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Important marketable skills for aspiring managers. There are essentials that potential employers look for in their anticipated employees.
Introduction
This report provides a guideline for students who are pursuing a management course. So to say these are the future managers in the already established firms and those that will be established in the future. The report highlights the important areas the students need to pay attention to as they study hard in pursuit of future careers in management. It is important to mention that successful managers in most growth-oriented firms are not born but are actually made through the application of knowledge, skills, and experience.
Management profession
Management as a profession has requirements that lead to the success of organizations. All the stakeholders anticipate good management practices within their organizations. That is the reason why they have to go out looking for the best-qualified candidates to fill the management positions in their organizations. (Margerison 1995) The profession requires individuals to have good organizational skills. In most organizations, managers are required to mobilize and coordinate the use of the resources for meeting the organizational objectives. Good communication abilities are a prerequisite to all management practices. The ability to exercise accountability is very essential in the management process. Most managers are required to be custodians of all the organization’s resources. They are wholly in charge of all the resources an organization uses to achieve its set objectives. Aspiring managers have to start nurturing the spirit of responsibility and accountability immediately after they join the course.
Mismanagement is a major threat that most stakeholders in business organizations fear. Therefore future managers have to be honest and trustworthy. This is because the directors of organizations normally entrust the managers with enormous resources. Lack of proper use of such resources has led to the downfall of some entrepreneurship ventures.
Academic requirements for the management profession require good grades and students are encouraged to score highly in the various core units in the course. This places candidates in a more competitive position, especially in highly competed organizations. Candidates with higher scores are always preferred against those with lower grades during interview selection processes. (Allred et al 1996)
The choice of management options is very important in the first years. Students are encouraged to make early choices on their areas of specialization in their future management careers. If it is human resource, once the choice is made all efforts should be geared towards cultivating the important human resource abilities. Important disciplines such a financial accounting and strategic planning are important in the management process but they are not a prerequisite to successful management. Internships are included in the course requirements and are fundamental to future management in terms of experience. Students are required to be exposed to management processes and acquire the necessary skills and attributes that would assist them in the future.
In conclusion, students undertaking a course that will lead to future management careers are advised to make a good choice of units in their course that are relevant to their future careers. The knowledge on management available in the literature that is covered in the course is quite essential for future managers. This information should therefore be taken seriously by the students from the beginning of lectures. An interaction with already successful managers is also a very vital source of information. The role models play a very significant mentorship role in young aspiring leaders of future organizations. Therefore students are encouraged to start interacting with managers of successful organizations. (Gomez et al 2008)
Works cited
Allred, B. B., Snow, C. C., & Miles, R. E. (1996). Characteristics of managerial careers in the 21st century. Academy of Management Executive, 10(4), 17-27.
Gomez-Mejia, Luis R.; David B. Balkin and Robert L. Cardy (2008). Management: People, Performance, Change, 3rd edition. New York, New York USA: McGraw-Hill. pp. 19.
Kay, Christine^Moncarz, Elisa, Knowledge, skills, and abilities for lodging management success. Web.
Margerison, C., & McCann, D. (1995). Team tasks and management development. American Journal of Management Development, 1(1), 22-25.
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