How managers leads,guides,directs,organize the team to the goal achievement. Rajesh Dave. How manager’s Plan,directs,Leads towards goal.
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Basic Management Skills for Beginning Managers
It is the foundation of the management skills pyramid, which
shows the skills a manager must master to be successful
and shows how these management skills build on each other
There are four basic management skills anyone must master
to have any success in a management job. These four basic
skills are plan, organize, direct, and control and are discussed
separately in detail below.
Planning is the first and most important step in any management
task. It also is the most often overlooked or purposely
skipped step. While the amount of planning and the detail
required will vary from task to task, to skip this task is to invite
sure disaster except by sure blind luck.
Although most people associate the term planning with general
business planning, there are also different levels of planning:
• Strategic Planning,
• Tactical Planning,
• Operational Planning
And there are different kinds of planning:
• Disaster Planning
• Succession Planning
• Crisis Planning
• Compensation Planning
A manager must be able to organize teams, tasks, and projects
in order to get the team’s work done in the most efficient
and effective manner. As a beginning manager, you may be
organizing a small work team or a project team. These same
skills will be required later in your career when you have to
organize a department or a new division of the company.
Clearly, there is a lot of overlap between planning the work
and in organizing it. Where planning focuses on what needs
to be done, organization is more operational and is more focused
on how to get the work done best.
When you organize the work, you need to:
• determine the roles needed,
• assign tasks to the roles,
• determine the best resources (people or equipment) for
• obtain the resources and allocate them to the roles,
• assign resources to the roles and delegate authority
and responsibility to them.
the database sort takes longer each iteration than projected,
a key competitor drops their prices, a fire destroys the building
next door and you have to evacuate for several days, or some
other factor impacts your plan. The control step now dictates
that you have to take action to minimize the impact and brings
things back to the desired goal as quickly as possible.
Often this means going back to the planning stage and adjusting
plans. Sometimes it may require a change in the organization.
And you will have to re-direct everyone toward
the new goals and inspire them. Then, of course, you control
the new plan and adjust if needed. This cycle continues until
you complete the task.
The most fundamental team management skill you must
master is motivation of your team and of the individual members
of the team. You can’t accomplish your goals as a manager
unless your team is motivated to perform, to produce, to
deliver the results you need. Motivating each of the individuals
on your team requires recognition on your part as each
team member’s motivation needs are different. And motivating
the team requires a different approach from motivating
the team members.
All the training we do as managers, all the motivation we
attempt, all that positive feedback and morale building are
all aimed at one thing. Increasing employee involvement. If
your employees are not involved, if they just come to work
to warm a seat, you won’t get their best performance. If you
don’t get their best, everything they do will cost you more
than it should have. It might be in a high error or rework rate.
It might be in an innovative new idea that they didn’t share
with you. Whatever the issue, it will cost you.
So how do you get your employees engaged and committed?
Here are the basics: Inspire and Admire
One of the biggest mistakes a manager can make is to ignore
their employees. The same attention you paid to their
work assignments, to their satisfaction levels, to their sense
of being part of a great team needs to continue for as long as
they are in your group. As soon as you start to slack off, their
satisfaction and motivation decreases and you lose them.
It is the next level of the management skills pyramid, which
shows the skills a manager must master to be successful
and shows how these management skills build on eachother
There are two areas of personal management skills you must
master to be successful as a manager. These are self management
and time management.
By this point in your development as a manager, you
aregood at assigning work to your employees and coaching
them through the difficulties so they can produce their best
work. You know how to motivate them and discipline them.
You have built them into a team. But are you as good at
yourself as you are at managing others? Do you stay
focused on the tasks that are truly important and not just urgent?
Do you do your job the best you are able?
If you have learned nothing else in your management career,you have learned that there is never enough time to do all the things you feel need to get done. That is why it is critical to your
success as a manager that you be skilled at managing time
Ask anyone and they’ll tell you. There’s a difference between
managers and leaders.
Ask them what that difference is and they may have a bit
more difficulty. Suddenly the words become amorphous and
undefined. Somehow leadership is an intangible - a charismatic
component that some people have and others simply
don’t. That’s why, according to the ubiquitous “they”, it is
such a rarity.
The difference between being a manager and being a leader
is simple. Management is a career. Leadership is a calling.
You don’t have to be tall, well-spoken and good looking to
be a successful leader. You don’t have to have that “special
something” to fulfill the leadership role.
What you have to have is clearly defined convictions - and,
more importantly, the courage of your convictions to see
them manifest into reality. Only when you understand your