Effective Managers

Name

Institution

Date

 

Effective management is a continuous process of organizing, planning, staffing, directing, and controlling an organization to achieve the set long-term and short-term goals. All organizations require effective managers for the purpose of improving their operations through adequate management. It is evident that effective managers have the potential of propelling an organization to greater heights of performance. Therefore, effective managers are required to achieve their targets and adequately utilize the available resources. The issues that a manager must consider include creating conducive physical work conditions, provision of the required resources and tools, ensuring safety at the workplace, and development of people (Davenport & Harding, 2012). Moreover, effective managers must meet organizational goals and keep stakeholders happy. This paper addresses the problems that managers face such as enhancement of performance, motivation of employees, and pushing for organizational change.

Effective management creates an environment in which managers interact with their employees, stakeholders, and the market forces. Performance management is one of the problems that managers face at the workplace. They are obliged to ensure that both financial and human resource performance is at par with the set goals. Therefore, they must ensure that the employees have the right resources and tools to facilitate their performance. Ultimately, good performance by the employees directly translates into good financial performance and good relationship with the stakeholders. In such cases, managers should ensure everything required to facilitate the performance of the organization is granted.

Another issue that managers come across is employee motivation. Employee motivation is a necessity in most organizations to encourage the employees to work harder. Additionally, employee motivation makes the employees more innovative and ready to fully utilize their skills in achieving the objectives of the organization (Davenport & Harding, 2012). There are different techniques of motivation that manager can use. They can create incentive award programs, create comfortable working conditions, and encourage employees to take part in decision-making processes. The only challenge with incentive programs is the source of money to award the best performers in terms of allowances and salary increments. Therefore, a manager must balance between the available funds and the achievable financial performance that can easily offset the compensation given to the employees (Mullins, 2005). For most managers, the main problem might be the source of compensation funds. However, proper arrangement and preliminary evaluation of the available resources can help them determine the plausibility of applying incentive programs for motivation.

Pushing for organizational change is another challenging issue that managers face in their day to day experiences. In most cases, change is usually resisted and, therefore, proper guidelines should be laid down to emulate transitional change. Employees and stakeholders should understand why the change is inevitable and be directed on what to do in relation to the proposed change (Gratz & Smith, 2010). Explaining the reasons for change in an organization is the best approach of reducing the chances of change resistance. For most managers, change is inevitable and they get in touch with the involved stakeholders to implements the facets of the change, evaluate the plausible challenges, and define specific solutions to the problems.

A manager has the challenge of achieving the organizational goals while at the same time maintaining harmony among all stakeholders. Thera are various techniques that a manager can employ to achieve the organizational goals and maintain harmony at the same time. The most important approach that a manager can use should be aimed at satisfying the organization’s stakeholders including the shareholders, directors, employees, government agencies, suppliers, owners, and the community in which the organization operates. All of these stakeholders are interested in the growth of the organization. Therefore, to achieve the organizational goals, managers should ensure full participation of the stakeholders in decision-making. For instance, employees should be encouraged to come up with ideas without the fear of oppression from the management. They should co-manage the organization whenever brainstorming is required to solve specific problems.

In addition to involving the stakeholders in decision-making, a manager should also understand the specific tasks assigned to every employee/department. They should ensure the tasks match the skills of each individual as stated by Gold, Thorpe and Mumford (2010). They should also provide enough resources and advice to facilitate the functioning of these employees. They should also relate positively with the suppliers and implement the suggestions posted by the directors if they are aimed at achieving the predetermined goals of the organization.

Effective managers solve problems that face their organizations. For instance, they have to solve issues that they face such as performance enhancement, employee performance, and resistance to change. To solve these problems, managers should come up with the best incentive programs to award the best performing employees as a motivation. They should also provide adequate resources to boost performance and engage all stakeholders in making decisions regarding organizational change. Definitely, effective managers solve such problems in order to meet organizational goals and keep stakeholders happy.

 

 

References

Davenport, T.O. & Harding, S.D. (2012). The new manager manifesto. People & Strategy, � 35(1), 25-31.

Gold, J., Thorpe, R., & Mumford, A. (2010). Gower handbook of leadership and � management development. Burlington, VT: Gower.

Graetz, F., & Smith, A. (2010). Managing Organizational Change: A Philosophies of Change Approach. Journal Of Change Management, 10(2), 135-154.� � � � � � � � � � � doi:10.1080/14697011003795602

Mullins, L. (2005). Management and organisational behaviour. Harlow, England: Prentice Hall/Financial Times.