What is management?

What is management? What do managers do? How do I manage?
These are standard questions that most of us in the management profession have been asked more than once. And questions we asked once in our careers too. Here, then, is a basic look at management, a primer, Management 101 from my perspective.
Art and Science
Management is both art and science. It is the art of making people more effective than they would have been without you. The science is in hoow you do that. There are four basic pillars: plan, organize, direct, and monitor.
Make Them More Effective
Four workers can make 6 units in an eight-hour shift without a manager. If I hire you to manage them and they still make 6 units a day, what is the benefit to my business of having hired you? On the other hand, if they now make 8 units per day, you, the manager, have value.
The same analogy applies to service, or retail, or teaching, orr any other kind of work.
Can your group handle more customer calls with you than without? Sell higher value merchandise? Impart knowledge more effectively? etc. That is the value of management – making a group of individual more effective.
Plan
Management starts wi

ith planning. Good management starts with good planning. And proper prior planning prevents. well, you know the rest of that one.
Without a plan you will never succeed. If you happen to make it to the goal, it will have been by luck or chance and is not repeatable. You may make it as a flash-in-the-pan, an overnight sensation, but you will never have the track record of accomplishments of which success is made.
Figure out what your goal is (or listen when your boss tells you). Then figure out the best way to get there. What resources do you have? What can you get? Compare strengths and weaknesses of individuals and other resources. Will putting four workers on a taask that takes 14 hours cost less than renting a machine that can do the same task with one worker in 6 hours? If you change the first shift from an 8 AM start to a 10 AM start, can they handle the early evening rush so you don’t have to hire an extra person for the second shift?
Look at all the probable scenarios. Plan for them. Figure out the worst possible scenario and plan for that too. Evaluate your different plans and de
evelop what, in your best judgement, will work the best and what you will do if it doesn’t.
Organize
Now that you have a plan, you have to make it happen. Is everything ready ahead of your group so the right stuff will get to your group at the right time? Is your group prepared to do its part of the plan? Is the downstream organization ready for what your group will deliver and when it will arrive?
Are the workers trained? Are they motivated? Do they have the equipment they need? Are there spare parts available for the equipment? Has purchasing ordered the material? Is it the right stuff? Will it get here on the appropriate schedule?
Do the legwork to make sure everything needed to execute the plan is ready to go, or will be when it is needed. Check back to make sure that everyone understands their role and the importance of their role to the overall success.
Direct
Now flip the “ON” switch. Tell people what they need to do. I like to think of this part like conducting an orchestra. Everyone in the orchestra has the music in front of them. They know which section is pl
laying which piece and when. They know when to come in, what to play, and when to stop again. The conductor cues each section to make the music happen. That’s your job here. You’ve given all your musicians (workers) the sheet music (the plan). You have the right number of musicians (workers) in each section (department), and you’ve arranged the sections on stage so the music will sound best (you have organized the work). Now you need only to tap the podium lightly with your baton to get their attention and give the downbeat.
Monitor
Now that you have everything moving, you have to keep an eye on things. Make sure everything is going according to the plan. When it isn’t going according to plan, you need to step in and adjust the plan, just as the orchestra conductor will adjust the tempo.
Problems will come up. Someone will get sick. A part won’t be delivered on time. A key customer will go bankrupt. That is why you developed a contingency plan in the first place. You, as the manager, have to be always aware of what’s going on so you can make the adjustments required.
This is an iterative process. Wh
hen something is out of sync, you need to Plan a fix, Organize the resources to make it work, Direct the people who will make it happen, and continue to Monitor the effect of the change.
Is It Worth It
Managing people is not easy. However, it can be done successfully. And it can be a very rewarding experience. Remember that management, like any other skill, is something that you can improve at with study and practice.
Management Secrets
Here’s a list of Ten Top Tips:
• (M) Consult, consult, consult.
• (A) You are managing people, not projects or product development or customer service or any other departmental mission.
• People are complicated and messy. They aren’t machines any more than you are; they won’t be the same every day, no matter how much you’d like them to be. So stay alert to what’s going on with them.
• (K) For the first couple of days, sit down and get to know your staff. Find out what they do, what their goals are, what they like to do in their free time, etc. Several years ago, I watched a new manager start with a company and for the first month or so, didn’t talk to any of his staff. A month later, he wondered why people were handing in their two week notices.

Get to know your staff!!
• (R) Learn how to deal with problem or resentful employees. I was promoted into my position over a longer-term employee. She was made my assistant. (Before everyone raises the sexism issue, I was the ONLY male manager and was promoted on performance.) She had a great deal of resentment and worked against me at every turn. After floundering around for a while, I finally took her into the office and calmly explained the facts of life to her, that I was the manager and if she couldn’t work with me one of us would be leaving and it wouldn’t be me. She straightened out after that and we eventually developed a good relationship.

Avoid re-inventing the wheel. Everything doesn’t require your unique hand-print. Some things probably work just fine already. Also don’t think or act like you know everything, nothing breeds resentment more than arrogance. You may be smart, but there’s always someone smarter.
• (MC) You are responsible for everything that happens in your scope of authority. Don’t ever think that just because you may not be doing the actual work, you are not responsible—you *are*. Unless you are comfortable with this basic fact, management is *not* for you.

The rewards come at a price. You will have to make decisions that will benefit the company as well as your staff..and quite often they are in direct conflict with each other. (You cannot be all things to all people..)

You do have a right to be human. Just because you are now management, does not mean that you can (or should) throw emotion out the window.

Laugh with your people..let them know that you are not a humorless troll.

Be honest with your people.you expect the same from them. Even if it’s bad news, honesty does help lessen the blow.

Defend your people! They will reward you with their loyalty.
As exciting and as insightful as these tips for new managers are, there is one more we should add. Management is not for everybody. As (A2) put it “it’s never too late to say thanks but no thanks..I’m happy where I am.”

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