Successful management is determined and directed by the culture it is managing. This is not to say that a manager can not alter a culture, but they must stay consistent with any changes implemented to achieve effective team building and productivity. Mastering the culture of a collective is a manager’s best friend when it comes to achieving compliance in a non-threatening manner.

Not every manager can be a leader and not every leader can be a manager, they are two very different perspectives. However, leadership and management is something that should be understood by all managers and leaders, regardless if they can master both or not. Managers should especially understand the role of leadership, because leaders establish cultures, and the culture of a collective is a manager’s best way of achieving long-term trust, results and loyalty. 

Like leadership, management fundamentally comes in two forms, there is self-management and there is management of others. I loathe managing other people. I’ve always been a very self-sufficient person and I’ve always expected the same from other people. However, it has not escaped my attention that many people are actually very bad at self-management in either or both their personal and professional lives.

The biggest challenge I had while studying this module was taking my self-management experience and applying that skillset effectively towards managing other people. I had the opportunity to fulfill a management role as the supervisor for the weekend nightshift job I used as my financial safety net while I was building this MTA Portfolio. The position proved very useful at allowing me to practice all the things I was learning and also highlighted many instances of very poor management, which I have steered cleared off in the refinement of my own management style.

The biggest lesson I have learned – Embrace the culture, and if it needs adjusting, lead by example. 

11 Courses

Fundamentals of Management

Platform: Coursera

Institution: University of California, Irvine

Started: 22/07/2015

Finished: 25/07/2015

Go to course on Class Central

 

Managing People: Engaging Your Workforce

Platform: FutureLearn

Institution: Reading University

Started: 12/01/2015

Finished: 20/07/2017

Go to course on Class Central

 

Human Resources

Platform: Open2Study

Institution: Open2Study

Started: 11/01/2016

Finished: 01/02/2016

Go to course on Class Central

 

Communication in the 21st Century Workplace

Platform: Coursera

Institution: University of California, Irvine

Started: 29/07/2015

Finished: 02/08/2015

Go to course on Class Central

 

Work Smarter, Not Harder: Time Management for Personal and Professional Productivity

Platform: Coursera

Institution: University of California, Irvine

Started: 03/08/2015

Finished: 04/08/2015

Go to course on Class Central

 

Management for a Competitive Edge

Platform: Open2Study

Institution: ICMS

Started: 22/03/2014

Finished: 22/04/2014

Go to course on Class Central

 

The Power of Team Culture

Platform: Coursera

Institution: University of Pennsylvania

Started: 11/08/2017

Finished: 16/02/2018

Go to course on Class Central

 

Building High-Performing Teams

Platform: Coursera

Institution: University of Pennsylvania

Started: 22/08/2017

Finished: 26/02/2018

Go to course on Class Central

 

Optimizing Diversity on Teams

Platform: Coursera

Institution: University of Pennsylvania

Started: 29/08/2017

Finished: 02/03/2018

Go to course on Class Central

 

Creating a Team Culture of Continuous Learning

Platform: Coursera

Institution: University of Pennsylvania

Started: 30/08/2017

Finished: 16/02/2018

Go to course on Class Central

 

Culture-Driven Team Building Capstone

Platform: Coursera

Institution: University of Pennsylvania

Started: 02/03/2018

Finished: 04/04/2018

Go to course on Class Central

 

1 Book

The New One Minute Manager

Author: Kenneth H. Blanchard & Spencer Johnson

Publisher: HarperCollins Publishers

Published: 2015

Started: 11/07/2015

Finished: 14/07/2015

Go to book on Goodreads

 

The ability to make everyone on a team love what they are doing together is at the heart of team building and team leadership… People on such teams tend to share a common motivational pattern. They are competitive and evenhanded in matching members to the best role for their talents. They have a strong affiliative need – they like people for their own sake – which makes them harmonious, better able to handle conflicts and offer mutual support. And rather than seeking power that is purelely self-interested, they wield power in the best interests of the group – they share a commitment to the group goal.

Daniel Goleman, Working with Emotional Intelligence, 1998: 218