CMS Business School

(Jain Deemed-to-be University)

Batch 2018-20
Semester III
Assignment Topic: Managerial and leadership skills

Subject: management skills for effectiveness

Assignment No: 01
Submitted to Dr. Komal Khandelwal

Student Name Register/Roll Section

number
Kareemulla 18MBAR0452 MHR
Khan Anisha
Khan
 Consent Form
Title: Assignment
Subject of the Research: Managerial and leadership skills
Researcher: Anisha Khan

I, Harshit Mandhana, voluntarily agree to participate in this

research study. I understand that even if I agree to participate
now, I may choose to withdraw or refuse an answer to any
given question. I also understand that I will not benefit directly
by participating in this research and the details I share will be
treated with confidentiality. I have been told that any or all
results of this research will be published or shared with my
identity protected as anonymous, either by changing my name
or disguising details about me. I give permission to use
disguised extracts of the data from my interview wherever this
research requires doing so.

Participant Name: Harshit Mandhana

Date and Place: 21st aug, 2019 and Bangalore
Signature:
Company: Great Learning

Branch: HSR Layout

Manager name: Harshit Mnadhana

Phone number- 7411424860

1.What kind of work environment do you prefer?

I am flexible to my work environment. I can adapt according to almost any situation.

2. Describe your management style

I trust my team. I start out every project by making sure that I give clear directions and outline
our overall goals, but I make a real effort not to micromanage. I prefer to remain hands-off when
it comes to individual tasks, but at the same time, I’m always available for help, guidance and
assistance when needed. I like to know what’s going on with regular informal check-ins, but I
try not to make people feel like I’m breathing down their necks or forcing everyone to sacrifice
valuable work time in order to hold unnecessary team meetings. I was on a large software
project a few years ago that had five people each working on a separate piece of code that would
eventually get put together into one large program. Rather than have people start and stop work
to participate in group sessions, I set up a communication board that allowed us to message
instantly either as a group or individually. I also included a status update section where we could
post what we were all working on and how it was going. It allowed me to stay up to date on
every aspect of the project without being intrusive and gave us all a way to work together. It also
made it possible for anyone to reach me at any time with issues and problems, allowing us to
problem solve quickly. The entire program was finished on time and the board was such a
successful idea that I now use it with every project I work on

3.How do you delegate an important assignment to others while ensuring that it will be
completed successfully?

I try to match up the strengths of my employees with the task or if it is something they are
learning. If it is the latter, I will provide support and check in to ensure that it’s completed
correctly. With an employee that is strong in the task, I will check in periodically. Either way, I
set up milestones for the employee to let me know how they are progressing.
4.Share some examples of the ways in which you’ve impacted worker safety?

As a call center manager, I noticed that several of our staff were reporting cases of carpal tunnel
syndrome and back pain. Through some clever manipulation of our operating budget, I was able
to purchase more ergonomic workstations that resulted in far fewer complaints

5. Describe how you managed a problematic employee

Last year, I had an employee assigned to my department who was a brilliant (but very young)
financial analyst, on boarded straight out of college. His people skills left something to be
desired – soon his team members were complaining that he was dismissive of their ideas and
belittled their contributions. So, I called him into my office, and we had a conversation about our
company culture and how collaborative teamwork is crucial to our operations. I also alerted him
that he was on notice to drop his ego at the door and improve his manners – which he did

6. What strategies would you use to motivate your team?

I take one of my team members out for a twenty-minute coffee break each day, on a rotating
basis. These “dates” are scheduled ahead of time, so each person knows when their turn will be.
Our one-on-one time allows them to raise any concerns or worries they might have, and lets me
build rapport and privately provide constructive feedback, if warranted.

7. How do you manage stress among your team members?

If I start to notice stress or negativity within the team, I try to tackle it quickly and
proactively. I’ll talk with the individuals and assess the situation and see exactly how I can help
alleviate it.

8. What is your biggest management weakness?

There are times when I have to remember that although I’m the supervisor and ultimately
responsible for the success or failure of a project, that I also have to step back and trust my
employees to do the jobs I’ve hired them for. In past situations when problems would arise I
would often find myself jumping in and fixing the problem myself, bypassing the person who
was assigned the task. While my jumping in did solve the immediate problem, it would often
lead team member to feel as though I didn’t trust them or lacked confidence in their ability. It
was a hard lesson to learn and one I still struggle with, but now, when I am faced with an issue, I
step back, take a deep breath and really assess what’s going on and how I can fix it without
stepping on toes or undermining my fellow teammates.

9.Tell me about a time you let an employee go

Nobody likes firing people, but there are times and situations when it just has to happen. One
summer I was working as a supervisor for a local pool. We had a lifeguard who was consistently
late to the job. As his supervisor, it fell to me to talk to him about this situation. I pulled him
aside on three occasions and spoke with him about why he was late and how that was a violation
of the company policy and how the fourth time would be grounds for his dismissal. I made sure
to keep the HR team involved with every step and properly document each meeting.
Unfortunately, he was tardy a fourth time and I had to let him know that he was being
terminated. It wasn’t an easy task, but it had to be done.

10. How do you handle conflict between team members?

There are always two sides to every story, which is why it’s so important to me to remain as
neutral and open-minded as possible whenever I hear of conflict between teammates. I was in a
situation a few years ago where two members of my team were clearly unhappy with each other.
Rather than let it fester or ignoring it with the hope that they would be able to work it out
themselves, I sat down with them individually and asked them to explain what was going on.
We discussed reasonable and professional solutions that worked for both parties and the matter
was resolved.

11. What kinds of managerial skills are required in the industry in short term and long term?

Commercial awareness Interpersonal skills Communication and motivation

12. What do you find are the most difficult decisions to make?

I always find it challenging to decide who to promote, probably because I personally train my
employees and always have a few candidates in line for the next available advancement. I find
that the best way to justify my final decision is to honesty explain my rationale to the candidate
who has been passed up, praising their skills while also defining the areas they should improve
upon in order to have a shot at the next promotion.
13. Give an example of a tough decision you had to make.

A few years ago, I was in a situation where I was responsible for hiring a new team member for a
large project we were working on. I had managed to narrow the selection down to two
candidates; a new hire who was perfect for the job and another, established employee who was
not quite the right fit for the position but whom I considered a personal friend. While I would
have loved to hire my friend, it wouldn’t have been the right choice for the company, so I hired
the new employee. When my friend asked me why I had made that decision, I explained it to
him. We discussed other opportunities that he would be a better fit for. At the time it wasn’t an
easy decision, but it was the right one and one I would make again.

14. What is your greatest strength?

My greatest strength would be my ability to drive my team to excellence. I give them all the
tools they need to be successful, communicate on an open level, and constantly evaluate
performance.

15. How do you handle different personalities of your employees?

I get to know each person on an individual level so I can adjust my style to suit each person
effectively. It’s a positive thing to have people with different personalities because you can get a
lot of different viewpoints that are valuable for ideas and decision-making.

16. How do you motivate an employee who is reluctant to take on an additional task?

I take a look at their needs and perspectives to understand why they are reluctant. I would ensure
that they have all the tools necessary to complete the task I would communicate the goal, gain
commitment, and establish a reward or incentive that will motivate the employee.

CONCLUSION
Conclusion Management is about getting things done. Leadership is about achieving
goals by creating a direction for a business and inspiring employee to take initiative and
make the right decisions. Enterprise managers need the skills to motivate, lead and
influence others. Enterprise aims to employ people who can take on a leadership role and
help to grow the business for the longer term. Its management and training programmes
help to provide employees with the skills necessary to lead others. This questionnaire
illustrates that within a business, there are leaders at different levels within the hierarchy.
Depending upon the circumstances, leaders will use different leadership styles. By
developing leaders who are able to make decisions at a local level, Enterprise can
respond more closely to customer needs within a competitive service industry. Its high
levels of customer service provide it with competitive advantage over its rivals.