Poor management affects staff morale, customer service and the quality of your product. Since small businesses may only have a few managers, even one poor manager can have a significant impact on your bottom line. Successful managers have common characteristics that you can seek out and develop in your own management staff. Leadership Good managers should be able to lead the employees they manage.
Jan 11, As a manager, you have the opportunity to lead, supervise, mentor and motivate others - and your ability to do so effectively makes a huge difference to your company's overall success. Find out why and what you can do about it. If you manage managers, this article is for you, too.
First, the good news: As a manager, you have the opportunity to lead, supervise, mentor and motivate others - and your ability to do so effectively makes a huge difference to your company's overall success. In fact, the success of your company has as much if not more to do with your performance as it does with the performance of the CEO and his or her senior team.
Now, the bad news: With over 5 million managers in this group in the U. Why is this so, and what can you do about it? Because the training programs geared for this group are either too generic or focus on technical skills instead of people skills.
Managing is about bringing out the best in people, not overwhelming subordinates with technical information. Management isn't learned by memorizing seven simple steps or a catchy acronym like.
You are expected to increase or maintain success, however your company defines it, by getting the best performance possible out of your people - yet you have to operate within often difficult and demoralizing policies, procedures and guidelines established by senior management.
Moreover, middle managers are generally the most under-supported and under-developed segment of employees. Unless you work for one of a handful of forward thinking companies, the types of management training and mentoring you will receive is not the kind you need.
So called "management academies" or corporate universities frequently teach skills that are too basic to help you be successful or are not customized enough to address the specific problems you face. As a group, new or middle managers are typically the most difficult employees to train or help.
There are several reasons for this.
First, you are working so hard to do your job, the cost of slowing down long enough to get some training feels too high for you.
Secondly, managers, particularly newly promoted managers, have a difficult time asking for help or admitting to their own weaknesses. Whereas senior managers generally have the credibility or self-assuredness to admit to their shortcomings and weaknesses, many middle managers feel that admitting to their weaknesses is an admission of incompetence that could be a career-limiting move.
Unless you work for a senior manager with antiquated notions about leadership, or if the culture of your group, department or company uses internal competition to motivate employees, admitting to weaknesses is generally not a bad idea. Think of it this way: Time and time again, we have seen managers gain the support and recognition they deserve by being genuine and humble instead of arrogant or fake.
Through our work with managers in a variety of industries across North America, we have observed the management habits of thousands of successful middle managers. We have distilled them down to the following successful practices: Understand and Negotiate the Right Management Contract In other words, if you don't think the job you've been promoted into is possible, either don't take it or renegotiate the scope of the job.
This is hard for ambitious managers to do. When asked if they can be effective in a new management position, most managers feel pressure to answer "yes" with confidence and self-assurance, even if they have doubts. Accepting a position that is virtually impossible to be successful in does not help the company you work for and it certainly doesn't help you.
Better to make sure the job is one that is both attainable and doable, albeit ambitious. The reverse may also be true:Essential Skills and Qualities of Managers Essay Words 6 Pages Management is not just about making decisions, watching over employees, and bossing others around.
A good manager can be his/her own abilities to the management skills and the confidence. The managerial skills matter most. What is management skills and confidence?
Actually it is a skill to set that include of a leadership, the decision-making abilities, an understanding nature and confidence. Being a manager takes a great deal of hard work, dedication, and persistence.
In order to achieve the goal of becoming a CEO, necessary skills of a manager must be developed and then achieve the skills and confidence to succeed. Managers are in charge of daily work activities such as money, materials, paperwork, time, equipment, etc.
Leaders are people who can influence, inspire and direct others. A good leader can learn how to become an effective manager but leadership is not always something that effective managers can learn.
The Qualities Of A Good Manager Management Essay. Print Reference this. Disclaimer: This work has been submitted by a student.
This is not an example of the work written by our professional academic writers. He’s also regarded as a pioneer in computing for the incredibly successful Apple II computer.
c:documents and. In my opinion, being a good manager should have many points. First, manager should have good character. It means that being a manager must be kind and gentle with employees.
However, S/he should not think that s/he doesn't need to obey or listen to what his or her employees said. Patience and respecting to employees is a good way to manage them well.