A hybrid manager can defined as a person who possesses strong technical skills and adequate business knowledge or vice versa. He should have the required skills needed in the technical as well as the management aspect. Along with that, he should also possess the management competences like communication skills, negotiation skills and also he should be able to motivate others working under him. A Hybrid manager should be able to reduce the gap between the business and technical aspects of the organization and build it with his expertise. Any organisation which has business and technical department working in tandom with each other has an advantage over other organisations whose technical and business department is not integrated. And this role of integration of the business and technical department is performed by the Hybrid managers. Characteristics of a successful Hybrid Manager Self-motivated/like being challenged – A successful hybrid manager is self-motivated person. Continue reading
Modern Management Concepts
Introduction to Quantum Management
Quantum management is a new and innovative approach to management that is based on the principles of quantum physics. Unlike traditional management models, which rely on classical physics and linear thinking, quantum management recognizes the interconnectedness and interdependence of all things and embraces the complexity and unpredictability of the modern business environment. In this article, we will explore the key concepts of quantum management, and how they can be applied to create a more effective and efficient management approach. The foundation of quantum management is the idea that everything in the universe is connected, and that the behavior of one system can affect the behavior of another. This is known as the principle of non-locality, and it is the basis for the concept of entanglement in quantum physics. In management, this principle means that all aspects of a business are connected, and that a change in one area can have Continue reading
Culture as a Normative Control Tool in Organizations
Proponents of corporate culture as an informal control mechanism regard culture as a management tool that can be manipulated though the actions of top management. Culture is a management tool; however, there is a counter-view that corporate culture is a rather complex construct. People argue that culture should be regarded as something that an organization ‘is’, not as something that an organization ‘has’; it is not an independent variable, nor can it be created, discovered, or destroyed by the whims of management. Despite the academic debate surrounding corporate culture as a construct, for practicing managers, caught up with the need to control and recognizing the flaws in the more formal and bureaucratic mechanisms, the lure of cultural control as a management tool is highly seductive. Significance of Cultural and Normative Forms of Control From the last few years, organisations have become interested in organisational control and employees’ self-hood. This control Continue reading
Managerial Grid Model
The Ohio studies led to two dimensions of leadership behavior-concern for tasks and concern for relations. Almost in the same style, the Michigan University studies made the distinction between job-centered and production-centered leaders. Blake and Mouton rated these concepts in a framework called the Managerial Grid. They interpreted the concepts in a broad way. Blake and Mouton have used “Concern for Production” and “Concern for People’” in their Managerial Grid on horizontal and vertical axes respectively. Managers may be concerned for their people and they also must also have some concern for the work to be done. The question is, how much attention do they pay to one or the other? Managerial Grid Model is a model defined by Blake and Mouton in the early 1960s.It included Impoverished management Authority-compliance Country Club management Middle of the road management Team management Leadership Grid The Managerial Grid was the original name; the Continue reading
The Role of Leadership in Shaping Organizational Culture
Leadership is realized in the process whereby one or more individuals succeeds in attempting to frame and define the reality of others. Many around the world who call themselves leaders are in fact only managers, to be a leader you must have a clear vision and a goal to achieve your desired outcome. Leaders help themselves and others to make the correct choices. They set direction, build an inspiring vision, and create something that’s never been created before. Leadership is about planning out where you need to go to succeed as a team or an organization; and it is strong, exhilarating, and motivating. Yet, while leaders set the direction, they must also use management skills to guide their people to the right destination, in a smooth and efficient way without any bumps in the road. This article will discuss the three key types of leadership styles; transactional, transformational and conscious. Continue reading
What is Innovative Leadership?
Just as the Apple CEO Steve Jobs said, ‘innovation is about the people…and how you’re led…”. People are the key assets to an innovative organization. No matter the size of a company, leadership is vital. Without a good leadership, an organisation will fall into chaos. Poor leaderships will have adverse effects on an organisation. Talent is scarce and creative people are highly in demand. Innovative leadership integrates innovation processes with talented people, in another word, to change organisation climate and deploy people to facilitate innovation in organisations through behaviors of leadership, by various leadership styles, or leadership priorities. Being visionary is a typical behavior of an innovative leader. Innovation leader always has some visions of lifting up prospects of an organisation. In this sense, innovative leaders are necessarily innovators, who facilitate inventions to materialize their visions of better prospect of an organisation. Creating visionary strategy is the fundamental task for Continue reading