Abstract
For managers to improve the organization strategically, they need to begin with self-management. What qualities exemplify effective managers? An individual effectiveness model employs four circles of self-assessment: self-perception, self-management, relationships, and effectiveness in group settings. How does one gain and use personal power? What is one's management style and decision-making practice? How does the work environment impact managers' action? Self-confidence and personal management success builds a reputation that attracts others to collaborate. Several self-assessment exercises are included.
TopTheoretical Framework
Personal Qualities of Strategic Managers
Burgoyne and Stuart (1976) proposed two clusters of characteristics, basic knowledge and personal qualities, which relate to strategic management:
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Facts about the school, its community, and the library’s role within that setting
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Relevant technical knowledge
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Management knowledge
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Analytical problem-solving skills
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Interpersonal skills
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Sensitivity to people and situations
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Ability to work well under stress
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Ability to respond to current situations with a long term consequences mindset
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Creativity
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Mental flexibility
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Abstract and concrete thinking
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Self-knowledge.
Managers need technical skills, interpersonal and communication skills, and conceptual and decision-making skills. They need to be effective when working with things, with people, and with ideas.
Specific management knowledge includes two clusters of skills:
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Planning, organizing, directing, controlling
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Team management skills: motivating, training and coaching, and empowering workers.
The first cluster focuses on goal-setting, identifying available and needed resources, setting a direction to achieve the goals, organizing people and materials within a predictable structure, setting the climate to carry out the needed tasks, evaluating all of the elements, and making adjustments to optimize efforts and results.
The second cluster of skills recognizes the importance of human relationships and interdependence. Managers have to negotiate the fine balance between being part of the team as an accepted member as well as supervising the team. Managers have the responsibility for making sure that operations are effective so they need the authority to allocate material and human resources to that end. The key to that balance is monitoring the interplay of the team members; managers have the overall perspective so can see how group dynamics impact work flow and interactions with the external environment. Basically, team building enables resources to be used more efficiently because the team can share expertise. The potential price managers pay for exercising this supervisory role is less candidness and more conformity; the team might also form internal coalitions. That latter situation actually reinforces team spirit and increases internal team power; the situation also reinforces the manager’ need for some separation from that team.
Key Terms in this Chapter
Team Management Skills: Motivating, training and coaching, and empowering workers.
Power: The capacity to influence others.
Culture: The sum of attitudes, customs, and beliefs that distinguishes one group of people from another.
Management: Style : Characteristic ways of making decisions and relating to subordinates.
Stakeholders: Persons and groups who have an investment, interest or concern in an organization.
Self-Assessment: Evaluation of oneself or one's actions and attitudes.
Self-Management: Management of or by oneself; the taking of responsibility for one's own behavior and well-being.
Norm: A standard or pattern, especially of social behavior, that is typical or expected of a group.
Professional Development: The advancement of skills or expertise to succeed in a particular profession, especially through continued education.
Interpersonal Skills: The skills used by a person to properly interact with others.