Crash Course: EFFECTIVE MANAGEMENT 101

EFFECTIVE MANAGEMENT 101

The growing challenges and problems of each organizations and businesses as well as the rapid changing technology and approaches towards global competitiveness pose a great deal of concern and dangers in the organization with which we belong. If this organization happens to be our only bread and butter, it only makes sense to be wary with certainty and of critical concern how our organizational leaders and/ or directors progress on matters of handling the organization itself and in dealing with its associates in a fair deal of play.

The dangers of handling an organization without a thorough understanding of the existing set-up and the workforce itself can lead to an ethical obligation that may cause probable quandary in handling the transition phase. Getting around the façade of the office usually makes sense to ease collaboration and form a gradual change in the environs of bridging a participant for a new set of management style.

Developing transparency is an effective management tool that has proven to be significant in the transformation setup and handling specific concerns of an organization. Over the years, incidents of unprecedented resignations, transfers, promotions, relocation, demotions of people and/ or workers because of transition in the organization (due to unprincipled conduct of the new management or head of the organization for some arbitrarily concerns) predominantly pose a nuisance and oppression over the future of the others. This may seem to be ignored by concerned management, but not of the people with which it belong, although totally unaffected-these same people would become a rational thinkers on how the organization’s will make or break over the years alongside the impending challenges.

Towards the end, the intense desire for competition, options for complex strategies to create uniqueness among work or business rivals, magnifying successes and/ or failures on certain issues to ultimately cause drastic changes in so far as providing an immediate management decision, or even so- tough corporate legislation, has now become the instinctive attributes which can be felt within the organization. As such, the concern for adopting a viable standard in adopting best practices impedes that of the factual basis that need immediate concerns and understanding.

So how do we get effective in improving our efficiency and complacency? Qualities of our leaders are of great importance in an organization. The managers or leaders should have the ability to direct, supervise, encourage, inspire, motivate, and co-ordinate as well as delegate to be able to facilitate progress, action, and guide in the change he is required to do.
The skills, integrity to deal with situations fairly and consistently, honesty, commitment, courage, passion, determination and compassion towards the responsibility above and under his jurisdiction are among the leadership traits that need to be honed for a manager.

I will mention a good article that exhibits some of the qualities a good manager has to have as follows:

1. Problem Solving Skills
• In describing and analyzing a problem, technically if required has to go in details before moving on with a directive course of action instead of a presumptive action.
• Identifying cause of problem
• Developing options and choosing the best course of action
• Implementing and evaluating decisions , effectiveness and efficiency

2. Communication Skills
• Listening s
• Skills- meaning all that are due for discussion should be given due process, while all that are due for corrective and preventive action should be given such as: initial meeting with proponents, progress meeting, issuance of directives, or issuance of a memorandum for tough issues that supersede all other means of personal communication and being able to communicate on all levels of the organization.
• Presentation Skills
• Feedback Skills
• Writing skills – technical and report writing

3. Conflict Management Skills
• Identifying source of conflict- and not providing more conflicts, functional and dysfunctional conflicts
• Understanding personal of conflict and resolving it
• Choosing the best strategy for conflicts
• Developing skills on promoting constructive conflicts in organization and teams.

4. Negotiation Skills
• Distinguishing distributive and integrative negotiations, position and principle negotiation
• Identifying common mistakes and way to avoid them
• Developing rational thinking
• Developing effective skills in negotiations that benefits all parties involved.

5. Self Awareness and Improvement
• Understanding the concept of self-management
• Must evaluate the effectiveness of self-management
• Developing creative and holistic approach
• Understanding the importance of EMOTIONS in works as in self-development
• Understanding of self-motivation
• Effectively managing self-learning and self-change.

In managing his staff:
PROVIDER
The manager has access to information, which the team needs. The role of a manager is important because authority must exercise the power for the benefit of the team.

PROTECTOR
Almost all companies or organizations have problems which can deflect the work force. The manger should be the once to GUARD against these and to protect the team. If a new project emerges and without a deadline, wherein someone in your team brings forward a new plan, you must ensure that both receives a FAIR HEARING and that your team clearly understand and knows what is happening and probable outcomes. If someone has problems at work, you have to deal with it the possible way.

INSPIRES A SHARED VISION OF THE ORGANIZATION
An effective manager and/or leader is often described as having a definite vision with that of the organization, transparently and clearly articulated.