For many years, the title “manager” is associated with the management of
people. The role of a manager is based mostly from an old manufacturing
concept that workers cannot do the work by themselves but need
supervision, without management the works cannot be accomplished. The
responsibility of a manager is giving workers direction, approves their
works, controls budget of the group they are managing, and sometime
hiring or firing workers.
This concept is no longer valid in the information age with technical workers. Most of these workers are college educated and well trained to do their works. Therefore the role of managers has changed but few schools are teaching it. Many are still using the classical textbooks from the manufacturing era. With the wrong training, many managers are not effective so projects failed and companies did not achieve their business objectives. Basically the new role of the manager is not about telling workers what to do but motivate them to do their best and help them to overcome any obstacles that they are facing. The new manager’s job consists of three responsibilities: People Management; Process Management; and Performance Management.
People Management is about providing the vision and direction to the group. By definition, a group may consist of one or several teams, the group size may vary from fifty to five hundred people. Therefore, it takes the leadership of the manager to guide such a group to accomplish the business objectives. A good manager must understand group dynamic, knowing how to build a cohesive group by encourages the cooperation among teams within the group and group members. The manager must clearly explain the objectives of the group, its functions within the company and the reason why it exists. To be effective, the manager must be trained in team building and understand that the best decisions are made by the group not by any individual. Every group has some technical experts and manager must rely on them to come up with the technical decisions. However, before a decision is made, group members must get involved to ask questions, express their opinions, and propose options or alternatives. The information sharing may lead to new and better decisions. Since the final decision is based on the collective contribution of group members, they will support and commit to implement them.
Process Management is about keeping consistency to the activities within the group to ensure quality of the work. A good manager must define processes for the group to follow. The group process may be based on the manager’s knowledge, skills and experience and also in alignment with company policy so workers can follow them accordingly. The policy is the direction, the process is the road map, and the procedure is the guide. If these are not effectively managed there will be chaos. Without a policy, the group will be confused; without the process, the group will not moving in the same direction but do whatever they see fit; without procedure the group do not know how to do thing in a consistent manner but rely on their own intuitions. In that case, the group will drift like a leaf floating in the river with no direction. A group without process will be lost. They will struggle with implementations; activities will be in constant chaos then fail.
Performance Management is about daily monitoring of the group progress in achieving its business objectives. A good manager must track the group’s activities to make sure projects are on schedule, within budget and will meet business goals. A good manager must be trained to monitor actual progress and make adjustments if needed. It allows manager to hold the group accountable for their actions and also keeps company owners informed.
It is important to note that well trained managers can bring a lot more to company than just the ability to manage people. By understand the issues of people, process and performance, a manager can help company achieve its business objectives in this competitive market.
This concept is no longer valid in the information age with technical workers. Most of these workers are college educated and well trained to do their works. Therefore the role of managers has changed but few schools are teaching it. Many are still using the classical textbooks from the manufacturing era. With the wrong training, many managers are not effective so projects failed and companies did not achieve their business objectives. Basically the new role of the manager is not about telling workers what to do but motivate them to do their best and help them to overcome any obstacles that they are facing. The new manager’s job consists of three responsibilities: People Management; Process Management; and Performance Management.
People Management is about providing the vision and direction to the group. By definition, a group may consist of one or several teams, the group size may vary from fifty to five hundred people. Therefore, it takes the leadership of the manager to guide such a group to accomplish the business objectives. A good manager must understand group dynamic, knowing how to build a cohesive group by encourages the cooperation among teams within the group and group members. The manager must clearly explain the objectives of the group, its functions within the company and the reason why it exists. To be effective, the manager must be trained in team building and understand that the best decisions are made by the group not by any individual. Every group has some technical experts and manager must rely on them to come up with the technical decisions. However, before a decision is made, group members must get involved to ask questions, express their opinions, and propose options or alternatives. The information sharing may lead to new and better decisions. Since the final decision is based on the collective contribution of group members, they will support and commit to implement them.
Process Management is about keeping consistency to the activities within the group to ensure quality of the work. A good manager must define processes for the group to follow. The group process may be based on the manager’s knowledge, skills and experience and also in alignment with company policy so workers can follow them accordingly. The policy is the direction, the process is the road map, and the procedure is the guide. If these are not effectively managed there will be chaos. Without a policy, the group will be confused; without the process, the group will not moving in the same direction but do whatever they see fit; without procedure the group do not know how to do thing in a consistent manner but rely on their own intuitions. In that case, the group will drift like a leaf floating in the river with no direction. A group without process will be lost. They will struggle with implementations; activities will be in constant chaos then fail.
Performance Management is about daily monitoring of the group progress in achieving its business objectives. A good manager must track the group’s activities to make sure projects are on schedule, within budget and will meet business goals. A good manager must be trained to monitor actual progress and make adjustments if needed. It allows manager to hold the group accountable for their actions and also keeps company owners informed.
It is important to note that well trained managers can bring a lot more to company than just the ability to manage people. By understand the issues of people, process and performance, a manager can help company achieve its business objectives in this competitive market.
Prof John Vu
Carnegie Mellon University
Original source: http://www.segvn.org/forum/mvnforum/viewthread_thread,1446
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