Success in Management

Management has always been most favorite faculty for post graduation. Being a manager is an incredible practice. What do I must have within myself, if I want to be a manager?

Aspirations,
Attitudes,
Bio-social makeup,
Effectiveness,
Hopes and
Personality

The term manager is a spacious one. A manager is defined as a person holding a management position in the organization. Jim stoner believes that ‘Manager can make a real difference in our world’.

It makes a difference…
Manager makes a difference by influencing the development of new products and services. She makes a difference by supporting the personal development of the people who work for her. Manager makes difference by reconciling organizational activities with ecological, social, and political concerns across the globe.

Management is about pausing to ask myself the right questions so that my common sense can provide the answers.
Delegation and Decisions are two Ds of a manager.

Delegation is a skill of which we have all heard - but which few understand. If something goes wrong, I remain responsible; the trick is to delegate in such a way those things get done but do not go (badly) wrong.

Decisions are the heartbeats of an organization. For that there are some basic steps for me to understand:

1. Identify the objectives
2. Understanding of the problem
3. Search for alternatives as solutions
4. Define the best alternative

If I speak in nutshell, Manager’s key functions are –

1. Planning
2. Organizing
3. Directing
4. Controlling

Controlling self is first duty of a manager. Controlling is leading power with manager to change she wants. Manager has the power to make a huge impact upon the way in which my staff works. Have own work styles. However it solely depends on basis of company too.

Let’s have answers for following questions.

Do I want to be an expert on bin emptying?
Can I construct instructions to cover all possible contingencies? If not, delegate to someone who gets paid for it.

To enable someone else to do the job for me, I must ensure that they know what I want. They have the authority to achieve it. They know how to do it. By thinking about the eventual consequences of different plans, I select the optimal plan for the team and implement it. While a team member will be working towards known and established goals, I must look further ahead so that these goals are selected wisely. This role for me is important simply because no one else can do the job; there is some authority which I as a manager holds uniquely within the team, and I must exercise this to help the team to work. Some protagonists even suggest that such systems will instigate changes in managerial power sharing rather than merely support them: that the "acknowledged" workforce will rise up, assume control and innovate spontaneously. The team needs protection from the vagaries of less progressive managers. I should be there to guard against these and to protect the team.

Prudence is something for which I really have to work at. Prudence is having foreknowledge of the future. If I can provide my manager with suggestions or ideas then I will be benefited from his/her appreciation and future confidence(s). I should also talk to people in other departments; and never forget the secretaries who are normally the first to know everything. I have to judge each situation with a fresh eye, and I have to create the response my common sense and experience is my best guide in analyzing the problem and in evolving my response. I have to decide how often to "raise excitement" about new issues. On the one hand, too many focuses may divert or put off the accomplishment of any one; on the other hand, changes in focus keep them fresh and maintain the enthusiasm.

To practice as an extraordinary manager or a successful manager, you should know empowering employees. That means a manager’s behavior should be empowering. What does it mean?

Empowering behavior is

Mutual influence
When healthy, honest, nonjudgmental give-and-take takes hold in an organization, managers and employees both benefit from shared knowledge and experience, trust increases, and mutual respect grows.

Creative distribution of power
When power is seen as the unlimited capacity for continuous improvement—in people and products—empowering behaviors such as sharing the search for solutions, flexing when demands fluctuate, and welcoming competitive challenges become the norm.

Shared responsibility
Funny thing about responsibility. When it’s yours alone, it’s often a burden. When you share it with others, it’s an opportunity for learning and improving, a chance for managers and employees to understand each other’s capabilities and to become partners in finding answers.

Vital and energetic
Feel better and think more clearly, expand your knowledge, revitalize your curiosity, and extend the sphere of people who influence you. But be forewarned. These empowering behaviors have side effects—reduced stress, less conflict, and a break from mind-numbing routine.

Inclusive, democratic, and long-lasting
Whether or not an organization calls itself empowered, such organizations foster a culture that includes all its members in decision-making and solution-finding and that promotes democratic approaches to power-sharing—all of which ensure the organization’s health and longevity.

By practicing this philosophy, I stimulate fresh ideas from my team. It is a normal part of the team practice to adopt and there are managerial functions that I should never delegate - these are the personal ones that are often the most obvious additions to my responsibilities as I assume a managerial role. Specifically, they include motivation, training, team building, organization, praising, reprimanding, performance reviews, and promotion.

Further Readings and Source
Personal Management -Bby Arun Monappa.
Management - By J.Stoner
What makes a great manager - By Gerard M Blair
The Art of Delegation - By Gerard M Blair
Empowering Employees - By Ken Murrell and Mimi Meredith