Management Philosophy

By Author: Henry Ford
Total Articles: 189
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Management philosophy can be argued as set of ideas about best management practices. Management is the art of encouraging people to do their best work to achieve their best results in order to achieve success. As can be seen from the interview, different management philosophies have been adopted by different managers depending on experience, historical background and what they believe is the best practice to acquire desired results. According to Barkley and Saylor 66, management involves optimizing resources that is, getting the most out of technology and people. The target is on managing the project and leading people to a deliverable that achieves total customer satisfaction. The best practice of management dictates that managers are there to manage the process and not to manage people. Let people be their own managers and concentrate on the process of coordinating communication between them. Management philosophy always targets customers as the end and employees as the means to achieving that end (Saylor & Barkley 145).

From the interview, the restaurant manger philosophy is that all focus to the efforts of the ...
... business is directed to customer satisfaction. There is joint understanding of customer needs. The philosophy stresses a systematic, integrated, consistent, disciplined approach involving customers through the phases of projects. There are steps to make sure that employees are innovative enough to bring new products to the customers for more satisfaction. It combines with development of human resource as vital resource in management practices. The employees are give the power of discretion and are well segmented such that each and every person knows his or her duties without possibility of crashing of roles. There is discipline which is the first practice which every employee is trained inside the hotel facilities. This ensures that employees have respect for each other to achieve harmony among them (Phillips et al 145).

According to Saylor and Barkley (145), management philosophy must ensure that cooperation is enhanced in an organization, there must also rewards and recognition of are essential elements in addition involvement of everyone in designing goal and decision making is of paramount importance further creativity and innovation must be encouraged. The parameter of measuring success is how well customer has been satisfied by the services of the company, the trend of sales and high employee retention rate (Saylor & Barkley 145).

It can be noted from the interview that, an effective manager has to be the link of communication to the employees he has to be empathic enough to fit in others shoes and effectively understand situations each with proportional consideration basing on case by case. An effective manager has to lead by example, make decisions fast, make sound judgment, be ready to consult the others and have sense of direction. To successful one has to solve disputes calmly and come up with the best practices of dispute resolution in the company (Phillips et al 145). To be effective there must be balancing of cost of production and revenues an effective manager has to check on wastes and avoid spending too much on unnecessary projects and concentrate on maximizing profits. To remain competitive there should be an attempt to take opportunities as they present themselves and take advantage of strengths and whatever competitive advantage a company has over the others (Phillips et al 145).

The management philosophy of customer satisfaction and employee development is a sound philosophy as it is all round where customers are the first priority and employees are taken as an important resource towards organizations success. There is correlation with the style of management with customer oriented philosophy and employee oriented strategy of managerial success.

Management process
According to Plennkiewicz (45), management process has to follow specific order of work of activities across time and space, with a beginning and an end and clearly identified inputs and out puts, it uses resources and affects more than one organizational unit. It can be suggested from the interview that, the major attributes to a sound process are defined goals, specific inputs specific out puts Organization planning leading and controlling are vital activities of management process. Planning basically follows the business formal objectives of achieving targeted goals which are set by the management. Plans can either be short term or long term oriented set of goals. Planning can therefore be termed as coming up with strategy to achieve desired ends. Organization is the skills to combine all the resources of the company to achieve desired ends. This above interview has indicated that, management is generally achieving by using the available resources. Organization involves communication among the departments to harmonize their work. Leading involves providing leadership towards set targets. Leadership is defined as the ability to influence, direct and guide people to achieve goals and targets. Controlling means: setting standards, measuring actual performance and taking correction action. All the four processes are important aspects of management. (Plennkiewicz 45)

Basing on the interview, planning as a management process is viewed as mostly as duty of each and every person in the organization. Everyone is delegated the duty to plan in the restaurant however the manger just makes sure that all the people stick to the plan. Short term plans are always budgeted for hence planning according to the interviewee does not frequently feature in his schedule. Interviewee however responds fairly well on the organization of in his weekly schedule. Since organization is a plan on itself where interrelation of resources are done, it acquires more time than planning because relations are experienced daily though not more often. In generally organization acquires more time than planning and controlling but has less time than leading. Controlling entails setting standards and measuring actual performance. A budget standard is also a parameter for controlling. As indicated in the interview, the interviewee argued that keeping on checking people is eroding their confidence however he reminds them that they should stick to the standards as they perform their duties. Unless employees have the discipline to stick to the standards controlling can be a very onus task which may bring problems to the existence of business prospects. Controlling takes the least time for the interviewee. Leading is the most vital part in his management process. The interviewee has a great reservation to the role of leading there must be a leadership quality in every task which is been done by a group of people with a common goal. Leading is a daily process (Phillips et al 145).

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