Strategic Decision Success in Management – Research Paper Example

Strategic Decision Success in Management Affiliation Strategic Decision Success in Management As an effective manager, one has the responsibilities of leading, supervising, as well as motivating other people. The ability of a manager to fulfill these obligations creates a big difference in the organization’s overall success. Research has shown that most companies are not successful because managers do not achieve the expectations of the person who promoted them. Success in management requires expectations such as maintaining or improving the best possible performance of the company. However, this is largely defined by the organization, through managing to get the best performance out of the team. All this happens in circumstances run through complex and dispiriting rules, guidelines and procedures that are created by the top management. Learning to become an effective manager is composite, and one method certainly does not apply to all managers (Leigh, 2008). Besides, most managers are the most under- reinforced and non-developed section of staff in an organization. They always receive much lower support and mentorship from the seniors than they expect. On the other hand, it is complex to train managers to become better. This is due to the following reasons. First, managers are always working hard at their job and the thought of spending any time to be trained feels like a waste of time. Secondly, newly promoted managers hesitate asking for advice on important matter of successful management; they find it hard to admit their weakness and faults. In fact, most managers are not aware of their weakness; the ones that are aware do not seek advice from their seniors. Below are the most strategic decision and factors essential in successful management.
Listening skills
Pay attention to what the employees, customers, and seniors are saying; also listen to what is being omitted. Success in management is less of telling people what to do and more of listening. By so doing, it is easier to understand and solve an issue at ease. Allowing the employees to talk freely about their problem makes them more aware of the problem and in most cases they can solve it on their own. In management, Listening lets employees "hear themselves contemplate” they finally develop a solution (Kyambalesa, 1998).
A role model
As a manager, one is always watched by both the seniors and the employees. Human beings learn by imitating others, the remarks about a manager are likely to pick up and follow their behaviors. For instance, if you would like to encourage your employees to admit to their weaknesses, you have to be the first to admit to your mistake. Therefore, a manager is a mirror of the employees. In short, managers should be the change they want in others.
Be yourself
One of the common mistakes especially for the newly appointed managers is to undertake that managers, they are supposed to behave in a different manner, they view employees in a different way. The managers find it hard to maintain as the same individual they were before the promotion. It is essential for a manager to develop a management approach that fits. It is easier to manage ones natural style with employees than picking a new one that conflict with the real self. Managers are promoted on who they were before the promotion, and changing means a different person and this leads to failure in management (Collins, 1993).
Focus on the strengths of the team
The success of an organization is largely determined by the strengths of the whole organization team. A successful manager ought to be aware of the positive attributes of their team and emphasizes on them rather than focusing on the weaknesses. This based in the fact that human beings only change when they want to change, not when being told to change. Successful managers work on building the innate skills of the employees (Straub, 2000). However, this does not insinuate that a manager ought to disregard the employees’ weaknesses. They should differentiate between the behaviors that can be changed and ones that can’t.
Emotional intelligence
In management, the aspect of emotional intelligence entails how human beings handle themselves and their affiliations at a workplace. This is an essential set of capabilities that differentiate successful leaders and managers. The most common dimensions of emotional intelligence necessary to a manager include self-regulation, self-awareness, motivation, empathy, and social skills (Cohen & Eimicke 2002).
Do not manage, lead.
The ideology of success in management as an indication of the work process is obsolete. Today, in most organizations, employees can manage themselves; all they need is a leader. Leadership entails the development of a communication strategy with the objective of reaching group achievements, devotion to the work and the team, and the commitment to the company’s goals (Straub, 1994).
Success in management requires an individual who is more than a manager and a team that is committed and cooperative. Effective communication remains to be the core of success in any organizations’ management. A successful manager ought to be patient and inspire employees and the seniors by being a role model.
References
Cohen, S., & Eimicke, W . (2002). The effective public manager: Achieving success in a changing government. San Francisco: Jossey-Bass.
Collins, E. G. C. (1993). Executive success: Making it in management. New York: Wiley
Kyambalesa, H. (1998). The keys to success in management. Brookfield, Vt: Ashgate.
Leigh, A. (2008). The secrets of success in management: 20 ways to survive and thrive. Harlow: Prentice Hall Business.
Straub, J. T. (1994). The successful new manager. New York: Amacom.
Straub, J. T. (2000). The rookie manager: A guide to surviving your first year in management. New York, N.Y: Amacom.