Management is not about making friends, it's about getting things done. Dave Marquette
are the people responsible for setting the direction, defining long-term
strategy and ensuring that there are sufficient resources for the organization
to operate. One of their most important roles is
selecting the most suitable staff for the various jobs. Senior managers should
be ‘on the bridge’ not ‘in the engine room’.
Managers balance interests: Only
managers can balance the interests and demands of all participants without
giving undue weight to any group, say - shareholders at the expense of customer service, supplier relationships, or the
installation of safety equipment. When things go wrong, managers should accept
responsibility, as when executives of a Japanese utility took a 20 per cent pay
cut after a company scandal.
Charities and non-profit organizations are becoming aware that they must
have strong senior management with the usually staid and conservative Church of
England, setting up a 'board of directors' - the Archbishops' Council, to look at
new methods of leadership and management – ‘to make the Church more
How managers see themselves:
The way managers see themselves and their
role is crucial. They may see their staff as working for them personally,
or they may see themselves as serving and supporting their staff.
An unusual interest in fringe activities, such as sponsoring sporting
activities, attending concerts, etc. or
getting involved at a too detailed level, may indicate that
the organization has no clear goals, lacks leadership and that managers don't
know what is expected of them.
people to follow