The concept of management is actually quite complex. Terms of managers and leaders are often used alternately but they are also often confused and misdirected. Management implies control in its traditional sense. It always has dictatorial connotations and implies boss employee relations. It is based on an autocratic style with systematic rules and guidelines. Warren Bennis One of our best-known business men in the 21st century stated that currently most employees are managed and under LEDs. The statement itself acknowledged that there were different differences between management and leadership.
Today’s leadership must create value, produce creativity, inspires innovation and communicates an interesting vision for the future. The manager in the actual sense of the word is a dying breed. Yes. We need a manager but today our managers must also have leadership skills. Managers often bear errors for failure, some are justified some not. However, in my experience in conducting round turns for companies that are financially problematic I personally can prove the fact that in every company I handle with problems, the problem is not managers. The problem is generally with leadership at the top of the organizational chart.
Middle management today may have one of the toughest jobs in this country. Middle managers may be the most underrated and most misunderstood species in modern times. They seem to accept most of the mistakes and get the least glory whether it is compensation or credit for success. Some experts really promote the concept of removal of secondary management promotion technology as new secondary managers. Computers cannot think (yet) Thank God because we need a middle manager. However, we need to teach them leadership skills so we can maximize the success of all our employees. We also need to empower our middle managers by releasing some policy restrictions that are often created by our longing to hold on to the previous autocratic leadership style.
The company can no longer pay for middle managers who are gatekeepers, policy administrators and directors. Managers at all levels in organizations must be leaders in their rights to form their own leadership models that include their functional role as managers. Today’s managers are often confused about their role. That means that every company must provide clarity of the role for all their managers. Most of these managers are able to become an effective leader while managing their specific functional responsibilities. We need to support them through education and leadership training. Some people who do not have the ability to develop their leadership skills need to be replaced. Consider the following actions:
o Promote the mind set in management that their role is one of the first leadership and second management.
o Encourage them to evaluate their personal roles in the context of insuring their actions always in line with strategic initiatives.
o Create a culture that promotes the style of servant leadership and empowerment.
o Create a leadership training program for all managers who combine training skills.
o Determine the role of the department clearly in terms of services to internal and external customers.
o Focus on promoting customer value is not just compliance.
o Create scoring cards and programs for recognition of success
Managers are different from leaders. They have different set skills. The company needs both. The conditions in the environment currently determine that managers need to develop leadership skills and their leaders must at least understand management requirements. More than ninety percent of the reasons companies fail can be traced to ineffective leadership. This is not because of the economy and it’s not because of the competition. It is a failure to learn. Effective leadership will overcome this openness