During my first week of OU study for B628 Managing 1: Organisations and people, I’ve learnt about what is meant by management and managerial effectiveness, how to identify the roles I fulfil as a manager, how to identify activities that contribute to managerial effectiveness, and how to identify a cause of stress in my managerial life. I’ve also learnt to understand time pressures, the need for time management, and how to plan an action to reduce stress.
The above is paraphrased from the Learning outcomes section for week one in the B628 Module Activities guide, and pretty much reflects what I’ve learnt, but I can obviously go into much more detail.
This week I’ve covered:
- Henri Fayol’s definition of management.
- Peter Drucker’s eight practises for management by objectives.
- Four factors influencing managerial effectiveness.
- John P. Kotter’s analysis of what effective general managers really do.
- Henry Mintzberg’s roles of a manager.
- Rosemary Stewart’s demands, constraints, and choices.
- A set of skills and competencies defined by the UK’s Management Standards Centre.
- Robert L. Katz’s technical, human, and conceptual skills and ‘The Helicopter Mind’.
- Eugene Jennings’ characteristics of an effective manager.
- The transition into management and the player-manager syndrome.
- The seven stages of transition according to Adams et al.
- How to distinguish between pressure and stress.
- Five main causes of stress identified by the CIPD in the UK.
- The most common causes of stress.
- Symptoms of stress and possible actions to reduce stress.
- Strategies for time management, including work shedding, time saving, and time planning.
(Source: B628, Managing and managing people).