Characteristics of good manager

University Degree Business and Administrative studies

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. Further, managers must have a reciprocal recognition of the skills and responsibilities indispensable for other managers from identical and different functions and levels in an organization (Kraut et al., 1989). If these responsibilities and skills are not fully comprehended, managers will neither be able to communicate expectations, coordinate work effectively, give feedback, nor be prepared for job changes or any other career growth activities.

Using an illustrative diary way to control managers at work, Mintzberg detect ten roles of management job, which were splitted into three main categories: informational, interpersonal and decisional roles. Expanding upon Mintzberg’s (1973) work, Kraut et al. (1989) examined dissimilarities between managerial levels in the perception of role significance. They found seven key factors of management tasks, namely planning and allocating resources, instructing subordinates, managing individual performance, coordinating interdependent groups, managing group performance, tracking the business encirclement and representing one's employees. These findings also showed clear differences in role importance depending on the managers' level.

Davis and Luthans (1979) proposed that the two-factor model regarding managerial behaviour lacked an ability to forecast manager success. Moreover, Yukl (1994) attributed the failure of the two-factor model to managerial performance as well as employee attitude to poor measurement and conceptualisation of specific behaviours that make up each factor. It was suggested by Yukl that more specific features of managerial skills that are represented by these factors could be identified and investigated. Accordingly, it transpires that the two-factor model of managerial behaviour could be used as a starting point, redefining the factors with regard to specific managerial behaviours ...

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An important issue to focus upon is the research regarding level of skill in using the behaviours rather than frequency of occurrence of behaviours (Bernardin &Beatty, 1984; Schriesheim &Kerr, 1974; Shipper, 1991; Shipper & White, 1999; Van Velsor & Leslie, 1991; Yukl, 1994). In particular, skill stands for how well a behaviour can be performed, while frequency stands for how often a behaviour can be performed. This problem was investigated in three studies, with two of the them reporting that these are hugely independent dimensions. Furthermore, the skill was a more appropriate predictor of managers' performance than frequency of behaviour (Shipper, 1991; Shipper & White, 1999). Regarding the third study, it did not lead to a firm conclusion in its findings (Bass, Cascio, & O’Conner, 1974).

It was suggested by some that focusing mainly on skill in utilising managerial behaviours might result in an enhanced comprehension of effective management (Leslie & Fleenor, 1998; Van Velsor & Leslie, 1991). In contrast, others propose that it could improve the results' stability (Shipper&White, 1999).

Changes in Skill Set

The majority of the research described above regarding the nature and the magnitude of managerial skills and tasks was carried out several decades ago. Hence, it can be argued that skills which were seen as vital for managerial work might have undergone significant changes due to the alterations in the working environment (Gentry et al., 2008). 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. In a similar manner, the study by Mabey and Thomson (2000) revealed that the major critical skills, in the future, determining managerial success will be so-called “soft” skills. These might include people management, leadership skills, team-working, etc. However, numerous skills that were regarded essential in the 1980’s and 1990’s are still perceived to be important at the present, especially decision-making and communication abilities.

Conclusion

To conclude, there has been a significant amount of research seeking the communication of different skills and individual traits , performance and managerial efficiency (Burgoyne and Stuart, 1976). Totally, this assignment undoubtedly shows that the connection does exist. In spite of remarkable changes of the working environment, some skills still have same value as before, although some managerial attributes play less decisive role today in comparison with the past (Gentry et al., 2008). However, unified set of characteristics appropriate to a successful manager was not discovered yet.

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Characteristics of good manager

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