The Making of a Manager: What to Do When Everyone Looks to You

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According to Jim Collins, the author of "Built to Last," vision consists of two major components – core ideology and envisioned future: Delegation. It’s impossible to do all the work by yourself, and for this reason, managers delegate. This means a manager must know the people on the team well, to be able to assign tasks to the right people, based on their skills. For Example: Controlling the budget of the organization allows you to allocate funding among departments according to their needs or goals.

Planning, Organizing, Leading, and Controlling 1.5 Planning, Organizing, Leading, and Controlling

Leader” has nothing to do with titles. Leadership is not tied to any position – an employee of any hierarchical level can demonstrate leadership skills and cause change to happen. "A great leader’s courage to fulfill his vision comes from passion, not position." John Maxwell, author and speaker. Are we adding value through research and development or customer service, or by prompt delivery, or by cutting any intermediary which reduces the customers’ costs? Managers can isolate those factors, especially in the external environment, which are of specific interest to the organization.

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Both managers and leaders are focused on achievements – but while managers reduce risks, leaders look for opportunities. There is a high probability that during a project life cycle, there will be unexpected changes. For an organization to stay afloat, it needs a strong change management policy. Core ideology is the company’s self-identity, consistent through time, the “bonding glue that holds an organization together.” It consists of two sub-components: Managers/strategy-makers must be able to predict the economy’s state. These warrants the necessity of studying the economic environment to identify changes, trends, and their strategic implications. Suppliers are the providers of production or service materials. Dealing with suppliers is an important task of management.

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Metlife study, conducted in 2019, showed that 88% of employees who feel a strong sense of purpose at work are satisfied with their job, and 89% are more productive. This way, an organization which has a great leader can significantly increase productivity and happiness at work. This implies that over the years, General Electric has invested in developing those capabilities, systems, and processes that enable it to respond.

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Both leaders and managers make a valuable contribution to an organization – but this contribution is different. Leaders advocate change and new approaches, looking for new ideas. Managers focus on stability and maintain the status quo. Leaders see a forest, and managers see the individual trees. "Whereas leaders are concerned with understanding people’s beliefs and gaining their commitment, managers carry our responsibilities, exercise authority, and worry about how things get accomplished."Fred C. Lunenburg, the Merchant Professor at Sam Houston State University Through communication, managers execute control over their teams. They regularly meet with their employees during team meetings or one-on-one conversations to review assignments, express concerns, or discuss expectations. Their responsibility is to reach organizational goals, making sure that the daily work of employees contributes to the overall company's mission. Position vs. Status The measurement of performance can be done in several ways, depending on the performance standards, including financial statements, sales reports, production results, customer satisfaction, and formal performance appraisals. Managers at all levels engage in the managerial function of controlling to some degree.