Managers Are Born And

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managers are born and not made . It's often said that managers are born and not made . A management position in the employment ranks is often seen as a reward and prestige in itself. That being said many of the worst candidates for management - in any business, workplace or firm and the very ones promoted to management positions. Why is this so? First of all the employment attributes that made these workers so successful in the first place are often entirely diametrically opposed to their new
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  managers are born and not made .It's often said that managers are born and not made . A management position in theemployment ranks is often seen as a reward and prestige in itself. That being said manyof the worst candidates for management - in any business, workplace or firm and the veryones promoted to management positions. Why is this so? First of all the employmentattributes that made these workers so successful in the first place are often entirelydiametrically opposed to their new , prestigious and perhaps better paying , new roles of management. The most successful employees are self motivated employees who like toget the job done . They are often the lone wolves of any organization. If it comes to it better to get the job done you . In addition they may full well realize how little effortcertain tasks take - after all they may have themselves as part of their work many times.As such their patience may wear thin with other employees who they now govern, whomthey can well see as lazy, inefficient or ineffective or all of the above. Delegation anddelegation of tasks to employees is one such major question and area of concern.You may well have gone into major retail chains, as a customer or observer. Indeed themajor model of Mr. Sam Walton the founder and innovator of the future marketing salesand marketing giant Wal-Mart had as his model - the then major retail player K-Mart .Mr. Walton, it has been recorded, would stroll K-Mart stores with a voice recorder andcamera observing. In fact Mr. Walton had his tools and instruments confiscated at one point. When Mr. Walton explained what he was doing and that (at that point) he was nothreat to K-Mart they were actually returned. What Mr. Walton observed was thecommand and control structure of K-Mart. How it functioned, how it worked. It seemedthat K-Mart had both an orderly delegation system. Workers and people were left to dotheir jobs . You may wander into a retail store where everything seems to run smoothly.You may wonder - what does the manager do here? He sure has an easy job? In that casethe management is doing its job. Its role is not to do the work itself - in essence todelegate the work to its employees. The role of the manager and management is not to cutthe key but to hire workers, arrange for training programs to teach them how to cut thosekeys. As part of the store or business's development, growth and employee trainingsystems self governing teams should develop and grow.These teams of company employees in essence will govern the workers. If an employeedoes not pull their weight , is disinterested , or not motivated, in most cases it will be theteam , not management directly , who will take care of the issue and tell the employeeinvolved either shape up or ship out . Peer pressure if used properly and appropriatelycan be a wonderful tool and asset to any employment organization.This brings us to our summary: Delegation in any enterprise with employees andemployment delegation is key. As a manager you may have been trained or it may beyour basis of thought that if the work is not done you should get the work doneyourself . In the year 2008 those organizations that will be the most effective and   profitable are those in which management follows the adage of delegation of work responsibilities is best . ARE MANAGERS BORN OR MADE?? .. There are many schools of thoughts on this subject.The opinions are divided over whether managers are born or made.Search on the net and you will get plenty of articles, topics, discussions on this topic andeach one sounds logical and justified.As this is a relative question, there is no one single answer to it.In my personal opinion, it is actually a combination of both.You have to be born with a potential.This trait or potential then needs to be nurtured and fine tuned which is the development part.Mozart was not born a musician. But he had tremendous potential to be one of thegreatest, and luckily for him, he had the surroundings to nurture this talent.Strictly speaking, no one is born a leader, just as no one is born a talented artist.But you can be born with the underlying traits that make you a potential artist given theright stimulus and environment.Becoming a manager is a tough job and the toughest part is managing people.You have your back against the wall and are always bombarded with pressures from threedirections - management above you, people below you and from home.How you manage and handle these pressures and become a successful manager can belearnt.  There are several training programs which talk about skills required to be a manager -communication skills, team building, change management, stress management, peoplemanagement, etc.These skills can be learnt.But can you solve problems just by learning from books or from what is taught to you? No.You need to have a trait which you are born with which will enhance your training.You need to have that inborn talent.By undergoing training, what you are doing is fine tuning that trait.It is like two kids learning to ride a bicycle. One may learn within a couple of days whilethe other may take a few weeks.Two students - one becomes a doctor but the other hates medicine but is excellent intechnical stuff.These are traits and potentials you are born with.So if one can correctly analyse and zero down on what one's trait or potential is, one will be very successful.One can be born with a silver spoon in the mouth, yet be a terrible leader and a badmanager.Someone might be born as a commoner, yet have the traits to lead and manage.There will be several opinions which can counter what I have written here.  As I said earlier, this is a relative topic and there cannot be one single answer to thequestion. Good Managers – Born or Made? ‘On-the-job experience is more valuable than natural ability.’ That’s the view of today’s managers,according to a research project by the Chartered Management Institute. It’s a good sign for thoseof you just about to leave university, as the implication is that you are not expected to ‘know it all’from day one. It is also a clear indication that the ‘born not made’ myth is finally giving way to amore common sense approach.Based on detailed interviews with 1,000 prospective employers, the study found a significant shiftin the priority given to management development by employers. It suggests that recent yearshave seen a change in attitude towards what makes a good manager and how developmentshould be delivered. And interestingly, there also appears to be a trend among organisationstowards active talent management and fast-tracking high potential managers.This is good news for organisations and individuals, as the research clearly makes the linkbetween investment in management and leadership development (MLD) and businessimprovement. It certainly is a step change as MLD has often been conducted with the implicitbelief that it is beneficial. But now there is positive evidence of the value of managementdevelopment – not just for you, but in terms of performance improvements for organisations. When to start The question now is, if management ability is not necessarily innate but should be learned, whenis the best time to start? There is an argument to suggest that the ideal time is at the beginning of your career. That’s why the Institute has teamed up with organisations such as Year in Industry.It’s a partnership which gives students the opportunity to develop management skills in abusiness environment. The agreement follows research which discovered that 49 per cent of HRManagers think graduates are increasingly less well prepared for the workplace. One third believegraduates have poor interpersonal skills, with diplomacy (64 per cent) and team working (39 per cent) cited as key areas of concern.Designed by the Institute, the programme responds to management demands that graduates ‘hitthe ground running’. It introduces students to management skills teaching team leadership,information handling and project supervision techniques. Successful participants will be awardeda Level 3 Certificate in Management. Qualifications gap But this scheme has not been created simply to teach the theory of management. Participants aregiven the chance to experience and understand what it takes to be a top-class manager throughexposure to a working environment.The reason for this is that, whilst formal lessons in management development begin to take placein the classroom, in the world of work there is still a major gap between qualified and unqualifiedmanagers. Out of a population of some 4.5m, only 20 per cent hold professional managementqualifications.Most executives will have got some kind of technical or specialist qualification in the bag quite
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