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Characteristics of good manager

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Introduction

Introduction Managers are one of the most fundamental personnel in a company. They hold more power than non-managerial workers. Managers typically direct the strategy, manage assets and control performance (Storey, 1989). Accordingly, their proficiency and capability have a disparate impact on organisational performance (Grugulis, 2007). Especially, managers' importance is apparent in a series of aspects. First of all, managers are principal actors in the decision-making procedure. Secondly, managerial staff is key to the effectiveness of transition and change processes within a company. Eventually, managers are directly involved in the creation of collective culture of continuous learning and improvement for all professional groups in a organisation (Mabey and Ramirez, 2004). It seems critical to comprehend which managerial skills are crucial for a manager's profession. Failing to identify these characteristics may result in managers' inability to coordinate work efficiently and to be able to provide feedback. Furthermore, job transitions and various other career development initiatives could be found difficult for managers in case their responsibilities are not well understood (Kraut et al., 1989). Throughout the assignment, studies of managers skills will be described further. Finally, changes in the skill set required by a modern manager will be illustrated. Studies of Managers Skills In order for managers to be efficient, they must have a well-marked comprehension of whether various skills are hugely important in managerial role. ...read more.

Middle

Companies have flattened and subsequently become much less bureaucratic with fewer hierarchical levels and less dispersion of responsibilities (Allen et al., 2001; McKinley et al., 2000; Miller, 1990). Moreover, downsizing of firms aimed at rationalising operations, reducing expenditures and improving efficiency has recently become a common practice (DeMeuse et al., 2004). Additionally, organisational environment has adjusted significantly (Gentry et al., 2008). In particular, ways of communication altered due to technological progress, namely the emergence of internet. Flexible work arrangements and geographical mobility have become a commonplace (Wallace, 2004). Apart from that, current workforce is much more assorted than it was before regarding race, culture, gender, ethnicity, beliefs, age and values (Holbeche, 2008). As a consequence of all these changes, the strong demand has been generated for a more detailed co-ordination and communication in addition to the need for superior performance, trust and team-working (Salas et al., 2005; Zaccaro et al., 2004). Accordingly, since companies operate in the more fast-paced global environment, there is a reason to presume that the importance of managerial expertise has shifted respectively (Gentry et al., 2008). Results of the research carried out by Gentry et al. (2008) suggested that nowadays managers prefer to focus more on time-management and interpersonal relationships with less emphasis given to administrative tasks. ...read more.

Conclusion

Greensboro, NC: Center for Creative Leadership. Salas, E., Sims, D.E., Burke, C.S. (2005). "Is There a 'Big five' in Teamwork?", Small Group Research, 36, 555-99. Schriesheim, C. A., & Kerr, S. (1974). Psychometric properties of the Ohio State leadership scales. Psychological Bulletin, 81, 756-765. Shipper, F. (1991). Mastery and frequency of managerial behaviors relative to sub-unit performance. Human Relations, 44, 371-388. Shipper, F. (1991). Mastery and frequency of managerial behaviors relative to sub-unit performance. Human Relations, 44, 371-388. Shipper, F., & White, C. S. (1999). Mastery, frequency, and interaction of managerial behaviors relative to subunit effectiveness. Human Relations, 52, 49-66. Storey, J. (1989). "Management Development: A Literature Review and Implications for Future Research", Personnel Review, 18(6), 3-19. Van Velsor, E., & Leslie, J. B. (1991). Feedback to managers: Volume II. A review and comparison of sixteen multi-rater feedback instruments. Greensboro, NC: Center for Creative Leadership. Van Velsor, E., & Leslie, J. B. (1991). Feedback to managers: Volume II. A review and comparison of sixteen Wallace, P. (2004). The Internet in the Workplace: How New Technology Is Transforming Work, Cambridge University Press, New York, NY. Yukl, G. A. (1994). Leadership in organizations (3rd ed.). Englewood Cliffs, NJ: Prentice-Hall. Yukl, G. A. (1994). Leadership in organizations (3rd ed.). Englewood Cliffs, NJ: Prentice-Hall. Zaccaro, S.J., Ardison, S.D., Orvis, K.A. (2004). "Leadership in Virtual Teams", in Day, D.V., Zaccaro, S.J. (Eds.), Leader Development for Transforming Organizations: Growing Leaders for Tomorrow, Lawrence Erlbaum, Mahwah, NJ, 267-92. ?? ?? ?? ?? ...read more.

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