Any organization in dire straits is always attributed to bad management. This is usually the tendency inasmuch individuals composing the organization tend to look up to to those managing as all encompassing super human. Managers are often thought of as skillful in all technical aspects of running the organization or company and is expected to deliver monetary benefits to the company. They are also expected to be adept in human interaction skills with high ethical standards.
Managing is such an extraordinary act that only a few excel in doing so. This is because the focus in training managers has been often on technical proficiency and too little in character building. Instilling courage and integrity in managers, though, can’t be taught, but is built within the person of the manager unlike the management sciences needed in running a company which is the norm and a common knowledge. Few managers who shine are the ones who understood that managing is not just a series of mechanical tasks but a set of human interaction.
Because managing is seen as a common job, people often think of managers as mediocre specially when their demands and expectations are not met. But, there are a few who excel and exemplify what a manager and leader should be. They are the managers down the line, the founders of businesses, the heads of divisions. These include the Rosenbluths at Rosenbluth Travel who are always in tune with the times and are constantly changing to the demands of their business. These also include Bill Sells of Johns-Manville who exemplified personal responsibility and integrity when he harnessed his experience in his company’s handling of a troubled asbestos business to a new business-venture in fiberglass. These include William Peace, a general manager of the Synthetic Fuels Division at Westinghouse, who demonstrated that keeping responsibility and showing courage in adversity will reap respect and benefits.
The Business plan on Organizational Fit Erp Business Companies
... revenues and strengthen the business. In 1972, five managers left their positions at IBM to start a company to realize this vision ... between their organization and the target ERP system before its adoption and, once adoption is decided, should measure and manage the ... is breaking into and impacting other industries. These other industries include retail, utilities and health care. KEY PLAYERS IN THE ...
CRITIQUE
The human side of management shows the intricacies of managing an organization or company. It shows that running a company is not at all matters of technicality. It greatly involves human activities which complicates everything. It also involves balancing commitments to the company in terms of profitability and commitment to the well-being of the people working in the company.
It takes a great manager in discerning which best practice leads to the success of the company while promoting the general well-being of the employees. Usually, the success of the company is associated with profitability, which also involves social responsibility that translates to the general acceptability of the company to the general public. Managers though should have a clear understanding of the relation of profitability and efficiency as I usually observed that it is the employees who are directly affected. Employees are always at the losing end in the event of the promotion of mechanized or automated processes in the name of effeciency. I see it that it will always take a great manager in retaining enough employees while promoting efficiency and increasing a company’s profit.
Anyhow, a manager should follow some basic tasks to be effective as what the late Peter Drucker advocated. The manager, he wrote: 1) Sets objectives. The manager sets goals for the group, and decides what work needs to be done to meet those goals. 2) Organizes. The manager divides the work into manageable activities, and selects people to accomplish the tasks that need to be done. 3) Motivates and communicates. The manager creates a team out of his people, through decisions on pay, placement, promotion, and through his communications with the team. Drucker also referred to this as the “integrating” function of the manager. 4) Measures. The manager establishes appropriate targets and yardsticks, and analyzes, appraises and interprets performance. 5) Develops people. With the rise of the knowledge worker, this task has taken on added importance. In a knowledge economy, people are the company’s most important asset, and it is up to the manager to develop that asset.
The Term Paper on Winning Team People Employees Work
Motivation in the Workforce Managing employees is cited as being the biggest problem to small business owners. This is because employers very often don't know how to handle employees. Effectively managing employees is a skill acquired through training and practice. Many books have been written on the subject, and courses are regularly offered through educational institutions. Motivation theories ...
