Text References – BE 4 Unit 7: Management Style

The new manager likes to delegate, whereas our previous one had a more directing style.

Giving an employee a title of ‘manager’ is a way of rewarding them for work done.

People who perform managerial functions are contributing to productivity and company performance. If they are not, either the person, the position, or both are redundant.

People respond to incentives or disincentives. To change their action, managers have to take a close look at precisely how they respond.

Many executives find themselves constantly maneuvering to achieve a higher position in the future, instead of focusing on the job in hand now. This undermines the will to work on improving professional skills.

New managers should not feel compelled to walk into their new role with a strategy already developed, because it will be wrong, incomplete, and/or lack buy-in.

The first week may be the best time for the new manager to do something radical, while colleagues and investors accept such steps are required.

Corporations are not responsible for all the world’s problems, nor do they have the resources to solve them all.

 **

It is 10 p.m., but I am still in the office.

Mr. Chan is in New York today, and he asked me to help him finish his 2 ppt presentations.

He wants to show them to the New York team first thing tomorrow morning when we start work.

Do you remember Mr. Jack?

He was the one who invited Mr. Chan to come to New York.

He is there, and he said if the project goes well, they can call all expect a rise.

I’d better get back to work.

Irving

**

Virtually every successful leader in history has had a tutor or served an apprenticeship that taught them necessary skills.

Alexander the Great studied under Aristotle;

In modern times, Jack Welch trained as a junior engineer at General Electric before rising to become its leader.

Both men’s approaches to leadership were shaped by their early experiences.

Natural intelligence and ability are essential for leading, but it is just as essential that these qualities be developed and enhanced.

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Researchers have cited many cases where people who are entitled managers are not in fact performing any managerial function-sometimes, performing no function at all.

Some have suggested that problems of underperformance and non-performance can be solved through training or reassignment to new positions.

Infosys, the Indian IT company, prefers this method to simple dismissal.

NR, the company’s founder and chairman, says that if manager or worker fails at their job, we will move him or her gently to some other area where the strengths are put to better use.

One has to be gentle because at the end of the day we have to bring out the best in everybody.