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HOW TO BE A GREAT MANAGER
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At the most general level, successful managers tend to have four characteristics:
- they take enormous pleasure and pride in the growth of their people;
- they are basically cheerful optimists -someone has to keep up morale when setbacks occur;
- they don't promise more than they can deliver;
- when they move on from a job, they always leave the situation a little better than it was when they arrived.
The following is a list of some essential tasks at which a manager must excel to be truly effective.
Great managers accept blame: When the big wheel from head office visits and expresses displeasure, the great manager immediately accepts full responsibility. In everyday working life, the best managers are constantly aware that they selected and should have developed their people. Errors made by team members are in a very real sense their responsibility.
Great managers give praise: Praise is probably the most under-used management tool. Great managers are forever trying to catch their people doing something right, and congratulating them on it. And when praise comes from outside, they are swift not merely to publicise the fact, but to make clear who has earned it. Managers who regularly give praise are in a much stronger position to criticise or reprimand poor performance.
Great managers make blue sky: Very few people are comfortable with the idea that they will be doing exactly what they are doing today in 10 years' time. Great managers anticipate people's dissatisfaction.
Great managers put themselves about: Most managers now accept the need to find out not merely what their team is thinking, but what the rest of the world, including their customers, is saying. So MBWA (management by walking around) is an excellent thing, though it has to be distinguished from MBWAWP (management by walking around - without purpose), where senior management wander aimlessly, annoying customers, worrying staff and generally making a nuisance of themselves.
Great managers judge on merit: A great deal more difficult than it sounds. It's virtually impossible to divorce your feelings about someone - whether you like or dislike them -from how you view their actions. But suspicions of discrimination or favouritism are fatal to the smooth running of any team.
Great managers exploit strengths, not weaknesses, in themselves and in their people: Weak managers feel threatened by other people's strengths. They also revel in the discovery of weakness and regard it as something to be exploited rather than remedied. Great managers have no truck with this destructive thinking. They see strengths, in themselves as well as in other people, as things to be built on, and weakness as something to be accommodated, worked around and, if possible, eliminated.
Great managers make things happen: The old-fashioned approach to management was rather like the old-fashioned approach to child-rearing: 'Go and see what the children are doing and tell them to stop it!' Great managers have confidence that their people will be working in their interests and do everything they can to create an environment in which people feel free to express themselves.
Great managers make themselves redundant: Not as drastic as it sounds! What great managers do is learn new skills and acquire useful information from the outside world, and then immediately pass them on, to ensure that if they were to be run down by a bus, the team would still have the benefit of the new information. So great managers are perpetually on the look-out for higher-level activities to occupy their own time, while constantly passing on tasks that they have already mastered.
Task II. Work in small groups. Decide whether the following statements are true or false. Ground your choice.
1.An effective manager is always positive when approaching his/her people.
2.People that need to change the most are the most open to coaching.
3.A good manager has the right answers when his/her people need them.
4.Effective managers know any person can be motivated if you know the right button to push.
5.A good manager’s door is always open.
6.A good manager tries to dissuade his/her people from bringing bad news.
7.Always focus on the big picture and leave the details to others.
8.It’s best to set performance goals extremely high so that your people will work hard to reach them.
9.Money is the N# 1 incentive to consider when dealing with your team.
10. In today’s fast-paced environment, people normally accomplish more without the stress and pressure of a deadline.
11. When employees are struggling, it’s your responsibility to rescue them, helping them to get back on track.
12. Always be willing to defend the decisions you make.
TEXT 6
Read the text. What is the main idea of the text? Divide it into logical parts. Define the key-sentence of each part. Suggest your title.
No school, professor or book can make you a manager. Only you can do this, and you can become a manager only by managing. Of course, you can learn the skills that are extremely helpful, particularly in such clearly defined areas as accounting, statistics, law, and finance. But this will not make you a manager. Experience is the only teacher. Experience is, however, is not the uniformly effective teacher. An old aphorism criticizes the person who has worked for 20 years but has only reexperienced the first year 20 times. Learning is not automatic. What schools can do, and what books can do is to provide you with some insights and intellectual tools to be applied against your experience. Most of you are practical people; certainly most managers are. You are concerned about doing things than about thinking about them. You are more concerned with action than with contemplation. Most business students and managers are uneasy about theory. It is abstract and difficult, too unrelated to real problems, it seems, ‘too academic’ and just ‘too theoretical’. But theory is very important because you and all men and women of action are also theorists. No matter how pragmatic you consider yourself, no matter how rooted in reality a manager views himself, you and he operate on theories. You all possess your own theories about motivation, authority, objectives and change. You will need them – and you will have them whether you know it or not. You will be a better manager if you are aware of your assumptions and you examine them periodically and modify them when necessary. Nothing is as practical as a good theory. A great deal of management theory and practice must be described as ‘common sense’. For the objectives of management may be defined as the formulation of priorities and plans.
Task III. Work in pairs or small groups and discuss the following situations. What would you do in each of them? Give your reasoning. Don’t forget to use the conversational formulas from File Useful Language.
1. You are a trainee personal assistant to the Production Manager. You have very good prospects of promotion, as the personal assistant is retiring in 6 months’ time. You have been working for the company for about a year when you get the offer of a job in a rival company for a higher salary. The prospects are very good. But you get on well with your boss and your colleagues.
2. You are the Personnel Manager of a small company. The holiday plan is normally left to the employees. This time a large number of people want to take the same two weeks in August. Some members of staff want you to decide, but you believe in each department deciding democratically.
3. You are working as a junior manager in the marketing department with a colleague. Originally you both shared the orders on the fifty-fifty basis. In the past few weeks you have noticed that you have been responsible for the processing of more than two thirds of the orders dealt with. You feel the workload is unfairly divided.
4. A subordinate has raised a personal issue with you by email which is causing him/her obvious distress – what’s the best means of communicating from this point: email, phone, face-to-face, letter?
TEXT 7
Read the text and answer the questions after it.
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