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William Harper College

My Management Philosophy

Markel Stavro

MGT270 W01
Professor Kathleen Foldvary
July 09, 2015

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My Management Philosophy

The philosophy of management that defines my comprehension of an accomplished

managed organization concentrates on my belief that every communication and interaction
between two people within the organization should be composed of honesty, respect and open
contact. Particularly, when management is untruthful, shows lack of respect, and is unwilling to
talk or impart information towards its employees, this promotes and creates an environment that
is deficient in trust and productivity. In my view, the management of an organization is only as
prosperous as the group it supervises. Numerous studies have shown and proved that if
management can encourage the development (and sustain it) of belongingness, teamwork,
collaboration, and communication, the end result will be high levels of productivity which
increases the value of the company (Kettner, 2002)
Moreover, enduring maximum prosperity can only be achieved within an organization
that is composed of a management team that examines, communicates, and put into effect
positive and creative methods to develop every individual within an organization to their highest
potential (Taylor, 2003). My philosophy of management holds up the concept that every
employee should be employed and promoted to perform at their maximum potential. This
ambition can only be realized if management allows their people to finish the tasks that are most
capable of performing. The allocated tasks should be based upon an individuals obtained and
learnt skills, and in companion with their natural talents. Management should be conscious of
that reality that their success is directly influenced by the high achievement of their employees.
My management philosophy comes into strong agreement with Many Parker Folletts theory and
unique (at that time) perspectives on human behavior in relation with business management. Her

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theories further elaborate on the approach that I integrate into my organizational management
ideology.
Folletts Human Relations Theory recapitulates the conception that social norms and
subcultures with groups must be examined thoroughly and at the same time acknowledged, in
order for productivity to attain its strenuous output and for collaboration (kettner, 2002). Folletts
Human Relation theory in addition expresses that teamwork must be ingrained throughout the
business environment (especially groups) so that each employee will feel as if they are useful
and worthy for compensation (kettner, 2002). The behavioral management approach of Follett is
relative to my ideal of management because I come to terms to the theorys notion that a groups
productivity is established and regulated by the groups social standards and these standards form
the groups behavior, support, contact, and collaboration with management (kettner, 2002)
The Human Relations Theory makes a summary of data that was obtained from a number
of experimental groups that Many Parker Follett, a Cambridge professor and behaviorist,
conducted over a period of fifteen years. In connection to Folletts Human Relation Theory, I was
able to scrutinize my personal and professional strengths and weaknesses. Being familiar with
your strengths and weaknesses assists individuals develop their life skills that apply in their
personal but also in their professional environment. As a manager at a fast food restaurant, being
mindful of your strengths and making an honest effort to conquer your weaknesses permits you
to be a positive inspiration to others around you. Over the years at this managerial job, I have
identify that my two greatest strengths are to be a good listener and a great communicator.
Weaknesses that continually work to succeed in dealing with are that I can be impatient and
hesitant to delegate tasks.

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Like I mentioned above, an obtained strength that I hold is having the ability to be a true
listener. Successful managers are true listeners. As a genuine listener, I know that employees
dont always express precisely how they feel when you initially talk to them. Oftentimes, it takes
a thorough approach to the core of a matter to get to the root of the problem. I pride myself on
providing my complete attention to employees who look for my assistance. I show my people
that I am truly concerned about what they are attempting to communicate, by patiently listening
and then asking questions. I make eye contact and stay involved in the discussion. As a manger, I
understand that I might agree with the issue that an employee identifies, but not with the
employees recommended resolution. Moreover, I become aware, at times, I might not agree with
anything that is suggested by my employees but still I appreciate the effort and dedication they
show to make the workplace a better environment. The favorable side to disagreements is that I
accept these means to acknowledge that I will always listen before taking any action to any given
situation. With genuine listening, I recognize that I can understand the reasons why my
employees are dissatisfied and I can put into effect compromises that are practicable to
management and employees. My asset of true listening gives me the opportunity to encourage
collaboration and teamwork within my workplace.
Accordingly, the Human Relations Theory is created around the ideas of cooperation and
teamwork. In addition, the Human Relations Theory supports the concept that, as a manger, If I
listen to my people, I grant a feeling of morale within my workplace and helps confirm that my
employees are essential to the success of the business. The bottom line is that true listening
function as the building block for strong and lasting relationships between my employees and
me. Listening to my people that I work with, emphasizes the reality that I respect my team and it
greatly helps each of them to feel as if their voice is heard and appreciated. The interpersonal

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effect of honest and genuine listening is a paradigm of how Folletts Human Relations Theory
corresponds with my personal strengths as a manger.
An additional personal strength that I posses and value it immensely pertains to me being
an effective communicator. I take pleasure in talking to individuals and groups of all ethnicities
and cultures. As a manger, I have exceptional written communication skills that are apparent in
the reports and correspondence that I put together and display to my organization. In the same
manner, my verbal communication skills are displayed in the way I handle and deal with conflict,
by means of my active and true listening, my involvement and feedback in meetings, and thanks
to my negotiation skills. When I finish reports and communication letters, I aim to be as much
detailed as possible and pass on information in straightforward language so all parties can walk
away with a full comprehension of the correspondence provided.

I engage in a conversation in

a manner that is professional and specific, but at the same time comfortably understood by
everyone. Verbally, I handle disagreements by listening to all perspectives of a grievance and by
reacting with a solution that is honest, just, and ethical. As I mentioned earlier, I continuously
make use of genuine listening skills which permit me to stay involved in the issue at hand.
Though meetings, I am always in search for tactful, proficient ways to manage negotiation
proceedings. Relating this to the Human Relations Theory, my strong point of effective
communication gives me the opportunity encourage my team, as the objective of high levels of
productivity is diplomatically achieved (kettner, 2002).
Weaknesses that I possess involve the reality that I can be highly impatient which also
causes a second weakness to happen, that is an unwillingness to delegate high importance tasks.
Previously, I have caught myself being irritated with employees who dont work at the same rate
as me. The first strategy I am employing to overcome this weakness is by announcing to my

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employees strict deadlines. Furthermore, I have leant to provide my people with suitable
resources so that they can professionally and efficiently do their job. With my experiences that I
have gained over the years at the managerial position of the food restaurant, I have noticed that
employees have incomplete tasks because they require further training and guidance or even they
fear to ask for assistance for projects that begin to be overwhelming or seem to be difficult to
assimilate. To act against my impatience, I organize meetings with all my employees twice a
week. This puts my mind at rest that they are meeting the expectations that the restaurant
requires and are well equipped with knowledge to fight with subpar performance.
My open door policy permits my employees to run ideas or conflicts reach me at any
moment with no exceptions. Last but not least, I make certain that I am aware of the talents of
my employees so that I can appoint duties to individuals that I am sure can make my assignment
be accomplished sooner. My deficiency of having and unwillingness to delegate tasks has
receded since I have taken all the above measures and made the part of my management
philosophy. Being conscious of the particular talents of my employees greatly assists me to
entrust responsibility to an employee more effectively minimizing the danger of the task being
put off or incomplete. Making a relation with the Human Relations Theory, employees that are
well informed and dont lack the ability of doing their jobs in a timely fashion exhibit informal
leadership and an attitude that displays confidence towards management (kettner, 2002).
M personal and professional attributes have had an influence on my workplace. I am a
believer that honesty and respect are the fundamental human values that define a successful
management operation in the business environment and beyond. I am convinced that
productivity and efficiency within my workplace are at their highest as a result of me being a true
listener when it comes to my employees needs and requirements. I promote a sense of worth

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within my organization which outlines the true definition of the Human Relations Theory. My
personal perspective necessitates the concept that an organization should be composed of a
manger who empowers their team to attain their full potential. When this level of performance is
realized by all parties, profitable margins are achieved and even surpassed. I know that my
restaurant operation is only as strong as the individuals I hire and these people are the key to
transforming the business to a well-functioning organization. I emphasize attributes of respect,
honesty, and open lines of communication so that my team will integrate and pass these positive
human values to everyone around them. I hope that my management philosophy has made my
employees aware of what we are trying to achieve and eventually will appreciate my leadership
skills and create social and interpersonal relationships within the organization which will have as
a result the building and sustainability of an affluent business.
In conclusion, there are quite a few reasons why I selected the Human Relations Theory
as the Philosophy that best represents my management style. To begin with, after closely
observing my own manager at the time when I was still an employee, I was able to examine her
professionalism at using Folletts Human Relations Theory and further develop on how her
positive examples had an impact on me to completely embrace this Behavioral management
theory. In my personal and professional life, I believe in honesty, respect, genuine listening, and
receptive communication. I am euphoric to be affiliated with an organization that supports
Folletts Human Relations Theory as outlined under the terms that employees have a deep
psychological need to believe that the company cares about them and is truthfully eager to listen
to their worries. My boss and I both understand the importance of permitting our employees to
be understood and heard. From my research on Folletts work, I realized that her theory precisely
typifies the true definition of what I believe is the ideal management philosophy because she

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perceives management and leadership holistically, and she recognizes a leader an individual who
sees the whole rather the particular. I continuously find myself contrasting my management
philosophy to a modern version of Elton Mayo, another human behaviorist who was convinced
that division of labor with relation to the strengths of each employee can grow output. The whole
idea of the Human Relation Theory is what inspires me to carry on being a manger that is ethical
and supportive of my people within the organization.

References
Kettner, P. M. (2002). Achieving excellence in the management of human service organizations