Performance Management
“Excellent performance by an individual worker does not completely guarantee being an effective manager.”
In this light, discuss what skills are required for being an effective manager and why.
Many of you must have heard that “Organizations succeed based on three things, performance, performance and performance”. That mantra in many ways is true in my opinion. Thus the above statement is largely true with emphasis on the words that excellent performance alone cannot guarantee effectiveness of the managers; but it can surely be just very close.
To understand this further, we perhaps need to understand what is performance, does it mean work related skills, does it mean deep understanding and knowledge of process performance, does it mean people management skills, does it mean effective communication (two way) or presentation skills, or does it mean all of the above.
With the increase in the complexity of roles and responsibilities of the modern day managers (many hats), the word performance has really taken a meaning different from what it used to be perhaps 15-20 years back. Today, the management of any sphere of any business operation requires most of the skills enumerated above. One cannot just perform in one area (technical) and remain oblivion about the rest (soft skills or human skills). It is the combined performance on all of these that counts and makes managers effective or defective. On the contrary it is very important for effective managers (or aspiring effective managers) to attain and learn and hone the human skills to become or remain truly effective.
One last point, technical performance still remains (no matter how complex the world becomes) most important ingredient for any specific role in organizations and its success. Non-performance on the core skills is definitely recipe for disaster.
In this light, discuss what skills are required for being an effective manager and why.
Many of you must have heard that “Organizations succeed based on three things, performance, performance and performance”. That mantra in many ways is true in my opinion. Thus the above statement is largely true with emphasis on the words that excellent performance alone cannot guarantee effectiveness of the managers; but it can surely be just very close.
To understand this further, we perhaps need to understand what is performance, does it mean work related skills, does it mean deep understanding and knowledge of process performance, does it mean people management skills, does it mean effective communication (two way) or presentation skills, or does it mean all of the above.
With the increase in the complexity of roles and responsibilities of the modern day managers (many hats), the word performance has really taken a meaning different from what it used to be perhaps 15-20 years back. Today, the management of any sphere of any business operation requires most of the skills enumerated above. One cannot just perform in one area (technical) and remain oblivion about the rest (soft skills or human skills). It is the combined performance on all of these that counts and makes managers effective or defective. On the contrary it is very important for effective managers (or aspiring effective managers) to attain and learn and hone the human skills to become or remain truly effective.
One last point, technical performance still remains (no matter how complex the world becomes) most important ingredient for any specific role in organizations and its success. Non-performance on the core skills is definitely recipe for disaster.