{"id":2192,"date":"2010-06-01T22:00:14","date_gmt":"2010-06-01T22:00:14","guid":{"rendered":"https:\/\/mhpmag.com\/?p=2192"},"modified":"2023-07-24T13:59:15","modified_gmt":"2023-07-24T20:59:15","slug":"ten-fundamental-principals-of-a-good-manager","status":"publish","type":"post","link":"https:\/\/yieldpro.com\/2010\/06\/ten-fundamental-principals-of-a-good-manager\/","title":{"rendered":"Ten fundamental principals of a good manager"},"content":{"rendered":"

1. When you have an issue<\/strong>, problem, failure, dysfunction or whatever – anywhere in the organization – look up the ladder for the cause and down the ladder for the solution.<\/p>\n

2. Everything that happens<\/strong> in an organization is the direct or indirect result of that organization’s culture, philosophy and core beliefs.<\/p>\n

3. You get the behavior<\/strong> you reward.<\/p>\n

4. Effective management<\/strong> is not about the latest fad or philosophy. It is about a fundamental trust and respect for people and treating them accordingly.<\/p>\n

5. Growing a business is not hard<\/strong> and it should be fun for everyone.<\/p>\n

6. Integrity and ethics<\/strong> must be the foundation for all of your decisions and actions.<\/p>\n

7. If you want effective and productive<\/strong> employees you must see employee development as an investment and not a cost.<\/p>\n

8. What employees want to be motivated<\/strong> and performance-driven is appreciation, recognition, validation and to feel important and to feel like they belong.<\/p>\n

9. The job of management<\/strong> is not to motivate employees but to create a positive motivational climate where employees take responsibility for their own motivation and performance.<\/p>\n

10. You are responsible<\/strong> to your employees and not for them.<\/p>\n

Today’s biggest challenges
\n<\/b><\/b><\/h5>\n

Corporate culture.<\/b> Corporate, organization and department culture all flows from the top down. The written and unwritten rules, policies and philosophy of a manager or the organization all eventually find their way into the attitudes and performance of almost everyone in the organization. One of the critical things to remember when dealing with people is: You get the behavior you reward. If the culture directly or indirectly rewards a certain type of attitude or behavior, you are, by your actions or inactions, probably reaffirming that these are acceptable. If you want to change behavior, you must first evaluate the culture that is in place that may be rewarding the type of behavior you are getting but don’t necessarily want.<\/p>\n

Communication style.<\/b> Rumors, hearsay, memos, emails, meetings, individual counseling sessions and bulletin boards all have one thing in common\u2014they communicate information\u2014some more effectively and timely than others. If communication in an organization is all top-down, you can be assured that you are not in touch with the realities of your organization, the marketplace, your customers or suppliers.<\/p>\n

Organization direction.<\/b> One of the biggest challenges managers face today is effectively communicating corporate direction with clarity and consistency to all employees who have a right and need to know. Most organizations do a poor job of this at best. One way to find out what your people believe is to conduct an anonymous survey of attitudes, perceptions and opinions.<\/p>\n

Decision making.<\/b> Many managers make decisions that other employees will either have to implement or that will affect them. If these decisions are made without bottom-up feedback, you can guarantee that the outcome of the decisions will be less than desired or expected.<\/p>\n

Feedback mechanisms.<\/b> Employees want to know how they are doing – whether poorly or well. Failure to give them the feedback they need is to keep them in the dark regarding the assessment of their performance and how and where they need to improve.<\/p>\n

Are manager’s roles changing?<\/b><\/h5>\n

A number of conditions impact the roles of managers today.<\/p>\n

    \n
  • Greater cultural diversity<\/li>\n
  • Several very distinctive employee age groups<\/li>\n
  • Increased impact and use of technology<\/li>\n
  • A growing international marketplace<\/li>\n
  • Ethical standards that are unclear or inconsistent<\/li>\n
  • Greater stress levels among all employees<\/li>\n
  • Corporate direction and strategy is under fire by consumers<\/li>\n
  • The desire of employees for greater independence and autonomy<\/li>\n
  • Increased consumer choices for products and services<\/li>\n
  • Fewer specifically skilled employees<\/li>\n
  • Relentless and accelerating change<\/li>\n<\/ul>\n

    With all these factors, again I ask you, are the roles of managers, supervisors, executives and business owners changing today? You betcha. Here are just a few.<\/p>\n

      \n
    • Many managers are responsible for increasing numbers of remote employees<\/li>\n
    • Some managers find that they are spending more time “doing” rather than “managing”<\/li>\n
    • Some managers are spending increased time coaching employees on personal issues<\/li>\n
    • All mangers are faced sooner or later with position openings that they can’t fill<\/li>\n
    • Mangers, in general, have less time for their own personal development<\/li>\n
    • Most managers are having to learn to deal with a variety of different employees culturally, gender- and age-wise<\/li>\n
    • Managers in general are spending more time communicating via email than in person or by telephone<\/li>\n<\/ul>\n

      There are more I could have included, but the essence is, that if you are still using management techniques and behaviors that you used more than five years ago, I guarantee you are less effective as a leader, coach and manager in today’s changing world.<\/p>\n

      Fundamental roles, attitudes or responsibilities of managers have not changed:<\/p>\n

        \n
      • The need to trust your employees and for your employees to trust you<\/li>\n
      • The need to respect their uniqueness<\/li>\n
      • The need to communicate openly and honestly<\/li>\n
      • The need to give them recognition and appreciation that is deserved<\/li>\n
      • The need to have a clear future career path available to them<\/li>\n
      • The need to compensate them fairly<\/li>\n<\/ul>\n

        If you will do just these six consistently, you will go a long way in successful management of your team.<\/p>\n

        \n

        Author: Tim Connor, ezinearticles.com<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

        1. When you have an issue, problem, failure, dysfunction or whatever – anywhere in the organization – look up the ladder for the cause and down the ladder for the solution. 2. Everything that happens in an organization is the direct or indirect result of that organization’s culture, philosophy and core beliefs. 3. You get […]<\/p>\n","protected":false},"author":10,"featured_media":35312,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":"","_links_to":"","_links_to_target":""},"categories":[46,427],"tags":[51,374,95,172],"class_list":["post-2192","post","type-post","status-publish","format-standard","hentry","category-article","category-national","tag-article","tag-leadership","tag-may-june-2010","tag-productivity"],"yoast_head":"\nTen fundamental principals of a good manager<\/title>\n<meta name=\"description\" content=\"are the roles of managers, supervisors, executives and business owners changing\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/yieldpro.com\/2010\/06\/ten-fundamental-principals-of-a-good-manager\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" 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