Essay on "Theory Practice and Application"
Essay 11 pages (3200 words) Sources: 1 Style: APA
[EXCERPT] . . . .
Management Theory According to ExperienceThe capacity for managerial success is not exclusive. Every
individual has the opportunity to integrate the qualities necessary to move
an organization in a satisfactory direction. This can be achieved by an
assimilation of the four functions of management: organization, planning,
leadership and controlling. To a large part, these are four distinctive
elements of what it is to be the central engine for an effectively
maintained vehicle. This is something that I have come to understand
through my own personal experiences as I have evolved to accept managerial
and leadership challenges. As I have come to understanding management
theories with greater acuity, I have also come to appreciate that
applicability of Kolb's Model of Learning, which denotes that all
individuals possess and display different preferences in terms of the
receipt of and action upon information. As I have sought to understanding
which of the learning style categories I might fall into, I have also
gained great insight into that which is demanded of the competent leader.
Certainly, I have learned that the organization of any functional
entity must first be built on a firm base of organizational dexterity. It
falls upon a manager to determine that this is a policy which is executed
appropriately. This can be achieved through personal efficiency at
balancing schedule demands, responsibility, inter-dynamic structural
relationships and a sensible distribution of tasks. In small
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organizations, this may be accomplished by one central manager or
management team which then devises instructions for its staff thereto. In
larger organizations, such responsibilities may be filled from a top-down
approach, with central authority delegating organizational demands to lower
tiers of management. In either instance, Kolb denotes that an organization
will tend to exude the qualities of its leadership. Therefore, where
leadership is prone toward what he describes as concrete experience, for
instance, management will tend to "have the most hands-on approach, with a
strong preference for doing rather than thinking. They like to ask 'what
if?' and 'why not?' to support their action-first approach." (Kolb, 1)
When this is combined with the processing dimension of what Kolb refers to
as an active experimenter, the organization is likely to experience a
management style that is aggressively proactive, with risk-taking
behaviors and innovation being likely. This is especially a prominent
management style in very small organizations, where management is expected
to provide a certain degree of active guidance to day to day operations.
At the root, I have learned from my experience that organizational
development is the process by which an organization comes to identify with
a specific procedural orientation, approach to personnel management,
collective identity and internal culture. This is a process which occurs
both naturally over time and under the guided leadership of an
organization's key decision-makers. Through these figures, the whole of
the organization can come to reflect its developmental goals. In
particular, human resources have been essential to a strategy of
organization which is effective and which can even improve the flow of the
organization. In a field such as healthcare which is considered here, for
instance, personnel and personnel management must be regarded as valuable
human resources in which are contained a vast wealth of knowledge regarding
the most optimal ways in which to divide responsibilities amongst
organizational members, the most sensible distribution of tasks along a
time-line and what the ideal way might be to complete any number of
functions necessary to the operational effectiveness of the organization.
Therefore, in the process of organizational development, it is
crucial to bring into consideration the input and perspective of
organizational members at every level. This will induce greater knowledge
economy and stimulate motivation through a sense of individual involvement
amongst employees. Additionally, this will allow organizational leadership
a greater latitude for the execution of managerial responsibilities by
unburdening it of some less integral but nonetheless organizational duties.
The application of such principles to my uniquely situated and unusually
small organization will require some careful analysis
My organization is particularly small, with my role as sole
managerial authority of the household for which I was a live-in aid and
primary caregiver to an elderly man defining my responsibilities to said
household's organizational functionality in total. I was responsible for
maintaining that careful balance of demands through a simple method of
lucid organization. This also defined my approach to planning. It was
often necessary for me to schedule months in advance to ensure that the
elderly gentleman to whom I was responsible received his appropriate
medical attention, prescription fillings, exercise routines and
entertainment. I learned that an organization can only function properly
if its central management offers a defined vision for the organization's
immediate and long-term future.
Naturally, even as I sought to define a well-planned schedule on
which to facilitate the health of the man with whom I worked and the
functionality of the household, I found that the position subjected me to
constant strategic changes. My plans were never rendered useless but
instead, they became a fluid framework for the definition of my leadership
responsibilities. When the organization was beset by unexpected changes,
sometimes incurred by external factors such as a doctor's unavailability or
the rare instance of a banking error, it fell upon me to take control of
the plans and adapt them to the new needs as might the active experimenter
described by Kolb.
Sometimes this means drafting a plan with the flexibility to be fused with
necessary modifications. Learning how to plan accordingly also endowed me
with the opportunity to take control of circumstances which may have
otherwise fallen outside the pale of my control.
It was also common that internal circumstances demanded a quality of
leadership in me that was absolutely essential to my ability to fulfill my
important duties as a managerial authority. I refined my own definition of
leadership as I evolved into the role, recognizing nuances such as
flexibility, sensitivity to the needs of an organization's members and a
well-outlined presence of authority. This also causes us to consider
Kolb's conception of the abstract conceptualizer as one whose preference
dimension inclines a way of critical thinking that is inherently meant to
content with the situations which are daily in flux in such an organization
as mine. This is to suggest that while there is value in achieving a
confluence of these nuances, by way of the specific needs of the
organization and my own personal managerial style, I learned how to
actualize leadership as the dominant focus in fulfilling my manifold
duties. In addition to planning and adapting to changes, I made an effort
to imbue the organization with a daily spontaneity that would keep us ahead
of the challenges that can be developed by allowing it to fall into a rut.
It is healthy for the elderly to enjoy a normal, functional life and it
became one of my primary goals to see that this was a part of the
organization's overarching accomplishments. In order to do so, it was
required of me to develop a rational sense of ingenuity with regard to the
manners in which this could be achieved. I took a position of leadership
in determining how we spent our days and how our various mutual goals could
be met.
Overall, I learned that the integration of these above mentioned
skills was equally as important as their individual applications, helping
to underscore the value in Kolb's theory, which inherently merges the
principles of action and theory into leadership development skills. Given
the organization's perpetually changing needs, as well as the unique daily
challenges of assisting a man in his 80's through the basic functions of
living, I learned that an equanimity of approach is every bit as crucial as
the refinement of skills. A good manager will learn to weigh these skills
against one another to determine how and when to execute them. Balance is
a key element to managerial success, which I learned as I implemented each
function to its prescribed degree. Effective management is embodied by the
process of honing this balance and applying it to the everyday demands of
organizational success.
I would find in my experience that a successful organization is one
which is molded to meet its goals through internal efficiency. Though
there are possibly infinite circumstances which can effect the day-to-day
and long-term outlook for any organization, it is in the hands of competent
administrative direction that such an organization can poise itself to
drive toward its goals regardless of the outlook. Such administration can
be achieved by a sensible and pragmatically derived balance between the
four functions of management. This is an accomplishment which can be met
by implementing a strategy specifically applicable to the needs of the
organization, with measures of planning, organizing, leading and
controlling meted out to reflect that application.
Of these functions, perhaps leadership is the term most difficult to
discern from the overall roles of a management. But in fact, leadership is
a concept unto itself and a quality which can… READ MORE
Quoted Instructions for "Theory Practice and Application" Assignment:
Reflect on the experience and use the Kolb's model to demonstrate how you apply this experience in your life: Kolb's Model of Learning in format and content.
Use the following template to create your essay: Essay Template (A sample essay is also viewable here.) You must use the following essay formatting guidelines:
The essay must be written in first person.
The essay will not follow traditional essay formatting i.e. introduction, body, and conclusion; rather it will address each subtopic individually using the four sections of Kolb*****s model.
The essay must be based on your personal, life learning experiences, not on research, history, or another individual*****s learning experiences.
Overview of the Functions of Management:
Define the four functions of management.
Explain how internal and external factors impact the four functions of management.
Explain how managers use delegation.
Planning as a Management Function
Evaluate the planning function of management.
Analyze various factors that influence strategic, tactical, operational, and contingency planning.
Analyze the impact that legal issues, ethics, and corporate social responsibility have on management planning.
Organizing as a Management Function
Evaluate the organizing function of management as it relates to organizational resources.
Compare and contrast various types of organizational structures.
Evaluate how organizational functions impact organizational structures.
Leading as a Management Function
Differentiate between management and leadership.
Examine the role and responsibilities of leaders in creating and maintaining a healthy organizational culture.
Evaluate the impact of globalization and management across borders.
Controlling as a Management Function
Compare and contrast various control mechanisms.
Examine positive and negative reactions to the use of controls
How to Reference "Theory Practice and Application" Essay in a Bibliography
“Theory Practice and Application.” A1-TermPaper.com, 2008, https://www.a1-termpaper.com/topics/essay/management-theory-according-experience/8225833. Accessed 4 Oct 2024.
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