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Peaks, Troughs And Pressure Typify Management Today, But You Can Handle Them Well If You're Ready.
Author : Leon Noone
There are many theories about management. Few of them are developed by successful, practising managers. The reality is that no one finds out what day to day management is like until they occupy a management role. Very often new managers discover that their expectations are inaccurate. And it's a lot harder too.
The Social Skill. Management is a social skill. It is exercised only with people. And you can learn management only on the job. You can undertake as much study as you like. But nothing can replace the day to day on job practice of management.
Good management is dependent on many variables that can't be accurately replicated or simulated anywhere but on the job.
What Exactly Do Managers Do? This isn't easy to establish. When asked, managers tend to repeat what they've learnt on courses or read in books. They say what they're "responsible for". But saying what they actually do is hard to ascertain.
What a manager does depends on lots of things including how he sees his job role background, experience and training personal values and goals the support he receives from others what he believes is expected of him perception of organization values who he's trying to please the amount of power he believes he has his judgement the competence of his employees how others evaluate his performance his assessment of organization culture.
Management Control. Managers have little control over what they do. They're often merely responding to situations and influences. And the implications are often quite unexpected. Experienced managers realize that the only constant is change. The consequences of change may be totally unexpected.
The Manager's Job. The manager's job is not a smooth surface with occasional and predicable bumps. It's an unsealed road with bumps, potholes, warning signs, hairpin bends, washaways, obstacles, other vehicles demanding right of way and occasional short lengths of level surface.
It's a game where participants change, ignore or invent new rules, play with or without a referee and strike the ball with whatever's available. Sometimes someone takes the ball and goes home.
The Big Problem. The new manager is rarely warned that little in management is "plain sailing". A new manager is rarely prepared for the disruption caused by day to day peaks and troughs. And he has little or no experience in handling them. Mentors and colleagues offer support. But they make it clear that he'd better "learn to live with it".
Conclusion The work a manager does is dependent on many variables. The vast majority of managers respond as well as they can to circumstances as they see them.
Managers should accept the uncertainty of their roles. The key is to limit the effects of the peaks and the troughs. This is possible only if managers accept that their job contains unpredictable ups and downs and develop flexible responses.
Author's Resource Box
Leon Noone helps managers in small-medium business to improve on-job staff performance without training courses. Some say his ideas are too unconventional. Find out for yourself by reading his free Special Report 49 Practical Tips For Better People Management In Small-Medium Business. Simply visit http://www.leons7secrets.com and download your free copy now.
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Tags: KW small-medium business, handling management pressures, better day to day managing, balancing management pressure
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Submitted : 2010-03-18 Word Count : 1 Popularity: 74 Times Viewed: 18
