Five management tips for managers

Introduction

What is management? Every manager has an understanding of it. In daily management, people often work ineffectively and fail to produce proper results because of the manager's misconceptions about management. Therefore, managers need to grasp the following five common concepts of management.

Management is working through people and resources, both inside and outside the organization, to achieve a common goal. In other words, management entails four keywords: people, resources, goals, and work processes.

The first three keywords are the conditions of management, and the process of teamwork is the primary point of management. We can learn it from the following five aspects.

1. Management is about ensuring that subordinates get the most important things about their work.

The real meaning of the statement that management is the decision-maker is to confirm what management has to decide.

In the perception of many managers, it has been thought that managers have to allocate goals, resources, and authority. These are organizational decisions, not management decisions.

Replacing management decisions with organizational decisions is a relatively common mistake made in management.

These are three sources of misconceptions in management:

• Many believe that companies lack execution because their subordinates are not competent enough.
• Problems with the division of labor and processes lead to internal inefficiencies.
• Is it the subordinate's fault for not being able to meet competent people?

The reason for the existence of these three misconceptions is that managers do not make their subordinates get the most important thing in the work.

Enabling subordinates to get the most important thing about their work is at the crux of management decisions.

Managers in companies are busy doing what they think is important and never analyze and arrange what their subordinates should do. Therefore, employees only work with their understanding of the job, enthusiasm, and responsibility for the company, thus making it difficult for the results to meet the requirements.

A good manager must be an effective manager. The manager keeps everyone relevant to the goal and can make his subordinates get what the most important thing in their work is. When all things done by associates are important and valuable, the efficiency is increased.

Managers cannot work from experience but must convey clear, goal-oriented, and concise directives. So the definition of management must distinguish organizational decisions from management decisions and ensure that subordinates get an essential thing in their work.

2. There is no right or wrong management whose purpose is to solve problems according to the actual situation.

Management is a science, meaning that there are rules to be followed in management and all we have to do is conform to the rules of management.

The most significant rule in management is that there is no right or wrong management, its purpose is to solve problems according to the actual situation. This statement is the criterion for all management work.

The basic rule of human resource management is that the resignation of personnel is not a failure of the manager. Therefore, the focus of the HR department should be on employees who work hard to produce results, not those who are under-performing.

Therefore, HR managers need to learn this rule and maintain a moderate amount of face-to-face interaction with the best performers, thus hearing their expectations of the company, to find out the needs of good performers so that more good employees can have the opportunity to interact with managers.

Why is it a rule of management that "there is no right or wrong management, its purpose is to solve problems according to the actual situation"?

Firstly, everyone is in a different position in the organization, with extra information, other pressures, and different values. It can be challenging to reach a complete consensus among them.

Secondly, management should be tested by results, not by the criteria of right and wrong. If management needs to be evaluated for right or wrong, it leads people to ignore the goals the administration is trying to achieve. We evaluate management in terms of performance and whether it helps us solve problems.

Management is a science, not because you know a lot about management, but because you know that anything in management is not about right and wrong, only about solutions.

3. Management is a process.

Management is about managing people and things, combining people and things to achieve a task. The result will be different if we give this task to different managers.

When we talk about managers having to be effective, the main concern is whether we can keep the thing under control. While people cannot be managed, they must be understood and respected. So the core of management is about people, management is a process.

4. Good management is about aligning individual goals with organizational goals.

In management, we observe people based on two indicators, attitude and competence, and four types of people are based on these two indicators.

• The first type is a wealth-creating person, the kind of person who, if empowered, can produce performance.
• The second type of person is future-oriented, who is not very capable but has a good attitude towards work and can be developed.
• The third type is those who need to be dismissed, who are not competent enough but with a bad attitude towards work.
• The fourth type is the talents, who are very capable, we just need to motivate them.

Employees are divided into four types, and there are four ways of working: empowering, developing, motivating, and adapting, and this is how we mobilize them. If we treat these four types of people the same way, the other three may suffer, and the departure of wealth-creating talent is the greatest regrettable aspect of management.

There is no right or wrong management but good and bad management. The most significant difference between good management and bad management is the ability to integrate personal and organizational goals. Good management is about unifying personal and corporate goals; bad management is about separating these two goals.

5. Management to make resources available and accessible to front-line staff.

Management answers how to make resources available and accessible to frontline employees.

The purpose of management is to get results from the frontline staff, so if we want to have resources, we have to go to the frontline. Only if the resources are on the frontline the best team is there on the frontline. In management practice, we have three relatively large wastes.

• The best staff are not on the front line. Many managers believe that the main reason for their lack of competitiveness is that none of the frontline employees are the best in their company. Why are the best staff on the second line? Because the resources are in the second line, they go to the second line.
• Decision-making is all on the second line, as well.
• The superior leadership allocates resources rather than being directly delegated. The biggest problem in organizational management is that resources are all in the structure and not on the front line, which results in considerable waste.

Management is not as complex as we assume, and managers should keep one question in mind: are there resources on the front line or not?

Management's key is to make resources available and accessible to frontline employees. If frontline employees are not given enough resources, all management definitions are empty talk because managers should be responsible for the performance.