to an internal conflict with yourself.
Mild or severe, interpersonal conflict is a natural outcome of human interaction. People have very different personalities, values, expectations, and attitudes toward problem-solving. When you work or interact with someone who doesn’t share your opinions or goals, conflict can result.
Conflict isn’t always serious, though. Nor is it always negative. Learning how to recognize and work through interpersonal conflict in productive, healthy ways is an important skill that can help you have better relationships in your day-to-day life.
First, identify the type of conflict:
In broad terms, conflict happens when two or more people disagree. You might experience verbal conflict, such as an argument, or nonverbal conflict, which might involve someone turning their back or walking away from you (Verderber KS, et al. ,2016).
No matter how conflict shakes out, you can identify it as one of these six types.
2) Fact conflict
Then, decide your resolution strategy:
Managing conflict doesn’t necessarily mean preventing conflict. Different opinions and perspectives can provide opportunities to better understand how other people feel and relate to them on a deeper level.
When conflict inevitably respectful communication is key. You may not always agree with everyone, and that’s just fine. Polite words and an open mind can help you resolve — or come to terms with — differences more effectively.
There are plenty of healthy, productive ways to work through conflict, though some won’t work in every situation. Generally, conflict resolution falls into one of the following categories:
1) The assumptions upon which this project is based: An assumption is what you believe to be true. These are anticipated events or circumstances that are expected during your project’s life cycle. You make assumptions based on your experience or the information available on hand.Assumptions may not end up being true. Sometimes, they can be false and it may affect your project. This adds risk to the project like:- All of the equipment is in good condition, You will get all the resources you need. Capability of system to hold the application. Assumptions play an essential role in developing a risk management plan. Therefore, as a project manager, you must analyze each assumption and its impact
2) The external events or inputs that the project depends on:- Flashcards exercise the mental process of active recall: given a prompt (the question), one produces the answer. Beyond the content of cards, which are collected in decks, there is the question of use – how does one use the cards, in particular, how frequently does one review (more finely, how does one schedule review) and how does one react to errors, either complete failures to recall or mistakes? Various systems have been developed, mostly based around spaced repetition – increasing the time intervals between reviews whenever a card is recalled correctly.
3) The constraints under which the project is operating, for example budgetary, staffing, availability, hardware: -
Budgetary :- The cost of the project, often dubbed the project’s budget, comprises all of the financial resources needed to complete the project on time, in its predetermined scope. Keep in mind that cost does not just mean money for materials—it encompasses costs for labor, vendors, quality control and other factors, as well.
Staffing:- With staffing comes cost. If you client has a certain expectations or quality requirements, this will affect the project cost constraint directly. If this is known, your projects costs should reflect this accurately.
Availability and Tools:- The likes of tools, equipment, software, and materials that will be used during are project are considered project resources, and project team members are considered human resources, and both are project constraints respectively. Effectively these cover who and what is needed to complete your project.
Verderber KS, et al. (2016). Chapter 11: Managing conflict. Inter-Act: Interpersonal communication concepts, skills, and contexts. New York, NY: Oxford University Press.
Paul Griseri ,2016, Editorial - Ethics and Politics in the Philosophy of Management, Philosophy of Management,pp 95-97.
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