MANAGEMENT SKILLS

October 2020 Amanda Burpee MGT-20062-XH122 Management Skills 20DA08

SNHU. (n.d).

Management Best Practices Job Aid

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October 2020 Amanda Burpee MGT-20062-XH122 Management Skills 20DA08

Management Practices-Roles and Functions

Your Role as Manager: Create the right motivational environment to ensure team/company
success through and with others.

Java Been Manager Role/Responsibilities:

Leader-looking forward, strategically planning, building reputable relationships with colleagues,
customers and vendors. Particularly important as we expand via touchdown locations and globally
with internet sales and marketing.

Director-define a problem and determine solution, planning and delegating ensuring team members
are clear on instruction. As we continue to grow and are working with a diverse population globally, it
is imperative we are delivering quality product by working alongside a culturally diverse team.

Contributor-focused and self-productive while motivating others to meet and exceed productivity
expectations. It is important that our remote workforce have a Manager is as self- productive and
motivating.

Coach- engaged in the development of people by creating a caring, empathetic environment by being
helpful, considerate, sensitive, approachable, open, and fair. We must be a coach in all.

Facilitator-fosters teamwork and manages interpersonal conflicts

Observer-monitoring what is going on, ensuring team has what is needed to avoid failure.

Innovator- paying attention to environment and trends impacting the company, determines and
facilitates adaptation and change.

Organizer-responsible for planning, organizing and ensuring completion of tasks while managing
crisis as it occurs. Ellis, C.W. (2005).

Effective Communication is essential to success! – In your role of manager, you must
communicate many different types of communication and information and not only to your team but
outside our company as well. This includes communicating to our staff via technology as we expand
our web presence to boost sales of our products and grow in the global market. You will be
communicating via email and virtually with marketing consultants, vendors and staff globally, Written,
verbal and body language are all important aspects to effective communication. Ellis, C.W. (2005).
Emotional Intelligence is crucial to effective communications. This concept refers to your ability to
understand, utilize and manage emotions in positive ways, have empathy and social awareness of
others. This will be beneficial in overcoming challenges and conflicts. Sellie-Dosunmu M. (2016).

As we expand virtually and globally, we want to be ahead of the barriers that may present when
communicating via email or virtually. It is easy in person to determine one’s tone and body language
with the message and communication being delivered. It is not easy when interpreting via an email or
other social media communication method. It is best to be factual, not send communication in all
capital letters and it is helpful to have a colleague read your message to interpret prior to sending or
posting. Technology has offered a lot of benefits but if messages are mis interpreted, it can be
damaging. Sellie-Dosunmu M. (2016).

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October 2020 Amanda Burpee MGT-20062-XH122 Management Skills 20DA08
Decision Making Strategies and Tools

Your role as Manager will require you to make important decisions. Decisions will differ from
strategic, growth initiatives and day to day performance decisions. What tools can you use to
help you make the right decisions?

Top Decision-Making Tools:

Strategic Impactful Decision -SWOT Analysis- (Strengths and Weakness Internal &
Opportunities and Threats Externally) This tool can help influence strategy, action or
initiatives. A collaborative approach to:

o Identify strengths- what you do better than competitors?
o Weaknesses-Where can you improve?
o Opportunities- Evaluate strengths and leverage how you can utilize to create new

openings, at the same time evaluate how you can eliminate a weakness to open a
new opportunity.

o Threats-determine barriers or challenges in the way.

This tool should be a collaborative approach as it offers multiple viewpoints and opportunities
that one alone may not identify.

Marginal Analysis

This strategic impactful analysis weighs benefits of input or activity against costs and
provides leaders with a ROI (return on investment). Will it produce a profit?

 Marginal Input or benefit-Marginal cost/expense=Net benefit (profit)

Decision Matrix-Informed Decision-Making Tool

This tool helps make a more informed decision that considers all necessary factors and
exhausts all options.

Creating a Decision Matrix:

 List decision alternatives as rows
 List factors as columns
 Set a consistent scale to assess value of each alternative and factor
 Determine importance of each factor and assign a weight to them
 Multiply original rating by weighted ranking
 Add the factors under each alternative
 Option with the highest score determines decision (wins)

Pareto Analysis

AKA 80/20 Rule-this tool is beneficial for Managers to make well informed decisions-20% of
factors frequently contribute to 80% of the Company’s growth

This can be used to determine sales and staffing.
For example, 80% of your sales may come from 20% of your customers and using the pareto
analysis, we can identify characteristics of this 20% customer population and strategize how
to secure more of them.
idashboards. (2019).

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October 2020 Amanda Burpee MGT-20062-XH122 Management Skills 20DA08

Team Development and Effectiveness Strategies

Effective teamwork is beneficial to success using models/framework to develop your teams
will be beneficial to you and the Company!

Team Development Models-There are many team development models out there and used
across various organizations. Many of them use a variation of Bruce Tuckerman’s 4 Stages of
Team Development. We will reference Tuckman’s model as it is widely known and utilized.

Tuckman’s Model (4 Stages):

Forming-As a leader your role is important in this stage to identify purpose and goals for team. The
team isn’t yet clear on the responsibilities and tasks ahead of them.

Storming-As a leader in this stage your coaching and reassurance of purpose is important. This is
generally where interpersonal conflicts occur. People work in different ways and communicate in
different ways some more powerful than others. A stage where resistance presents.

Norming-In this stage confidence as you lead is developed. The team has overcome differences,
began to accept one another’s differences, communicates and accepts feedback from another with
more clarity to goals and tasks at hand.

Performing-At this stage the team is functional and working toward goals and task performance. Asa
leader, you should be able to delegate to developing team members.

Knowing what stage your team is in will help you determine which approach to take to engage
effectively. Sometimes as you introduce new tasks the team can go back and forth between
stages above.

Bonebright, Denise A. (2010).

Knowing which role each team member plays is crucial:

Challenger- a team member who questions goals, tasks, ethical standards of the team, is
willing to disagree with team and leader(s), encourages well intended risks.

Contributor-dependable, task oriented, gathers information to share with team.

Communicator-team member who is effective in listening and facilitating, great at conflict
resolution, builds consensus.

Collaborator-thinks outside the box, goal directed, flexible, open to ideas, able to work with
team members supporting other roles. Parker, Glen M. (2008).

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October 2020 Amanda Burpee MGT-20062-XH122 Management Skills 20DA08

Diversity amongst your teams

Strengths of having a diverse team

 Group thinking
 Innovative
 Variety of perspectives
 Increased creativity and productivity
 Global Impact with cross cultural diversity -important as companies

look to grow internationally and with remote workers and technologies.

Common Barriers diverse teams experience

 Difficulty transitioning
 Lack of cohesion and communication
 Reduction in motivation

Intervention and management of barriers will reduce the negative effects amongst diverse
teams.

o Remove the “differences” and share commonalities-focus on goals and the team
importance each diverse team member brings to the table.

o Pair team members with strengths in diversity.
o Encourage participation. Ask all for feedback and contributions. Ensure all

members participate.
o Listen and encourage listening from all team members.
o Engage all including remote workforce.
o Utilize technology -web based software to deliver consistent clear messages and

to foster team collaboration.

SRIKANTH, K., HARVEY, S., & PETERSON, R. (2016).

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October 2020 Amanda Burpee MGT-20062-XH122 Management Skills 20DA08

References

Bonebright, Denise A. (2010). 40 years of storming: a historical review of Tuckman’s model of small group
development. Retrieved from

https://eds-b-ebscohost-com.ezproxy.snhu.edu/eds/detail/detail?vid=0&sid=07ea2ebc-3005-4a37-
9d2b-5b7d5640359b%40pdc-v-sessmgr02&bdata=JnNpdGU9ZWRzLWxpdmUmc2NvcGU9c2l0ZQ
%3d%3d#AN=48149645&db=bsu

Ellis, C.W. (2005). Management Skills for New Managers. AMACOM. Retrieved from

https://eds-b-ebscohost-com.ezproxy.snhu.edu/eds/ebookviewer/ebook?sid=05b6df12-2a09-4c4a-
9513-62c9834cc4bf%40pdc-v-sessmgr06&ppid=pp_13&vid=0&format=EB

idashboards. (2019). 4 Tools & Strategies for Enhanced Decision-Making. Retrieved from

4 Tools & Techniques for Enhanced Decision-Making

Parker, Glen M. (2008). Team Players and Teamwork: New Strategies for Developing Successful
Collaboration. Retrieved from

https://learning.oreilly.com/library/view/team-players-and/9780787998110/?ar=

Sellie-Dosunmu M. (2016). Using Emotional Intelligence in the Workplace. Association for Talent Development.
Retrieved from

https://eds-b-ebscohost-com.ezproxy.snhu.edu/eds/ebookviewer/ebook?sid=cf2c4cd5-b6de-4187-afe1-
322af17b38a4%40pdc-v-sessmgr04&ppid=pp_9&vid=0&format=EB

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October 2020 Amanda Burpee MGT-20062-XH122 Management Skills 20DA08

SNHU. (n.d). Java Been Logo. Retrieved from

https://learn.snhu.edu/d2l/le/content/512582/viewContent/9724972/View

SRIKANTH, K., HARVEY, S., & PETERSON, R. (2016). A Dynamic Perspective on Diverse Teams: Moving from the Dual-
Process Model to a Dynamic Coordination-based Model of Diverse Team Performance. Academy of Management
Annals, 10(1), 453–493. Retrieved from

https://doi-org.ezproxy.snhu.edu/10.5465/19416520.2016.1120973

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