All about Management, Skills, Traits, Capabilities, Development and Performance

Article Index Pages:  1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 - 11 - 12 - 13 - 14 - 15 - 16 - 17 - 18

Successful Major Account Management The ...
Sales Managers The Goal of Every Encount ...
Sales Lead Management
Sales Management Training
How to Increase Your Sales Part II
Managing an RV Sales Lot
Managing a Car Sales Lot
Sales Management for Bicycle Shops
Sales Managers DO YOU CARE About How Wel ...
Major Account Management Is Not A Single ...

Article Index Pages:

1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 - 11 - 12 - 13 - 14 - 15 - 16 - 17 - 18

Article Index Pages:

 1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 - 11 - 12 - 13 - 14 - 15 - 16 - 17 - 18

Article Index Pages:

 1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 - 11 - 12 - 13 - 14 - 15 - 16 - 17 - 18

Getting results in the workplace with proper management skills

The four components for getting results:

You can only get results or goal achievement by monitoring progress towards those goals. First of all there must be goals for every position to strive for, in support of the overall broad strategies of an organisation. Secondly, persons must be held accountable for reaching those goals and it normally helps to break these goals up into shorter term benchmarks. Thirdly, there must be a system of regular feedback on the progress of achieving those goals, where someone of authority shows interest in the state of affairs. Fourthly, persons must be rewarded according to the degree of performance in achieving these goals.

Very often one of these components is missing, which inevitably leads to failure or partial achievement of goals for a department or organisation. The reasons for failure can be as follows:

• Organisation strategies are not clear or absent - lack of direction for all employees

• Goals are not clear or absent - persons will tend to develop own goals according to personal and subjective perceptions

• Regular monitoring of results is not a requirement through the management levels - nobody seems to be interested in results

• Poor regular performance evaluation system or total absence of it - persons will not adjust behaviour to the organisation needs

• Equal division of rewards, irrespective of the degree of individual performance in goal achievement - disinterest attitudes in doing well and breeding ground for a culture of prioritising personal interests and benefits above organisation needs

When an organisation excels in applying these four components, the monitoring role by individuals becomes crucial in maintaining good human relations among employees and keeping them positive and motivated.

The components for highly motivated employees:

We can start this off with stating the opposite of the reasons for failure of organisations as mentioned above. Unfortunately these are not the only components for achieving good results, with simultaneous highly motivated employees.

All of us are aware of persons in positions of authority, where it is expected of that person to achieve goals through the performance of other persons. A superior is in daily contact and interaction with subordinates and visa versa. It is in the management role of monitoring or controlling the tasks of subordinates, where relations can quickly turn sour for the worse, for the organisation as well as for the individuals concerned.

Many persons are in positions of authority, overseeing the tasks of subordinates, without ever having been exposed to what factors make up for good human relations, what factors inspire people or how people crave to be treated. Organisations and managers appoint people, without recognising the need for those appointees to be capable of inspiring subordinates. They truly do not realise the important need of proper prior education, in matters of human behaviour and human relations, for any supervisory or managerial position. The poor soul being appointed, without being educated in matters of human relations, soon becomes frustrated and stressed out of all proportions, which in turn can lead to other health related problems. To place the cherry on the cake, a newly promoted manager more often than not, feels so proud and bloated that arrogance tends to armour the person against recognising own personal shortcomings or to lull the person into ignoring it. When this is the case everybody loses. There is no win-win situation.

Here below is the correct sequence of events before appointing anyone in a position of authority:

Proper Training
Proper Exposure to display lessons learned
Monitor progress in application of lessons learned
Mentor of deviations in performance by a mature and knowledgeable person
Evaluate performance
Appoint/promote/reject

The bodies who can take action and rectify this distortion in required skills, are the Board of Directors, the Chief Executive, Top Management, Human Resources Professionals and of course any employee with enough ambition to do something about his or her skills deficiencies.

The necessity for the presence of Management Skills:

Basic management skills consist of the following:

Management Skills (plan, organise, control, direct, Managing People, Conflict handling skills, Presentation Skills, Writing Skills, Oral Communication Skills, Interviewing Skills, Negotiation Skills, Meeting Skills, Problem-solving Skills, Coaching skills, Team Leading Skills, Time Management Skills, Delegation Skills, Project Planning Skills.

In the prevailing relative scarcity of self-study training courses, we have therefore put together a self-study training bundle, covering supervision, management, entrepreneurship and leadership all in one place.

The best of success with your career path.

By: Pierre du Plessis