Personal Managerial Philosophy
A manager is essentially a person that gives direction, provides leadership and decides how to use resources to accomplish organizational goals (Daft, 2008). As a person having been in the workforce for almost twenty-five years, I can say with experience, that managers and the methods they use to obtain organizational goals can make the difference between success and failure of a project and even an organization. A managerial philosophy is something that all managers develop over time as a result of their experiences in the workplace. Over the last twenty years I have been exposed to a variety of business and managers that have helped me shape my personal managerial philosophies that I currently employ on the job. Before I get into the exact philosophy that I apply in the workplace it is important to know a few aspects about my past experience and some of the roles I have played to truly understand the rationale for my personal managerial philosophy. One of the first jobs I had in my career was in the printing industry. Coming from a family of printers, I was exposed to all aspects of offset printing and the production processes that were used in this field. My father owned the tenth largest printing company in the United States throughout my early years in printing therefore; I had an inside look at aspects of business that many never had at this young age. I was required to work up through the ranks in my father business and show my skill in every area of production before I could become a manager. In time, I was ultimately running a night shift of eighty employees. In printing the product is mainly created in an assembly line process and there is little margin for error if there is any profit to be had. A good manager in printing commonly focused more on speed of production and zero errors more than the overall happiness or well being of the employee. The attitude was there was always another worker to replace someone if they were too slow. Training and support occurred as needed and managers were viewed as trouble shooters and delegators. This created an extremely stressful work environment and it had a very high turnover rate. The roles the managers take in this setting is similar to the roles mentioned in the reading concerning the roles managers take. Managers utilized informational, interpersonal and decisional roles, but on a very small scale in most cases (Daft, 2008). They informed and made decisions using methods that were very direct and usually absent of employee collaboration. My father utilized a very direct method of communication with workers as well and although it was direct it was often abrasive and was more of a managing by fear than anything else. This was my first exposure to management and unfortunately it was a method that I employed as a manager in my early days so it was a bit hard to change and I still go through rough spots at times. Over the years, until my mid twenties, I worked as manager in printing while pursuing a degree in Computer Aided Design. I continued to utilize similar practices my father did as a manager with some success and some failures. I was very direct with workers and in some cases it resulted in abrasiveness and lack of true teamwork and collaboration. This was my method early on as a young manager and it worked in the printing industry, but as I moved into more administrative work engaging highly educated professionals it proved counterproductive.
My career path began to redirect a bit in my mid-twenties as I graduated college in the area of Computer Aided Design and 3D Visualization. I began to work in Architectural Design field with professionals that had a slightly different mindset than I have previously dealt with. This was a very different mentality as well as a different production process than the printing industry and it required a bit more tact when dealing with employees. The common worker in this field...
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