Factors Affecting Management Success
In a rapid and globalized world, management success is often associated with a plethora of carefully applied strategies that accentuate both the results and the processes utilized to attain a certain goal. Library shelves bulge with valuable management information about various factors that can affect our work performance and decisions. However, although we wish to know answers to the question of what factors affect successful management, most individuals have neither the time to wade through pages and pages in the off-chance of uncovering possible gems nor the capacity to meticulously examine a particular situation to discover what impedes them to success. Successful management stands far beyond a list of factors, skills and recommendations that a manager can memorize in order to excel. A successful manager pays attention to many facets of management, leadership and learning within organizations. The most important issue in management success is being a person that others want to follow. Every action you take during your career in an organization helps determine whether people will one day want to follow you. Based on this premise, it can be affirmed that Successful management is measured and demonstrated when a team’s performance under a specific leader is undoubtedly better than under anyone else. Successful managers are aware of a series of substantial factors that affect their performance. One of the major factors – and unfortunately the most underrated – is stress management. Stress is inescapable; everyone suffers from it to some extent; some people even say they thrive on it, while others feel it blights their lives. Stress, when controlled and balanced, can be good for us, even facilitating peak performance. However, when we feel a loss of control - a central contributor to stress, the severe negative impacts can take a dangerous emotional and physical toll. Effective management is only possible if we are able to understand and control the impact of stress, both on ourselves and on our colleagues. Failure to do so can be costly both in human and financial terms. For example, in the United States, work-related stress affects over 20% of employees and accounts for more than 6.5 million working days lost per year. This degree of absenteeism clearly impacts on the efficiency of the workplace. Surveys also indicate that up to a quarter of the work-force considers work-related stress to be a major cause of unhappiness in their lives. The link between stress management and relaxation is evident. Taking time off work for recreation is essential if we are to be healthy, successful managers. The only trouble is, those who are most stressed are often the ones who just can’t see “the wood for the trees.” Similarly as stress management, problem solving is a substantial factor. In this case, everything starts with finding the right problems to solve. Surprised to start with this step? Not many problem solving processes include this step, yet it is absolutely crucial. We just need to think how often we spend time and resources on problems which don't necessarily demand such attention. When we ask ourselves "Is it the right problem to solve?" too often, our approach to problem solving is reactive; we wait for the problems to arise. The real starting point for any problem solving process is to find the right problem to solve. After we have found the problem, we need to define it. It is very tempting to gloss over this procedure and move to analysis and solutions. However, like the first step (finding the right problem to solve), it is one of the secrets of effective problem solving. Combining problems that are valuable to solve, with defining exactly what you are trying to solve, can dramatically improve the effectiveness of the problem solving process. The secret to defining the problem is really about the attitude one has when facing an obstacle. In this case, it is crucial to see every...
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