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16 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.

  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.

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