Tips for Effective Management
Introduction
Management as the name
connotes is the art of handling, directing or controlling as the case may be. It
is achieving extraordinary results (performance target) through the effective
use of human resources, financial and other material resources, including the
environment in which they operate. Manager in the other hand means the person
that handles, directs or controls. In an organization, it means the person who
handles, directs or controls the activities of such an organization with the
aim of recording success for the organization. A manager is one who is skillful
in the art of management. His core responsibility among others is to initiate
functional policies and strategies that will lead to the advancement of such an
organization. One of such strategies is creating the spirit of team work,
otherwise known as ‘synergy’ among the employees of the organization.
Management
is both strategic and tactical. At the strategic level, it is concerned with
setting achievable goals for the organization and developing the competence and
capability to achieve those goals. Worthy of note is the fact that the goals
must match with the organization’s capability; if not, there is no amount of
employee that will get them achieved.
At
the tactical level, it means creating an environment in which employees are
motivated to excel and work in synergy, using their God-endowed talents towards
achieving the organization’s goals. It involves managing relationships,
monitoring and reviewing performance, taking action to improve it and finding
better ways of getting the best out of the employees. In order to achieve this,
managers have to be able to handle the tactical issues without taking their eyes
away from the strategic issues and vice versa.
Management
is a process; not an event and it is a process that brings together and manages
all the factors that affect performance, treating the individual (employee) as
a vital component but not the only component in a multifaceted aspect of
management.
Key Elements of Performance
Management
For
a manager to set policies and strategies and have them work out successfully,
there are factors to consider and these factors are a pre-condition in the
sense that if they are not considered, everything will appear as if one goes to
the market blindly to buy, without having in mind, the things to buy.
For
an effective management, every manager must consider the following:
- The level of performance to be achieved.
- The competences needed to achieve this level of performance.
- The activities and resources needed to motivate and empower employees.
- The monitoring and review mechanisms that measure performance and compare results with targets.
- The measures taken to improve performance and attain best practice.
- The measures taken to ensure the planned targets and competences are the right ones for the organization and its stakeholders.
Also,
managers must ensure that day-to-day processes run efficiently in order to
produce the desired results; and in order to achieve the desired results, the
following qualities are required from a manager:
·
Clarity of purpose and tasks.
·
Good organizational skills.
·
Ability to communicate tasks and
expected results effectively.
·
Ability
to negotiate various administrative and regulatory processes.
·
Good delegation skills.
Conditions
for Good Management
Certain
conditions are important for creating good management in any organization; these
conditions include;
·
Managers and team members need to be employed
on merit.
·
Managers need to earn the respect of
their staff and supervisors.
·
Managers need to have the knowledge,
skills and understanding of their role in the organization and the purpose of
the services they deliver.
·
Managers must ensure that all systems
function effectively in the organization by: clearly setting out staff administration
rules and regulations; ensuring that staff remunerations
and welfare are judiciously catered for; by being transparent when dealing with
finance; and by properly planning and monitoring activities at all time.
Conclusion
From
the foregoing discussion, it is obvious that the reason why some managers don’t
get the desired results after investing the available resources in the
organization they manage is because there are so many essential things they
take for granted and do not do right. If all the things discussed here will be
honestly put into practice by managers; nothing stops them from getting their
desired results in the organizations they manage.
References:
1. Stretch
Goals and the Distribution of Performance; by Michael Shayne Gary, Miles M.
Yang, and Philip W. Yetton,
Australian School of Business,
UNSW, Sydney NSW 2052 Australia.
John
D. Sterman,
Sloan School of Management, MIT, Cambridge,
MA 02142 USA
2. Managing
Performance; Management in Action; by Michael Armstrong and Angela Baron
3. Rollinson
and D Edwards; Performance Management and Appraisal Terry, Gillen
(http://www.cipd.co.uk/Bookstore/_catalogue/HRPractice/184398170X.htm)
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