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Managers

Management is not about making friends, it's about getting things done. Dave Marquette


These 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’.

Manage
rs balance interests:  Only senior 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 businesslike’.


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.

Managers:
Scrutinize the present

Maintain the present
Control people
Think about yesterday
Drive people forward

Leaders:
Visualize the future

Develop the future
Trust people
Think about tomorrow
Inspire people to follow   >>>