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Management Side

Management Ability: A Learned or Inherent Skill?

During our careers many of us had the desire to advance into the management ranks, leading us to search for tools which could strengthen our ability to accomplish things through or by others. But having completed, not only graduate study courses in industrial management and participating in other individual programs intended to develop successful managers, I question the effectiveness of many of the techniques. The list of possible approaches is long, varied, and in some cases confusing. In addition, the dynamic business environment creates the need for different management styles over time.

While there is an obvious benefit to studying about management, the identification of key factors used by successful managers is very difficult, if not altogether illusive. In this article, I will attempt to sort out some of the effective management tools, based on both study results and personal experience, and then suggest means to improve success by combining different skills. I hope readers will then conclude that the management function extends beyond the basic textbook basics of planning, organizing, staffing, directing, and controlling.

Management is a complex function, and certainly a one-size method does not fit all circumstances. Failure to recognize that management is both an art and a science can lead to making incorrect decisions or to applying the wrong methods at critical times. Let's begin by examining a few management training methods that have traditionally been available. In the writer's opinion, all of these are useful tools. But many have the disadvantage of being applicable to specific situations, rather than providing a manager with more ability to react to the larger internal or external issues of the work environment.

• Management by Objectives- This time tested method can provide useful results, but it is more oriented to the intermediate level rather than to upper management. The objective goals and plans must be both precise and realistic, or serious limitations can arise.
• Management by Exception- This technique, although interesting, is very limited in scope. It requires focusing on the most critical areas in need of management attention while providing only minimal attention to those that appear to be under control. The problem with this line of thinking is that an organization, like a paper machine, always has potential problems developing. Consequently, it operates in a reactive mode rather than being pro-active.
• Catalytic Management- I personally favor the idea of management serving as a catalyst to the organization. This is a pro-active approach, developing new ideas and directions, rather than operating mainly in day-to-day control mode. To paraphrase a manager I once admired, "Nothing happens until we make it happen". Another way to express this is, "keep your focus and always move forward." This attitude also helps ensure that the organization does not become stagnant or repetitive in operation.
• Micro-Management- It is hard to find anyone who enjoys being "micro-managed". But there may be a time in an organization where extremely close control is required and no other method will work effectively, at least in the short term. Unfortunately, it is often easier to "micro-manage" than to delegate authority. This type of management style, if allowed to exist for extended periods, can erode trust and transparency in the organization.
• "Swat Analysis"- This is an opportunistic approach in which teams are established to identify strengths and weaknesses in the organization. The desired result is to identify areas of opportunity, and consequently would seem to be more valuable in terms of management planning.
• Case Studies- It seems nearly everyone enjoys studying what happened in other companies while going through challenging times or during changes in management. But how much of this really applies to your company? I think the primary benefit of case studies is to understand more clearly the many different management structures used.

Some may feel that using methods such as listed above, combined with knowing what the business does, what employees are supposed to do, and the basic technologies involved, would be sufficient for climbing the corporate ladder. But accepting this conclusion ignores the broader skill set necessary to effectively accomplish the larger management responsibility. Some of the required skills can be learned (or at least honed), while others appear to be inherent in the individual. Examples of some of the other essential skills needed to become a manager are as follows:

Skills Capable of Being Learned
• Time Management and Planning- A manager must have an insight into the time required for each situation requiring direct attention, and be able to develop plans that ensure completion of the task with minimal wasted effort.
• Financial Management- Not understanding the financial side of the business is a serious deficiency that impedes management advancement. While not every manager has a formal finance education, it is very necessary to understand what affects the bottom line of an organization in order to take corrective actions as needed.
• Technical Skills- The technical aspects of the organization and its products must be understood in order to determine the best overall use of technology.
• Organizational Skills- This broad area includes dividing work assignments, assigning the correct people to specific tasks, ensuring that employees are adequately trained, motivating and guiding employees in their work, and removing obstacles which are hindering employees from completing their assignments.
All the above "learned" skills will assist in strengthening a leader, but they do not necessarily result in a successful manager. They must be combined with inherent skills and traits.

Skills That May Be Inherent
• Conceptual Skills- Some managers may be very good at accomplishing tasks but lack a wider perspective for adjusting the organization to changing market conditions. In other words, their work dedication leads to a shorter term focus.
• Communication Skills- It is essential that a manager have the ability to communicate clearly with others in order to remove uncertainty about the goals to be met. Included in this category are interpersonal skills, which make it easier to keep the lines of communication open. It is also necessary that a manager be a good listener, otherwise valuable feedback from employees will be lost, leading to a decline in motivation.
• Leadership Skills- Becoming a good leader requires obtaining the respect of employees, and is achieved by demonstrating a strong commitment to the truth. A successful leader does not hesitate to make decisions, and is willing to accept responsibility for the results.
• Empathy Skills- Sometimes empathetic managers are perceived as weak, but this is often a rush to judgment. Some of the best managers I have known were termed "firm but fair", and to be fair often requires a degree of empathy. Empathy may also be linked to flexibility, and can contribute directly to employee motivation. With motivation, an increase in worker productivity is more easily achieved.

The ability to manage successfully requires a combination of both learned and inherent skills. Unfortunately, it is not likely that managers can learn all the skills required, and individuals will always be deficient to some degree in the needed inherent skills. Upper management must understand both the strengths and limitations of the management team individuals in order to both ensure balance in the organization and be successful in meeting corporate goals.

Robert Moore is a retired chemical engineer, and is an experienced technical and fictional writer. His past work experience spanned the chemical, paper and equipment manufacturing industries, including holding management positions at Voith Paper, Scapa plc, and The Mead Paper Corporation. He is also the author of humorous short stories about life in southwest Virginia, circa 1940-1960.



 


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