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The duties of a Manager vary widely depending on the industry, but some responsibilities are common to managers in all fields. Managers are responsible in making sure that the employees perform their duties in a timely and accurate manner. They have powers to hire and fire employees who do not have important input into the requirements needed for the company to progress. In many companies, there are levels of management whose work is to supervise employees at one level but may have one higher management (Karl, et al 1991). The Manager spends a lot of time giving direction to the organization in showing what need to be done, when it needs to be done and how it needs to be done. Instead of giving order, an effective manager gives instruction for their different people who need to be told in a sensitive way. When a manager do this well, he will achieve the best results thus becoming a better manager. This paper aims to look at the skills that are required for the manager to be effective.

As mentioned above, effective manager should give instructions instead of orders. When one gives orders, he or she does not give the other person to give suggestion instead, individuals tend to do what is being ordered. When a Manager give instructions, there is a freedom of coming up with the best way to perform the task thus getting the job done effectively. When an employee is given instructions, there is support in performing the tasks in a successful way. Good communication is important for any manager who wants to be effective (Catherine, et al2004). Communication involves speaking as well as listening. If the message is being misunderstand, it should be clarified. Visionary managers share their vision with the employees along with making sure the team understands what needs to be done. They make sure the employees contribute in the organization success by inspiring them to have their own visions and reach out on those visions (Flamholtz, 1996).

No management can impart the organization without the skill of integrity. Therefore, they should practice what they tell the employees to do. They should be an example that the employees can follow without questioning. A negative leader practices unethical business and expect others not to do the same. Delegating responsibility is an important skill that the leader should posses. This means that, the manager should train the subordinates or team members to perform their tasks in the right manner and inspire them to do better than he can do. There should be no fear of being overshadowed by the employees. As much this is important, the team should have faith on the leader that he is doing what is needed to be done, for this will show the team that doing such assignment s is important.  People do not have respect for indecisive managers. They should always think carefully before making decisions, at the same time not take too long in making decisions. Management training emphasize that the top leader should routinely reward their staff. This will motivate the staffs to be more effective and the lazy one to inspire to do better so as to be rewarded. The reward should be something that shows the staffs that their work is vital in the organization. This may include a pay rise in salary, a promotion or a compliment of good work (Biilsberry, 1996).

One of the most important skills in management profession is creation of an overall strategy that views on dealing with most of the issues that the profession faces. The leader should be in a position to deal with the challenges that the organization faces rather than becoming discourage. Being accountable on records management issue help one to stay focus on the basic skills required.

 

 

References

Biilsberry J, (1996). The effective manager perspectives and illustrations. New York: Sage Publishers

Catherine M, Deborah K, Jensen M, (2004).  The case manager’s handbook. New York: Jones & Bartlett Learning Publishers

Flamholtz E, (1996). Effective management control: theory and practice. California: Springer Publishers.

Karl F, Steven R, Drozdeck M, (1991). The effective manager: being the best in financial sales management. New York: New York press

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