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Pages:
3 pages/≈825 words
Sources:
3 Sources
Style:
APA
Subject:
Management
Type:
Article
Language:
English (U.S.)
Document:
MS Word
Date:
Total cost:
$ 12.96
Topic:

What Great Managers Do

Article Instructions:

ARTICLE REVIEW ASSIGNMENT INSTRUCTIONS
OVERVIEW
Students will review two (2) articles that present unique perspectives on leaders within the context of the management function. After reading the articles, students will provide an analysis of the content. While both article reviews are provided in these instructions, the student will complete one (1) article review within the assigned Module: Week.
INSTRUCTIONS
Article Review 1: What Great Managers Do, Buckingham, 2005
In so much as sport management is the application of business principles to the sport industry, it is beneficial for the student to examine literature that is outside of sport and identify ways to make application of those principles within the sport context. This is the case with Buckingham’s article What Great Managers Do (Buckingham, 2005). In this article the student will go behind the scenes of several companies and learn about the unique practices of successful managers.
Summarize the main points of the article.
 What does Buckingham say sets great managers apart from the rest?
 How did he define managers and leaders?
 Who are Michelle and Jim?
 How did Michelle and Jim play chess with their employees?
Analyze the main points of the article and discuss their application to the manager/leader in the sport context.
 Is capitalizing on each person’s uniquenesses a powerful tool? Does capitalizing on each person’s uniqueness save time, increase accountability, create interdependency? Why or why not?
 What are the three levers? How is the understanding and use of these beneficial to the manager/leader in the sport context?
Conclusion
 What are your key take-aways from the article?
 How do the concepts presented in the article complement (align with) or contract your Biblical world view?
Your assignment must be completed based on the following criteria:
 At least 3 pages;
 1-inch margins;
 Double-spaced;
 12-point, Times New Roman font;
Page 2 of 3
 A reference page in APA format with the article citation and any other sources used in the assignment; and
 Clear biblical integration
Include a title on the top line of the first page, and include your name. No other identifying information is needed.
Article Review 2: Survival Guide for Leaders, Heiftez & Linsky, 2002
In so much as sport management is the application of business principles to the sport industry, it is beneficial for the student to examine literature that is outside of sport and identify ways to make application of those principles within the sport context. This is the case with Heifetz & Linsky’s article Survival Guide for Leaders (Heifetz & Linsky, 2002). In this article the student will learn about the external pressures and the internal pressures that leaders must manage in order to survive in these important positions.
Summarize the main points of the article.
 “The ‘survival guide’ has two main parts. The first looks outward, offering tactical advice about relating to your organization and the people in it. It is designed to protect you from those people trying to push you aside before you complete your initiative (p. 3).”
o Identify and describe the four (4) pieces of tactical advice given by the authors.
 “The second [part] looks inward, focusing on your own human needs and vulnerabilities. It is designed to keep you from bringing yourself down. (p. 3)”
o Identify and describe these two (2) pieces of advice given by the authors. Analyze the main points of the article and discuss their application to the manager/leader in the sport context.
 Why do leaders fail to get off the dance floor and on to the balcony?
 One of my first acts as a head volleyball coach was to cut a walk-on who was not “good enough.” Why was that an important decision/act for me and for my team?
 Describe a situation where you have seen someone turn up the heat to produce a productive range of stress? Was it effective? Why or why not?
 If leaders are supposed to be problem solvers, why should they let (demand, expect) others solve organizational problems?
 How can someone be a leader if they should restrain their desire for control and their need for importance?
 How do the authors recommend anchoring yourself? Which of these is the most important, why?
 How do (should) we as Christians anchor ourselves?
Conclusion
 If leadership brings with it these kinds of challenges, why do people still choose to be leaders?
Page 3 of 3
 What are your key take-aways from the article?
 How do the concepts presented in the article complement (align with) or contract your
Biblical world view?
Your assignment must be completed based on the following criteria:
 At least 3 pages;
 1-inch margins;
 Double-spaced;
 12-point, Times New Roman font;
 A reference page in APA format with the article citation and any other sources used in the assignment; and
 Clear biblical integration
Include a title on the top line of the first page, and include your name. No other identifying information is needed.
Note: Your assignment will be checked for originality via the Turnitin plagiarism tool

Article Sample Content Preview:

ARTICLE REVIEW: WHAT GREAT MANAGERS DO
Student’s Name
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Course
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Date
WHAT GREAT MANAGERS DO
Buckingham discusses the qualities that set great managers apart from the average boss. He argues that great managers discover what is unique about each person and capitalize on it, whereas leaders discover what is universal and capitalize on them. He then uses two examples of great managers, Michelle Miller and Jim Kawashima, to illustrate his point. Michelle is the manager who opened the 4,000th Walgreens store. To capitalize on the unique abilities of her employees, she rearranged the roles within the store and assigned Jeffrey the job of handling resets and revisions full-time. Meanwhile, Jim managed a Walgreens store in San Jose and found a way to capitalize on the enthusiasm of an employee named Manjit, who was an exceptional performer. Jim recognized her idiosyncrasies and used her enthusiasm for public recognition to rally the team. Michelle and Jim succeeded in finding unique ways to play chess with their employees to get the most out of them and win their devotion.
Buckingham centers around leveraging individual uniqueness as a powerful tool in management and leadership. He illustrates this idea through the examples of successful managers Michelle and Jim, who were able to identify and capitalize on the unique qualities of their employees to maximize productivity and foster loyalty. In sports management, a manager can harness individual uniqueness by assigning tasks and roles that align with their talents and interests, such as marketing, finance, operations, coaching, or administration (Cantrell et al., 2022). This approach can enhance productivity, job satisfaction, and employee retention. Additionally, managers can address weaknesses by providing training, forming partnerships, implementing disciplinary measures, or making adjustments within the team. For instance, a sports manager can pair a creative yet disorganized employee with a more structured and detail-oriented counterpart or reassign an employee struggling with customer service to a less customer-facing role. Furthermore, managers can stimulate strengths by offering appropriate recognition, feedback, and incentives (Manzoor et al., 2021). For example, a sports manager can publicly praise an employee who thrives on peer recognition in front of the team or reward an employee-driven by personal achievement with a bonus or promotion. Moreover, coaching and development programs should be tailored and personalized to accommodate the unique learning styles of each employee (Racherla, 2019). For instance, an analyzer may benefit from classroom training, role-playing, and feedback, while a doer may excel with real projects, challenges, and the opportunity to learn from mistakes. Lastly, a watcher may benefit from shadowing, observation, and modeling experiences.
Leveraging the distinct qualities of each individual is a potent strategy, as it can enhance employee performance, engagement, and loyalty. Also, it fosters a stronger sense of team, as employees develop a genuine appre...
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