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32 Responses

  1. Jack Yoest says:

    Dear MGT 310 Leadership and Organization Students:

    Post your comments here

    • Courtney McCool says:

      This Prezi video takes you through Management Basics using Professor Yoest’s book, The Memo. Everyone that works for a company or business can be divided into two groups; either an individual contributor or the manager. The individual contributor is the one that performs the tasks and does what needs to be done. Managers are the ones that get work done through other people. Managers get things done through the active support of others. The thing that managers get paid to do is to make decisions. In management, there are four parts: plan, organize, lead, and control. The manager deals with planning in the sense that they make the plan and decides how they will operate. Organizing helps the manager outline and puts things into work. Leading deals with management in the sense of leadership. Employees want their managers to be leaders and show they have leadership. Control ties into management in the sense of measuring how well the plan worked. Control measures what was done compared to the original plan. According to Professor Yoest, management can be described in one word: relationships. Management deals with people and working with them as well as with things. As a manager, you have many points of accountability.

    • Claire O'Brien says:

      “The Memo,” by Professor Yoest, is based on a military doctrine of a completed staff work that was developed during the Second World War. This video was a summary that teaches us the difference between managers and staff and the four parts of management, which are plan, organized, leading, and control. Firstly, we learn that there is one thing that makes managers and staff different and that is managers get paid to make decisions and get work done through people. The individual contributors are the staffers or people that actually do the work (more hands on). Whereas, managers plan, organize, lead, and control in order to get things done. The planning is where the managers make decisions as to what direction the company or the group is heading towards. The organization is where the manager puts the amount of time it will take to actually do the job and who will do it. The third is leadership and that is where a manager exhibits authority in yer organization, where managers are able to persuade, motivate, and encourage staffers in order to get things done. Lastly, control is a simple evaluation of what the team got done compared to what was planned. By watching this effective video, we learn that there are many components to being a successful and effective leader. A manager’s role consist of relationships, accountability, and being functional in the world place in order to be lasting contributor.

    • One of the most common mistakes a businessperson can make is confusing the responsibilities of the individual contributor and the manager. The individual contributor is the one who does “work” in the conventional sense—he or she completes tasks and produces deliverables. The manager does NOT do work in this conventional sense. Instead, his job is really to facilitate individual contributions into the most positive and efficient way he can. This places the manager in the role of decision-maker first—he uses his knowledge to advise employee tasks rather than carry them out. If individual contributors bring him completed staff work, then he can use his time organizing and acting on that work rather than doing it himself.

      This is tough, especially for managers who are naturally caring—one’s instinct is to get really granular with staff members. But this only hurts the manager and staff alike, robbing the manager of time and the contributor of learning experiences. Ultimately, the manager must balance this desire to be supportive with the necessity of being an evaluator. The leader must inspire, lead, and care for the human person of each worker while also bringing out their best business results.

    • Katie Bojdak says:

      Through the Prezi video Professor Yoest breaks down the two main roles within a work place; the manager and the contributor. The individual contributors are the employees or staff that work as a team under the manager, they are people who get the work done. Whereas the managers are the leaders, who get their work done through other people, they are the leaders. Managers are in charge of leading the contributors in a planned, organized, and efficient way. The key to a manager being able to get work done through others is through enthusiastic support to show their employees they have support and confidence in them. Their main job is to make decisions that are best for the company as well as for the staff. In order to execute their job correctly they follow a four step process. First wit creating a plan/direction they want to take it. Then they organize how the plan will be executed. Then they ensure to lead their staff through the plan. Lastly they control, they look at what was to be accomplished through the plan and then how much was actually done, in order to know what the strengths and weaknesses were and what to change in the future.

    • Ana Torres says:

      Through this video, Professor Yoest takes us through the basics of management based on his textbook The Memo. Every organization divides individuals into two parts, the individual contributors and the managers. Individual contributors are the ones getting the work done, while managers get the work done through them. Managers should not do the work themselves, or else they are not succeeding as managers. This is a very important point that Professor Yoest establishes throughout his book and his lectures, the importance of delegating. Managers only need to do one thing: decide. There are four vital components of management that Professor Yoest states, and they are to decide, plan, organize, and control. He makes a particular distinction between being efficient and effective. As individual contributors, our role is to be efficient in the work we are assigned to do. As managers, our role is to be effective, coming up with an organized plan that will generate the best results. Management focuses on the people side of the organization, people run the organization and a lot of effort must be put into managing the people effectively. Managers have a lot of responsibility under their shoulders because they have multiple points of accountability, in both managing the individual contributors and responding to those above them. Overall, this is a very valuable presentation because it touches on the essential points that make up management.

    • Clare Wagner says:

      Professor Jack Yoest explains management basics through his book The Memo, based on the military doctrine of completed staff work. It is through this book that the US succeeded in winning WWII based on management doctrine. He divides employees into two groups: the individual contributors and the managers. Individual contributors are the doers of a company. They are the hands and feet of a company that do the work. Managers do not do their work in this sense but rather through other people. They plan, organize, lead, and control. Managers have the active enthusiasm of their staff. In my own experience in a management position, I was able to lead my staff of seven sailing instructors to a profitable and complete season through a perilous time of the COVID-19 pandemic. Looking back through this textbook, I notice areas in my career that I could have improved while there are other areas that I am proud of, evidencing my natural leadership qualities. Towards the end of the presentation I appreciated the multiple points of accountability. As a family of the youngest of four, I learned quickly how a family structure works and how it compares to a company or organization. The most important tool is communication, whether it be personal or professional.

    • Savannah Jackson says:

      In this Prezi video professor distinguishes two positions mentioned in his book, “The Memo”. Those positions are the manager and the contributor. The contributors are those who complete tasks and do the work that needs to be done. The manager’s job is to delegate said tasks. His or her real job is decision making. Professor Yoest splits a manager’s job into four parts: plan, organize, lead, and control. Starting with planning, the manager will take what is in front of him and make a decision on where he wants to go and how to get there. Then he or she organizes the tasks and puts his plan into action. When it comes to leadership, he or she is the person that the employees look to in order to understand the vision and what needs to be done. Finally, control come into effect when looking at what got done versus what they wanted to get done. A good manager will be able to handle all of these jobs and trust the contributors to complete the task given to them. I think that some people can take on the position of manager easily while others have to learn how to. But if the manager wants their company to run smoothly, they will need to learn how to execute the position in the best way possible.

    • Friedrich Smith says:

      One thing that you said in the presentation which struck me is that “management in one word is relationships,” In order for there to be effective and efficient work, there must be a working relationship between individual contributors and managers or else business will be neither effective or efficient. A large aspect of relationships between individual contributors and managers is based upon the managers ability to see workers as human capital and not as machines. The theme of the movie Modern Times by Charlie Chaplain is centered around the main character being sucked into the production line and being turned into a machine and his struggle with the savage times of the industrial revolution. In the scene described, Charlie is berated by his manager for not meeting the efficiency required for the production line, even when he tries to find a few minutes to catch his breath in the bathroom, he is caught by the manager again and told to return to the production line. Managers have a great deal of responsibility in that they are required to plan, organize, lead, and control while at the same time maintaining the dignity of their workers, the strive for effective work often drives managers to treat humans like machines or to simply replace them with machines.

    • Tom Ryan says:

      This Prezi video reviews two types of people within the work force, the managers and the individual contributor. This is based on the textbook The Memo written by Professor Yoest. It then goes over what the responsibilities are for each person in the company. If the person is an individual contributor their responsible for actually getting the work done and meeting the requirements that are set by the company and the managers of the individual contributors. This is starkly different to the manager who has other responsibilities. These managers are hired to decide rather than get things done. Decisions can range from the amount of product completed in a set amount of time to what materials they are going to use. These managers are also responsible for encouraging the individual contributors to perform at their best. Managers should rely on the people under them and trust that they are able to get the job done rather than finding was to do it themselves or to hover over the workers as they do it. Therefore if a manager is preforming an individual contributor’s job then the manager is not doing their job. This then results in an ineffective workplace and will eventually result in a lower productivity rate as well as a less motivated individual contributor force. This shows the importance of each person doing their job and not taking over other people’s jobs.

    • Austin Kane says:

      After watching the prezi presentation, I learned more about Management Basics described throughout Professor Yoest’s textbook, the Memo. There are two positions described throughout this presentation and that is the manager and the contributor. The managers delegate certain tasks to the employees that are capable of performing the job. Therefore, the managers are capable of working through their employees and getting multiple tasks done at once. The contributors complete the tasks assigned to them by the managers. Managers are the people that actively support and “hype up” the contributors to meet the necessary monthly goals in order for the organization to grow. From here, the presentation offered four main parts to a leadership process: managers decide what the plan is, managers organize the business in order to maximize their organizational strengths and minimize their weaknesses, managers lead their team and learn to persuade their actions and productivity, and lastly, control which is the measurement to see how much we actually succeeded to get done towards the goal. If these goals do not all lead to their full potential, then the leadership power is not at the prime level it could be at. Each one of these steps offers more insight on being a great leader.

  2. Alba Segura-Cruz says:

    I enjoyed the prezi-video presentation, due to the fact that it seemed like a summary of management basics. I find that the video did a good job in breaking down the idea of completed staff work, allowing for others who have not read The Memo, to follow and understand the concept. Also, the video did a good job of explaining the role of managers; which is to plan, organize, lead and control. I find that this was an important thing to highlight because it perfectly summarizes what their role is in a nutshell. I also liked the emphasis on the fact that management is not mechanical, but it is a “people process.” I find that this is also important because it involves relationships, both internal and external people, and how you work with others; thus using the completed staff work concept mentioned earlier in the video. This distinction of managers getting things done through people further emphasizes completed staff work because it further demonstrates the manager’s role. The video also explains the fact that managers have multiple points of accountability, which is something that I had not really thought about before. This is important because managers have their specific role when it comes to managing their staff, but they also have their own responsibilities with regards to people within the business and those outside of the business.

  3. Julia Koppisch says:

    Professor Yoest’s book, The Memo is a management doctrine based on a military doctrine from World War II. There are two groups in an organization: individual contributors and managers. Individual contributors are the people who do the tasks that get the work done. While managers do not do the work by themselves, they lead the contributors in an organized and professional manner. Managers actively and enthusiastically support their team of contributors. It may seem like managers get paid for doing nothing, but their job is to make decisions. The manager must understand the four parts of management to decide which direction to go to. The first is leading control. The second is organization, which is where most of their time is spent. The third is to lead, a subcomponent of management. It is easy to get confused about the difference between leaders and managers, but it is important that managers are good leaders and leaders are good managers. The final component is control. By accomplishing organizational goals, managers and contributors are effective. Management consists of both a people process and relationships. In order to transition from contributor to manager, it is important to understand that we cannot bark orders and expect compliance. The job of a manager is to inspire, influence and persuade.

  4. Isabella Miguel MGT 310 says:

    After watching the video I learned how in a company the manager is a key person for the success of a company. In a company people are divided in two: the individual contributors and the managers. The individuals contributors are the employees and the staffers and the managers are the ones incharge of managing. There are four parts of the management and leadership process: plan, organize, lead and control. The manager is responsible for deciding what path to take, and the individual contributors are the ones that need to organize and get stuff done. Time is also very important since managers decide how much time do staffers need to take to complete the tasks. One of the main takeaways from the video was that the main goal for managers is that they need to persuade and influence his staffers. If he is able to influence his employees, it will become easier for them to control their output. It is very important for a manager to learn how to persuade and influence his employees, because employees have to stay motivated to obtain success. And lastly, as Professor Yoest said, managers have to make decisions,plans, and leads but also they have to be able to influence and persuade his staffers.

  5. Amanda Johnson says:

    I found two points in the ‘Management Basics’ presentation to be especially important. The first point being Professor Yoest’s comments about control. I agree that the word ‘control’ generally can have a negative connotation around it because of abuse of control. So often, people will take advantage of the control they have and instead becoming controlling. Although, control is not a bad thing. As explained in the video, it is just measuring our results against the plan we had enacted. This allows us to observe our performance and then make any improvements we see fit. When done properly, control is particularly important within a business.
    The second point I really enjoyed were the comments made about the importance of relationships in management. As explained, most jobs in a business will get things done through action, but management gets things done through people. For this reason, it is so important that our leaders in these management positions can create and maintain healthy relationships with those they oversee. This will enable managers to get the most out of their employees and create an efficient and successful business. This includes things like communication, problem-solving, and just general people skills. With the understanding of the two points about control and relationships, managers would be in a much better position to succeed.

  6. Sam Staples says:

    While it is the manager’s job to manage, it is the employee’s job to help the manager manage. Completed staff work states the staff does the work and the manager makes the decisions. Effective managers do four main things: plan the direction, organize how the tasks will be done, lead by persuading, motivating, and encouraging staff, and finally control the plan by evaluating the results against the original plan. A key component of effective managing is knowing what and how much to delegate to the staff. This reminds me much of the HBR article, Management Time: Who’s Got the Monkey. The article describes a scenario where the employer takes on his employees’ work rather than letting the employees do the work. While a manager can follow the completed staff work doctrine and embody the four main concepts of management, if the boss does not delegate effectively, he cannot effectively manage his staff. Employees should be motivated to ask for work not necessarily delegated. As mentioned, the boss gets paid based on effectiveness, but it is the team that will be rewarded for a job well done. Those that recognize helping the manager manage will be well placed for future career benefits.

  7. Hanna Scali says:

    One of the main points that I found interesting about this video was the fact that “managers get things done through the enthusiastic support of their staff.” The important part of this is the word enthusiastic. If the staff is not happy to be at work they are not going to do their work that the manager needs them to do. In order to get enthusiasm from the staff the manager should ask the opinions of the staff even though the manager will be the one making the final decision for the direction of the company. If the manager maximizes strengths and weaknesses so all of the staff is happy then they will be enthusiastic and want to do the work. A manager unlike an individual worker gets paid based on their effectiveness not efficiency. An effective manager will motivate their staff and assign the right staffers to the correct jobs that fit them best. Lastly, one of the most important aspects of a manager’s job is the relationships that they have. Relationships are important because people will be there to help you out when you need it. A manager that has good relationships with their staff and superiors will be the most effective that they can be at their job.

  8. One of the most common mistakes a businessperson can make is confusing the responsibilities of the individual contributor and the manager. The individual contributor is the one who does “work” in the conventional sense—he or she completes tasks and produces deliverables. The manager does NOT do work in this conventional sense. Instead, his job is really to facilitate individual contributions into the most positive and efficient way he can. This places the manager in the role of decision-maker first—he uses his knowledge to advise employee tasks rather than carry them out. If individual contributors bring him completed staff work, then he can use his time organizing and acting on that work rather than doing it himself.

    This is tough, especially for managers who are naturally caring—one’s instinct is to get really granular with staff members. But this only hurts the manager and staff alike, robbing the manager of time and the contributor of learning experiences. Ultimately, the manager must balance this desire to be supportive with the necessity of being an evaluator. The leader must inspire, lead, and care for the human person of each worker while also bringing out their best business results.

  9. Jose O Grijalva says:

    I was reading other comments to get an idea of the video before watching it. And after watching the video I feel I can relate with many of my classmates. This video was very pleasant and informative to watch since it gave a good summary of what management is and what it means in relation to the common good and human dignity. One of the things that got my attention is the fact that Managers depend on other people. Managers get the thing done through other people. Here is where human dignity plays a big role, respecting others, and valuing them an as important part of the organization will get more things done. As it was said in the video Management is about relationships.
    Now when it comes to the Manager, his or her primary job is to decide, not to do. A manager has other people to the things for him or her. After deciding, a manager needs to organize the team and lead it in the right direction, and whenever things are not going according to plan the manager is responsible to put the team back in control.

  10. Michael Velasquez says:

    A manager should be able to lead, plan, organize, and control. In order to do this, they must be able to persuade and influence their staff. Managers should not be the one doing all the work, instead they should be the one’s making the bigger decisions. For this reason managers should be able to influence their staff to be able to help the manager complete the work effectively and be aligned to the organizations’ purpose and goals. What I appreciated and most took from this video is that management is all about people. Managers should be able to communicate effectively, control their team but not abuse power, organize a plan that the team can align with. This was an introduction to the class and since the first video until now I have gained more knowledge about management and the different approaches.

  11. Tom Ryan says:

    From what I can see in the Prezi-Video the manager’s main form of labor is not labor in the traditional sense where the individual works with their hands. It is the labor of attempting to relate to the laborers in order to make them want to complete the tasks that the manager has. set for them. If the laborers relate to the manager, they are more inclined to complete the work and not complain or slack off. Some of the other duties that the manager has is to make the decisions for the firm he work for as well as for the laborers he is in charge of. The decisions he or she makes affect many people, so the manager has to be decisive in what the manager wants. The way that the manager should make these decisions is by using the four main actions of the manager. One action is to plan out what needs to get done and ho they are going to do it. A second action is to organize the laborers in the best possible way to be efficient. The third actin is to lead the laborers in what they are doing by showing them what they achieve and why they need to achieve it. The fourth actin is to control what gets done when but the trick to being a good manager is to not be overbearing and trust in the laborers that you have.

  12. Chris S. says:

    You mention in the video that the role of the manager is not to do things, instead you say that is largely the job of the team. The manager is there to energize and activate the team to get the necessary work done in a timely and effective manner. You say that the boss is there largely to decide. Do you think other more menial tasks that are often associated with managers that are not decision making should be delegated? Like scheduling, expense reports, and other administrative tasks. There is a claim that officers in the military spend much of their time doing paperwork. If that’s true how should they respond, by cutting paperwork or delegating?

    How can one effectively plan, lead, organize and control if much of one’s time is spent on the menial tasks. I suppose that is the importance of ‘Completed Staff Work’ but how widely implemented is this solution? It seems many managers have not implemented completed staff work and are still bogged down with other less meaningful things. I know from experience that the day to day problems that arise can bog down managers and they can end up losing long term vision or direction. How do you implement this across industries into management practice?

  13. Nick Cirillo says:

    I though that the Prezi was very helpful and insightful. Managing is a complicated role and it involves a number of working parts in order to produce success. The Prezi serves as a good layout for those who have not gotten the chance to read The Memo. According to Professor Yoest, being a manager isn’t simply handing out tasks and orders, but it also involves being a people person. Building relationships is key for a manager and it helps him better understand and relate to his team. The four main parts to a management and leadership process are plan, organize, lead, and control. All four of these steps serve a purpose in becoming a leader/manager. Manager’s are responsible for making decisions, but also have the responsibility of leading and guiding their team through it. A manager cannot succeed on there own and need a team to be successful. In order to have a successful team, the manager must understand how much work to delegate to his teammates. Manager’s must understand that they cannot oversee everything and it is a good thing to delegate work to his staff and let them take the reigns on certain things. While a manager must delegate, make decisions, and lead, arguably the most important quality according to Professor Yoest, is the ability to persuade. Manager’s must possess this quality because it is necessary in motivating the team to get the job done.

  14. Walter Grabeklis says:

    Listening to this Prezi presentation, it started off by first talking about the book The Memo, then going into two distinct groups of people one being individual contributor are people who do the work or the hands-on people that get the work done. The other group is Mangers who get work done through other people, they plan organize lead, and control, while the team actually does the work. Managers get things done through other people but also with enthusiastic support from their staff. Four parts of management, to plan, which the manager decides what the plan is, the second part is to organize where the managers put in how much time along with resources needed to maximize strength minimize weakness. The third is to lead, leadership is a sub-component of management where the managers are able to persuade, influence, and encourage. The last part is control, measuring the output of what we got done to the actual plan, similar to grading. If there is a gap between the plan and what was completed then you have to figure out what resources in needed to get to the plan goal made by the manager. One thing that Professor Yoest stated that management in one word is relationships. This is very important because it is not mechanical it is a people process, where we work with each other to reach a simial goal.

  15. Esmeralda Sevilla says:

    I really like this video because it is like a summary of management basics. The video explains how a manager does the work through other people. In an organization manager plan, organize, lead, and control, which is how they get things done. The video explains how managers get work done through other people; in other words, a manager delegates tasks to his team. This helps me understand that building relationships is really important for a manager because it is a better way to communicate with his team. The Prezi also explained the four parts of a management plan and leading process. The first part is to plan, the manager can get recommendations from his team, but they are the ones who plan and decide how they will operate. The second part is organization. This is where the manager decides how much time is going to take for the job and who is going to do it. The third part is leading; employees want their managers to be leaders and show they have leadership. A manager should be someone who is able to persuade and encourage, in other words, to motivate the employees to work. The last part of the process is control, and this an evaluation of what is done. In this final step, the manager evaluates what his team has done compared to what was planned

  16. Bryce Moody says:

    The differences between individual contributors and managers are articulated well in “The Memo.” Paramount of these discrepancies, from my point of view, is the way by which individuals engage with one another. Now this is a concept which is apparent when Prof. Yoest speaks about the need for managers to deal with individual people. This aspect of leadership, whether it be in your own company, or in a management position in another’s, requires a certain type of personality and certain set of skills. This coincides with what was discussed in the YouTube video outlining the power of persuasion. The fundamental concept which divides a leader from his/her followers, or employees, is his/her ability to communicate with others in a way which motivates them and allows them to perform at their highest level. This skillset is what defines a leader, and what draws others towards them. This positive aspect of interaction between individuals (contributors and managers) leads to strong relationships, cultivates trust and promotes business success.

  17. Brynn Reese says:

    This video effectively described the roles and duties of the manager. To reach a goal, managers cannot do all of the work. Their employees must effectively gather information, present and persuade, and see that plans are executed. I was interested in the fact that the best managers show active support. Successful managers are ones who get work done through other people. I was glad that this video mentioned that this reliance on employees must be “active support” and that managers must still be present and supportive in the work of their employees by checking in, hearing concerns, and being a voice of encouragement. Considering that much of the work of managers is done through others, it is essential that managers are there for their employees and that they are appreciated. To be an effective leader, you must have cooperative people under you to handle the completed staff work. Having cooperative, ready to work, and enthusiastic employees makes for more productive work and efficiency. Leaders gain this enthusiasm and willingness from their managers who foster positive relationships. The creation of effective operations and goal completing does not come through some sort of formula or mechanics, but rather through treating employees with respect.

  18. Michael P Juchem says:

    From the article presented, the very first example I would say follows along exactly to what the professor say would be Alfred P Sloan’s guide to management, not only because his methods inspire collaboration amongst managers, subordinates, and superiors, but they help build independence. However, similar to what the Professor states in the Memo, especially in regards to teams, each team has a different goal, and each manager must answer those goals as well as their own. Managers need to utilize and understand the skills and assets they have at their disposal, as well as who they have at their disposal. This means being able to divvy resources amongst tasks in order to have a well operating team, and ensure goals get completed. It sounds easy writing it down, but when it comes to the actual action, there’s always the chance that something doesn’t go right. Managers must be able to change plans on the flip of a coin, and in order to do that, one has to be able to lead, predict, and be prepared for what may occur should there be an issue to suddenly arise, regardless of the plan.

  19. Adeline Dygert says:

    This Prezi presentation gives the audience a great summary of Professor Yoest’s book The Memo. Professor Yoest first divides everyone who works in an organization to be a manager or individual contributor. Managers do not directly do the work at the firm, they instruct the individual contributors on how to do the work. Managers are paid to do the following things: decide, plan, organize, lead, and control. Deciding is to simply make all of the decisions in the organization. Planning is to make sure the organization is going in the right direction, this point shows how important it is for the manager to have vision. Organization is to make sure the firm’s strengths are maximized and the weaknesses are minimized, this shows how important it is for a manager to have a broad view of the firm. Leadership is another important attribute for a manager to have, they must be good leaders so they can command enthusiastic support from the individual contributors. Control is when the manager measures the success of the company and makes sure it meets the original plan. Another important distinction that Professor Yoest made about managers and individual contributors is managers need to be effective and individual contributors need to be efficient. Managers main goal is to maintain relationships in the firm and they do that by being an effective leader. When a manager is effective they will have no problem rallying enthusiastic support from their individual contributors.

  20. Liam Patrick O'Sullivan says:

    This Prezi presentation is a fantastic synopsis of not only Professor Yoest’s textbook The Memo, but also delineate the roles of both the manager and the individual contributor. While both are absolute crucial for the overall function and success of the organization, they have incredibly different roles in that organization. While managers do not directly do any of the work, whether that be simple repetitive tasks on an assembly line or incredibly complex tasks in an office, they are invaluable. A manager’s job is multi-faceted in that they must decide, organize, lead plan and control. In this, their main task is to coordinate the efforts of the individual contributors and make decisions regarding what the individual contributors are meant to be doing at any given time. Without the individual contributor, no work is done, but without the manager, despite the work being done, it would be for naught as their is no direction for that work, and no one to decide on the larger picture in terms of what the individual contributors are working toward, and no one to coalesce the effort of that work into a single coherent vision.

  21. Evan Prendergast says:

    This video takes you through the distinguishment of an individual contributor and a manager, which have two different roles. The Prezi goes through tactics of organization, leading, and control. Managers are like staff members, or contributors, but they are tasked with making the important decisions. Managers are responsible for having a plan of action, leading their staff in the right direction, and having the proper authority and control over them. Managers are basically getting their job done by other people getting their job done, managers work through the contributors. The contributors, who should be properly set up by the managers, are the hands-on actors in business. Contributors get paid to basically act with the consent of their manager, who should properly equip all contributors with the necessary plan of action. Managers are also responsible for leading team members through everyday actions. Sometimes things do not go as planned, and even if a manager successfully outlines what they want, they still area accountable if something goes wrong. A manager needs to effectively make decisions if anything goes wrong. Managers need to gain control over their contributors through good relationships. Working as a team is essential, and managers are responsible for fostering good teamwork communities that make management possible.

  22. Donald Michel says:

    With Professor Yoest’s informative video entitled, Management Basics, we are given a quick runthrough of the differences between individual contributors, managers and how they are applied in the world of business. Yoest does a wonderful job as simplifying the two types of people by elaborating on what these two labels entail in actuality. Individual contributors are those who do the actual, hands on work as opposed to the manager, who, instead, oversees the workflow. Due to the fact that individual workers are usually labeled as the ones who do the grunt work, and naturally get paid far less than a manager position, it often becomes easy to fall into the pitfalls of overlooking the importance of individual contributors. Now, this can become a very serious issue, particularly when in the position of a manager. If a manager is not able to recognize the dignity of work that his contributors are owed, then he will fail to garner any active support from his subordinates. A manager who lacks the support of the very necessary individuals who help the company to run, makes it abundantly clear that he is no leader. While I have always had a firm understanding of these concepts – the relationships between management and leadership, dignity of work, etc. – it was very helpful to have a video that gave a streamline explanation of it.

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