Jean Roberts

Typical behaviours of proactive, reactive and crisis management styles

There are three broad management styles:

1. pro-active management,

2. re‑active management, and

3. crisis management.

People with management responsibilities will each have their personal style of doing things. In the same way, groups with management responsibilities will have a collective style.

It…

A Management Group Activity to address role clarity and job satisfaction

Role clarity and individual/team job satisfaction are key factors in achieving and maintaining consistency in operational performance.

Role clarity is a requirement and right for any person employed, contracted, sub-contracted or invited by the Management Group to perform tasks and

…

A Management Group Activity to assess the effectiveness of a statement of philosophy

Management is responsible for consistency in operational performance: consistency is dependent upon acceptance of and adherence to a statement of philosophy

The purpose of this Group Activity is to determine whether a statement of philosophy exists, and if so, the

…

A Management Group Activity to assess the effectiveness of internal policy and procedure manuals

Management is responsible for consistency in operational performance: consistency is dependent upon adherence to approved policies and procedures for repetitive functions

The purpose of this group activity is to determine whether policy and procedure manuals exist, and if so, the…

Management and Leadership: Risk and Quality are two sides of the one coin

Without a quality system, quality assurance is at best a guess, with no basis for continuous quality improvement.

The first requirement in quality assurance and improvement is the presence of a quality system. With a quality system in place, quality…

Owner/Managers as Managers, Leaders, Innovators and Entrepreneurs

Three issues of interest and concern to owner/managers

This article features my responses to three of the issues raised and discussed in working with small and medium business owner/managers – who need to use their knowledge, skills, observations and experience…

Summary of Jean’s address – VU Entrepreneurs Business Network Breakfast, 26th May

Summary of address by Jean Roberts at the School of Enterprise, Victoria University, Entrepreneurs Business Network Breakfast Meeting in Melbourne, 26^th May ’10

The difference – and relationship – between ‘Management’ and ‘Leadership’, and their link with ‘Innovation’ and ‘Entrepreneurship’

Managers are involved…

Management styles – pro-active, re-active and crisis

Definitions

The definition of management used consistently in Jean’s writing is ‘achieving agreed objectives with and through people’.

Management style is the term given to the manner in which a manager or management group carries out the role of managing, ie…

Jean’s Tool No. 5: Organisational/Corporate Structure Tool

Tool No. 5: Organisational/Corporate Structure Tool - the fifth and final Tool of War and Peace in the World of Management in this April 2010 series.

All organisations operate as two equally important structures at one and the same time:

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Jean’s Tool No. 4 – Decision Tool

Jean’s Decision Tool is the fourth in this series.

Managers make decisions. Sounds easy, doesn’t it? Some decisions are made by the Manager alone; others by the Manager in consultation with her/his team; and yet others by the team within their…