What is the Primary Role of the Manager
The primary role of the manager is to develop people and enable them to reach their full potential. Within that role, managers plan, organise, lead, coordinate and control. On a basic level, managers organise, direct and empower staff, on one hand, and control resources on the other. They set the direction for their teams, or groups, they influence the decision making and they help staff achieve stated personal and corporate objectives. All these key managerial functions are highly integrated into the primary role so that they work interchangeably together. The secret of an effective manager is thus to create a people environment where each person feels he/she can be what they dream of becoming.The best managers execute that primary role by valuing their staff, being sensitive to their diverse needs and skills and communicating well. This is done by setting responsibilities unambiguously, individual training and giving clear comments or instructions, simply and briefly, to ensure everyone understands what's expected of them. Once a communication is given, the end result needs to be monitored to ensure priority objectives are delivered. However, to ensure goals are achieved, staff have to be involved in the decision-making process, to feel ownership of their activities, and to feel a sense of positive direction.The greatest fallacy around management is that when you are in charge of a team you have to work terribly hard to set an example to others. In fact, if you are too busy you are not doing your job properly. A competent manager delegates tasks and leaves his or her team to get on with them. The primary job for the manager at all times is to be there for the staff, to concentrate on their needs; to be available to answer queries, to check progress, to advise and encourage, to deflect inappropriate action and to assist where needed. If the manager focuses on the team, her/his guidance will ensure they do 150% because consistent positive attention to their needs and problems will boost both their feeling of value and the level of productivity.To every single colleague, the manager or team leader is the most important person. The one they wish to please and impress. When the team is neglected because the manager is 'too busy' the results become all too apparent in unexpected negative outcomes and low productivity. Everyone likes to feel appreciated and recognised for a job well done and the lowest morale is often created by this lack of attention and recognition from managers. This is because they tend to stress the negative, critical aspects of their workforce instead of the positives, which end up undermining or diminishing genuine team effort. In such situations, where there is a lack of personal reinforcement, it is difficult for colleagues to remain loyal or to focus on desired outcomes.
The primary role of the manager is to develop people and enable them to reach their full potential. Within that role, managers plan, organise, lead, coordinate and control. On a basic level, managers organise, direct and empower staff, on one hand, and control resources on the other. They set the direction for their teams, or groups, they influence the decision making and they help staff achieve stated personal and corporate objectives. All these key managerial functions are highly integrated into the primary role so that they work interchangeably together. The secret of an effective manager is thus to create a people environment where each person feels he/she can be what they dream of becoming.
The best managers execute that primary role by valuing their staff, being sensitive to their diverse needs and skills and communicating well. This is done by setting responsibilities unambiguously, individual training and giving clear comments or instructions, simply and briefly, to ensure everyone understands what's expected of them. Once a communication is given, the end result needs to be monitored to ensure priority objectives are delivered. However, to ensure goals are achieved, staff have to be involved in the decision-making process, to feel ownership of their activities, and to feel a sense of positive direction.
The greatest fallacy around management is that when you are in charge of a team you have to work terribly hard to set an example to others. In fact, if you are too busy you are not doing your job properly. A competent manager delegates tasks and leaves his or her team to get on with them. The primary job for the manager at all times is to be there for the staff, to concentrate on their needs; to be available to answer queries, to check progress, to advise and encourage, to deflect inappropriate action and to assist where needed. If the manager focuses on the team, her/his guidance will ensure they do 150% because consistent positive attention to their needs and problems will boost both their feeling of value and the level of productivity.
To every single colleague, the manager or team leader is the most important person. The one they wish to please and impress. When the team is neglected because the manager is 'too busy' the results become all too apparent in unexpected negative outcomes and low productivity. Everyone likes to feel appreciated and recognised for a job well done and the lowest morale is often created by this lack of attention and recognition from managers. This is because they tend to stress the negative, critical aspects of their workforce instead of the positives, which end up undermining or diminishing genuine team effort. In such situations, where there is a lack of personal reinforcement, it is difficult for colleagues to remain loyal or to focus on desired outcomes.
