Earn a license to be in chargePosted by: indoxploit | Posted on: October 9, 2017
Earn a license to be in charge
Earn a license to be in charge by understanding management principles
Many persons in positions of authority do not have the know-how of how to manage and lead others, their subordinates. They were appointed in positions of authority because of their specialised occupational expertise knowledge in the areas of administration, production, maintenance, marketing, sales, finance and engineering, as examples of subject knowledge, for which they have received qualifications from Universities and Colleges. However, those qualifications have not necessarily equipped them with knowledge on how to manage operations, finance, people, information and time.
The importance of management education in management functions and management principles to improve management skills:
The importance of management education, management development and management training cannot be over emphasised. Whether the knowledge about management principles is obtained through formal study programs at Universities or internally through on the job training or through external seminars or programs, it is of the utmost importance for any person in any job in life; even for the self-employed, entrepreneurs, Kings, Presidents of Countries, the richest people in life and even the lowest level of jobs.
Essential work environment elements to be managed:
1. Operations (actions)
2. Finance (money and resources)
3. People (human relations)
4. Information (needed information for wise decisions)
5. Time (your own and that of others)
Each of these five elements, which must be managed by any person, has its own set of principles and guidelines to follow. For instance, when it comes to managing people, the teachings of Industrial Psychology become pertinent. For operations, the teachings of Operations Management as a subject, become important. So, in analysing these five elements, it also becomes evident that the teachings of Financial Management, Information Management and Time Management, are also important for the other three elements.
For the lower level jobs, the principles of Supervision can become a starting point for teaching or studying the principles of management. A person in one of the lowest level jobs found at employers must also plan, organise and control work, even if it is just to clean an office or do some washing.
Any information management course must also include the principles of performance management, as performance management is about measuring all five the elements in different ways, which are to be managed. In order to manage those five elements, detailed information will be needed to plan, organise, control, lead and to take corrective actions in the workplace.
Top Management members must be able to plan, organise, control and lead the organisation and departments with a focus on understanding and influencing the environment, setting the strategy and gaining commitment, planning, implementing and monitoring strategies and evaluating and improving performance. They must therefore have high capabilities with regard to human relations inwards and outwards, strategic planning, team building, leadership, negotiation and performance management.
Middle Management members must be able to plan, organise, control and lead departments and sections with a focus on assistance upwards for application of scientific methods and assistance downwards for application of scientific methods. They must have the same capabilities as Senior Managers as well as Supervisory Managers and also be good at interviewing techniques, goal achievement, conflict handling tactics and project management.
Supervisory Management members must be able to plan, organise, control and lead sections, units and individuals with a focus on operations, finance, people, information and time.
Definition of Planning as a management function:
Planning for all levels is about forecasting, developing objectives, programming, scheduling, budgeting, developing policies and developing procedures. Forecasting, in turn, is about looking ahead for needs and opportunities. Developing objectives is about determining results to be achieved. Programming is about establishing the sequence of work steps. Scheduling is about establishing a time sequence for work steps. Budgeting is about allocating resources for achievement of objectives. Developing policies is about documenting standing decisions for recurring situations. Developing procedures is about standardisation of work, which must be done uniformly.
Definition of Organising as a management function:
Organising for all levels is about developing organisation structures, delegating and developing relationships. Developing organisation structures, in turn, is about grouping of work among people for effectiveness. Delegating is about downloading of responsibility, authority and accountability to lower levels. Developing relationships is about creating conditions for co-operative efforts of people.
Definition of Controlling as a management function:
Controlling for all levels is about setting of standards, performance measurement, performance evaluation and performance correction. Setting of standards, in turn, is about establishing criteria for evaluation of work results. Performance measurement is about recording and reporting of work results obtained. Performance evaluation is about analysing, interpreting and determining the worth of results. Correction of performance is about rectifying and improving work results.
Definition of Leading as a management function:
Leading or directive leadership for all levels is about decision-making, communicating, motivating, selection of people and developing of people. Decision-making, in turn, is about reaching conclusions and judgements for action. Communicating is about creating understanding among people. Motivating is about inspiring, encouraging and impelling people for action. Selection of people is about choosing people for positions and advancement. Developing of people is about improving knowledge, attitudes and skills. The requirements of situational leadership may call for different leadership styles in different situations of development level of individuals and groups.
No single degree or program can give you all the management knowledge you may need. It is a question of never-ending continuous education, whereby you constantly take stock of your present knowledge base and compare it to what is needed in order to identify the shortcomings. You must then try to attend those courses, which can fill the gap in your knowledge base.
Lack of management skills:
A general lack of management skills in employees can be detrimental to any organisation. Lack of management skills can lead to poor decisions, disheartening of employees, lower productivity, lower profits and in the end also be responsible for increase in poverty and increase in the unemployment rate.
Normally, in order to comply with the law, you must earn a relevant driver license to drive a vehicle on a public road in any country. If you want to become a doctor, you must first earn the relevant qualifications to get your license to apply your skills in the medical profession. Likewise, if you want to become an engineer or lawyer you must first earn your qualifications by formal studies and pass certain minimum standards, before the relevant degree can be bestowed on you, as your license to operate in your particular sphere of expertise. If you aspire to become a Supervisor, Manager or Top Level Manager, you must also earn your relevant license to operate in such positions, the same way that the drivers, doctors, engineers and lawyers do. Otherwise, you can never claim to be a career professional as a Supervisor, Manager or Top Level Manager, as you will be trying to drive a section, department or organisation without a proper license.
This license is your key to career building. A good leader must also be a good manager!
The same is true the other way around: “A good manager must also be a good leader”!
Self-improvement in team leadership skills will dramatically increase the chances of vertical (existing employer) and horizontal (external employers) job promotion, as well as business owner success, in any economic cycle, as competitors with these skills are relatively few.