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Leadership Training in a franchise organization
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Leadership Training in a franchise organization
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I am new to a franchise organization and would like to hear from anyone who can share some best practices with how to implement a leadership training curriculum to a large national network of franchis
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Leadership Training in a franchise organization
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Leadership Training in a franchise organization
posted at 4/23/2008 10:26 AM EDT
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Posts: 1
First: 4/23/2008 Last: 4/23/2008 |
I am new to a franchise organization and would like to hear from anyone who can share some best practices with how to implement a leadership training curriculum to a large national network of franchises. Thanks very much! |
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Leadership Training in a franchise organization
posted at 4/25/2008 6:56 PM EDT
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Posts: 2
First: 4/25/2008 Last: 10/22/2008 |
MANAGEMENT & ELEMENTS OF MANAGING LeaderShip)
The understanding of term management is not an easy task; it cannot getting Things done through and with people in formally organised groups. We may say the common usage of this omnibus term management denoting a variety of meaning ascribed to it in the following statement:- Management of XYZ Company Ltd., are convinced that good management is an important factor in the prosperity of every business; They have, therefore decided that the study of management3 particularly, the relations between management4 and worker, should be encouraged among all members of management5; for this purpose, the term management6 does not include those employees who are not responsible for the activity of others. We have the term management used in several contexts in the same sentence & serial orders. The same term denotes. 1. Top Management or that segment of the managerial hierarchy, which sets overall objectives, or goals of an undertaking and formalities policies to attain them. 2. The process of accomplishing results; 3. A body of Knowledge; 4. Members of Management in the management hierarchy at different levels 5.&6. and all persons having managerial responsibility of planning, organizing motivating and controlling. Here we see the scope for narrow inter predation of meaning of the term when used in several contexts. If we identify these contexts, as such and try to visualize the totality of the picture. The anatomy of the term management as discussed above offers adequate explanation. In very simple way the actual process of managing the objective may be described as a simple Three Step procedure, normally. A. Establish objectives B. Direct the attainment of objectives C. Measure Results. These are performed in a continuous cycle when the results obtained from carrying out the originally established objectives are measured, the new objectives which should be established become evident, The task of managing goes on and on and is never completed. There are eleven elements of managing the specific objectives/targets. These can be readily recognized by a manager / concern while performing his work. They are such that the neglect or unskillful handling of any one of them will obviously lower the effectiveness of the managing job that is done. The eleven elements of managing may be listed as follows. i) Gather Information ii) Synthesis Information iii) Plan iv) Decide v) Organise vi) Communicate vii) Motivate viii) Direct, Guide, or counsel ix) Measure, Evaluate and control x) Develop people xi) Promote innovation. A. Established Objectives In the above elements one to four elements are under established objectives. The first element gather information goes on more or less informally all the time as the managers talks with people and reads reports mail, and even outside reading matter. It occurs more formally when a manager purposefully seeks to collect all available data pertinent to a given situations with which he is concerned. It is an essential preliminary to subsequent intelligent action. The second element is Synthesis Information. The information available on any given situation is seldom complete. The manager must take the bits and pieces he has and put them together to form as complete a picture as possible, which he can then use as the basis for taking actions. The ability to synthesis differs greatly among individuals and is one of the distinguishing characteristics of a good manager some people having the ability to synthesis from incomplete data and others do not. Elements Third consists of Plan. There an existing situation is considered. The objectives to be attained are thought through. Then the various possible alternative causes of action by which the goals may be reached are defined and weighed. Decide element 4, is the element, which results in the selection of the action, which seems to offer the best possibilities for meeting planned objectives. If elements 1,2 and 3 have been thoroughly performed, decisions may be reached relatively easily. If the problem is complex and the correct cause of action obscure, the so-called decisions-making techniques of operations may be helpful. Element 1to 4 may be summarized by saying that they are used to establish the objectives. They accomplish the first step of three step managing process. They are used to determine what to do and usually when to do. B. Direct the attainment of objectives Elements 5 is Organise. This consists of determining the best method of assigning facilities and people to accomplish the established objectives the manager may seek help with this element from a staff function or an outside consultant, but it is basically his responsibility so to organize the activity or project that the objectives which he has established are accomplished through the efforts of the people he manages. At this point he decides who is to do each phase of the necessary work. The sixth element is Communicate. The manager tells other individuals or groups what they are to do. He explains the objectives and describes. The organisation high is top accomplishing them. He makes sure that everyone understand the duties and responsibilities that they have been assigned to him. Element seven is called Motivate. This the point where the why of what is to be done is expected. A considerable understanding of people is needed to perform this element skillfully. If the reason are presented in term which will identify the success of the project with the interest of the individuals the desire to contribute to the project usually results. Element 8 is direct, guide or counsel. This is the how of doing the work. It consists of aiding progress through giving suggestion, orders or additional date, or by teaching how the objectives can be accomplished. Element 5 to 8 are the element concerned with getting the work done. They are the second step of the three step managing process and comprise the active part of managing. They result in carrying out the objectives established during elements 1 to 4.Their effectiveness. Therefore , is greatly dependent upon the skill with which elements 1 to 4 were handled. Measure Results Element 9 is measure, evaluate and control. It is necessary if the manager is to be determine the effectiveness with which his plans are being carried out. Evaluation takes place throughout the active plan of managing as well as when the project has been completed. The manager finds out, for example, what implements to progress are developing by information communicated to him by his group. This information, acting on a sort of feed back principle, shows where alternatives to plans may be necessary. At the end of the project. The final results obtained are compared with those anticipated. This often provide new information and the starting point for another managing cycle. Eleventh 10, Developing people, is one of the obligation implicit in the job of managing. The manager must get his results through others. It follows, therefore that if these others are adequately qualified through proper development, The results he will obtain will be better than would otherwise be the case. But in addition to this short range goal, The manager has responsibility for the continued functioning of the work which he directs, whether he is one to hand manage it or not. The live of many people employees, customers, and in many cases the public at large are initially affected by the continued successful functioning of each component of the business. Therefore, The manager has an obligation implied by his very position to do what he case to insure continuity of operation. This means that he must encourage the development of those who will is due time succeed him. This should be a continuing process, something that he does at all times as he contact his people. The final element is Promote innovation. This is some ways is the most important of all. The manager must be the steady face behind innovation. If he wants the company to progress, he must never permit himself or his people to become satisfied with things as they are, whether it be products, methods and processes, markets, or the use of the companys capital. He must always strive to stimulate his people to seek better ways of doing their assigned task. The constant search for innovation should influence every phase of the managing cycle. Element 1 to 11 constitute one way of describing the elements of managing. There are other words that can be used to express the same general idea, and the managing process can easily be described in a greater degree of complication. But the distinction between managing, the work manager is supposed to do, and the various function, sub function, tools, techniques, and procedures which while they are useful for carrying out management objectives, do not constitute the act of managing is important. |
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