[nukkad] How to become an optimal manager-From Rajababu

["rajababu" <>]

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Tip of the day:  Smile!
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>
> Courtesy-ICWA
> >
> >Become an Optimal Manager
> >A successful leader is someone who mixes management
> >styles according to the situation.
> >By Nina Silberstein
> >for Office.com
> >
> >Many experts might say that effective leaders
> >generally have charisma and thus the ability to
> >motivate those around them, so that the individuals
> >produce excellent work," says Marceline Bunzey,
> >managing editor of a newsletter for successful
> >managers called "Successful Supervisor." The Palm
> >Beach Gardens, Fla.-based newsletter is part of the
> >Dartnell Corporation, a publishing company that
> >focuses on training materials for customer service,
> >sales and interpersonal relationships in the
> >workplace. Having charisma and being a motivational
> >force are just two of many characteristics of
> >management styles that make up effective leaders. The
> >smart leader is someone who mixes management styles
> >according to the situation.
> >
> >Many effective leaders also possess the ability to
> >match the right people to the right job, using an
> >individual's talent in the most productive and
> >effective way possible," adds Bunzey. Exceptional
> >leaders are not only tuned into the strengths and
> >weaknesses of others, but also their own strengths and
> >weaknesses, she says. "They know how to capitalize on
> >their strengths and when to bring someone else in to
> >help compensate for their weaknesses."
> >
> >"Being a manager is just one aspect," adds Tom Bay of
> >Tom Bay Speaks Up, Inc. "You also have to be a
> >visionary, a coach, as well as role model. Bay is the
> >author of "Change Your Attitude: Creating Success One
> >Thought at a Time." His Corona del Mar, Calif.,
> >consulting company gives keynote talks on team
> >building, values and ethics in business. Bay has 40
> >years experience in business with a background in the
> >retail, wholesale, hospitality and banking industries.
> >
> >Managerial Styles
> >Many different definitions of leadership styles are
> >floating around out in the world of business. "One I
> >like is from Kathleen Reardon, professor at the
> >University of Southern California's Marshall School of
> >Business," says Bunzey.
> >
> >"She identifies four different types: the commanding
> >leader, the logical leader, the inspirational leader
> >and the supportive leader." Each has its own strengths
> >and very distinct weaknesses. For example, the
> >commanding leader is a "take charge" person who can
> >get projects off the ground but may flounder in
> >consensus-type environments. The logical leader
> >explores all sides of a situation and is often very
> >creative but may have more problems reaching a
> >decision or closure on projects. Inspirational leaders
> >look at work as a calling and have a knack for
> >inspiring employees with their dedication. Supportive
> >leaders seek consensus and are generally good at
> >facilitation. They have a strong ability to
> >communicate with others and fostering communication.
> >"Different types of leaders may thrive in various
> >environments too, but not in another," adds Bunzey.
> >"Leadership style is not just a matter of personal
> >style, but institutional styles as well."
> >
> >There is also a "coercive" style ù this is certainly
> >one to avoid. Clear orders may be issued, but this
> >type of manager typically expects immediate
> >compliance, seeks little employee input or feedback,
> >sometimes motivates by threat, will berate employees
> >and often requires written documentation of every
> >single activity or accomplishment.
> >
> >A "pace-setting" style has its weaknesses as well.
> >Although this type of manager sets high standards, he
> >or she would rather do the job than delegate, even
> >taking away jobs from employees when dissatisfied. He
> >or she sometimes fails to develop or train employees
> >properly.
> >
> >Characteristics & Skills
> >According to Ed Bobrow, management consultant and
> >president of New York's Bobrow Consulting Group, Inc.,
> >there are definite characteristics that most effective
> >leaders share. In a study he did for a faculty group
> >at New York University, Bobrow found that effective
> >managers manage by example; encourage individual
> >actions and initiatives; share their vision, mission
> >and goals; are generally good communicators; are
> >honest and trustworthy; have an air of confidence and
> >show character and integrity. Bobrow's company
> >specializes in planning, product and process
> >development and sales and marketing. He is also an
> >adjunct professor at NYU, where he has been teaching
> >for more than 20 years. Bobrow has written eight books
> >including "My Say: A Mentor's Guide to Success."
> >
> >"There is no one style, but they do have certain
> >characteristics in common: vision, charisma, fairness,
> >ethical/moral strength, intelligence, the ability to
> >communicate, honesty, energy, empathy, confidence and
> >the courage to stand up for what is right," says
> >Bobrow. "They generally have the ability to get people
> >to follow toward a specific goal." Bobrow says that
> >very creative leaders and managers come up with their
> >own styles by mixing and matching those that they have
> >observed or studied. "Mixing is probably the ideal, in
> >an ideal company," adds Bunzey. "But we all know that
> >different companies have different corporate cultures,
> >so leaders who are most successful generally follow
> >what is looked upon as the 'best' way at that
> >company." That is, unless the person was brought in to
> >make changes, like Al Dunlap at Sunbeam, Bunzey says.
> >"Then, when that person's leadership style becomes
> >obsolete, he gets the boot," says Bunzey.
> >
> >Developing a Style
> >"Managers must remember first and foremost that they
> >are managing people," says Bunzey. "Individuals have
> >different personalities, work styles and abilities.
> >They also manage workplace stress in very individual
> >ways." Bunzey suggests to get to know your employees,
> >your product and your goals as defined by your company
> >and then figure out how to help your employees work
> >toward those goals. "Seminars, training materials,
> >books and the like do help, but you have to
> >consciously decide that you will try the suggestions
> >given by the materials," says Bunzey. "Try to change
> >the way you think before you change what you do.
> >
> >Bobrow agrees. "First think of the people you want to
> >lead and their needs. Know what you want to
> >accomplish, how, and then share this." He also advises
> >that managers should study what others are doing and
> >be as knowledgeable as possible of both the internal
> >and external environments everyone will be operating
> >within.
> >
> >Bunzey says managers can integrate this process into a
> >self-educational program, in which they get to know
> >their at-work self by learning their strengths and
> >weaknesses and how to work within those boundaries.
> >"Be willing to acknowledge and work diligently on your
> >weaknesses," she says. Get to know your employees.
> >"One-size-fits-all management usually fails, just like
> >only a few people can buy those one-size-fits-all
> >clothing." Tailor your management style to work with
> >individuals, not just a group. Get to know your
> >company. Keep its mission statement or goals close at
> >hand. "Know what the people in the corner offices want
> >for the company ù now and in the future. Understand
> >what is valued," says Bunzey.
> >
> >Paul J. Meyer is an entrepreneur and author of over 20
> >professional improvement programs and courses
> >translated into 17 languages and marketed in more than
> >60 countries through Leadership Management
> >International. Here are some tips from his book
> >"Expand Your Managerial Skills," to keep in mind when
> >developing your own style:
> >?     Trust yourself and rely on your own decisions and
> >actions, rather than feeling compelled to seek
> >instruction in every new situation.
> >?     Have the courage to try new ideas and risk making
> >needed changes.
> >?     Apply your common sense. Learn what works in the
> >everyday world and move ahead with confidence.
> >?     Be willing to face problems and take action to solve
> >them.
> >?     Don't let temporary setbacks keep you from your
> >goals.
> >?     Make good decisions at the appropriate time and take
> >action.
> >?     Accept responsibility for your decisions and
> >actions.
> >?     Anticipate problems and take action to prevent them.
> >
> >?     When they occur, bring order to the situation and
> >restore smooth operation as quickly as possible.
> >?     Establish clear priorities for wise use of your time
> >and that of others.
> >?     Allocate your time and delegate responsibilities to
> >carefully selected members.
> >?     Believe people possess the potential for development
> >and achievement.
> >?     Communicate your belief by words, attitudes and
> >nonverbal cues.
> >?     Be understanding. Understanding people enables you
> >to choose an appropriate leadership style to use with
> >each team member.
> >?     Encourage a "can do" attitude.
> >?     Offer praise for a job well done.
> >?     Give team members credit for their individual
> >successes as well as for contributing to the overall
> >success of the organization.
> >Can Behaviors Be Changed or Taught?
> >"Yes, but it is difficult," says Bobrow. "There has to
> >be a desire for change. Motivation comes from within
> >the individual and can only be triggered if it is
> >there." Deep-down behaviors work the same way,
> >although they can sometimes be changed with incentives
> >and education, he says. Through his NYU study, Bobrow
> >learned that some leadership skills can be taught,
> >refined or enhanced, but there are certain qualities
> >inherent in a leader, such as vision and charisma,
> >that cannot be taught. "While it may be possible to
> >bring out dormant leadership characteristics, it is
> >not possible to create those characteristics in an
> >individual," one respondent to the study said. Nor
> >does it seem possible to teach someone to have the
> >will to lead.
> >
> >Bunzey referred to "Flawed Advice and the Management
> >Trap: How Managers Can Know When They're Getting Good
> >Advice and When They're Not," a book due out in
> >January 2000 by Chris Argyris, professor emeritus at
> >Harvard University. "He basically says that changing
> >behaviors is not just a matter of changing actions,
> >because those are usually changed temporarily. What
> >must happen for behaviors to change permanently is for
> >the individual to change his or her 'theory in use.'"
> >In other words, to change behavior, you have to focus
> >on and modify the beliefs, assumptions and thinking
> >that lead to that behavior.
> >
> >"There's always room to learn," adds Bay. "Of all the
> >things you are offered in your job, the training is
> >irreplaceable and you can take that experience with
> >you." Bay suggests taking as many classes as you can,
> >reading books on the subject and staying on top of
> >your industry.
> >
> >A Classic Example
> >Lee Iacocca, former chairman of Chrysler, is revered
> >as a great leader. In his best-selling "Iacocca: An
> >Autobiography," he says there is one word that
> >describes a good manager: decisiveness. In the late
> >'70s, when he joined Chrysler, it didn't take long for
> >Iacocca to figure out that the company was in a state
> >of emergency. There was a serious lack of
> >communication and no teamwork. Each department seemed
> >to be working in a vacuum. He had to make some drastic
> >decisions. He was forced to fire many of the
> >executives. At the time, he had wanted to set up a
> >partnership between Chrysler and Volkswagen, but
> >Volkswagen realized how deep in debt Chrysler was and
> >the deal never came to fruition. He ended up going to
> >the government to get government-backed loans and had
> >to bargain with the union for cuts in salary and
> >benefits. He even reduced his salary to $1 per year to
> >show that everyone at the company had to be willing to
> >sacrifice in order to survive. This gives you an idea
> >of his management style. He understood the worker as
> >well as the executive. By 1983, Iacocca had Chrysler
> >back on their feet and had paid back all the
> >government loans.
> >
> >Iacocca says the keys to successful management are the
> >ability to concentrate and use time wisely.
> >Establishing priorities and being a problem solver are
> >critical. Managers need to be decision makers as well
> >as motivators. The best way to motivate people is to
> >communicate with them. A good manager needs to listen
> >at least as much as he talks. The most important
> >things to remember in business is that every problem
> >can not be structured and reduced to a case study if
> >you want to stay ahead of the competition in today's
> >global marketplace. In corporate life there are always
> >people who feel they need additional research, but
> >after a certain point when most of the relevant facts
> >are in, a decision must be made. A certain amount of
> >risk taking is necessary. Businesses don't have the
> >luxury of slow decision making today. Iacocca
> >practiced what he preached.
> >
> >
>



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