Critique what a great manager should do

Topics: Employment, Article Pages: 6 (1658 words) Published: December 20, 2014
Introduction
As is known to all, some managers have the ability to take advantage of fewer resources to produce more benefits, which confuses other managers. In order to figure out what sets the great managers stand out from the average ones, the journal article is written. In addition, this journal article provides the readers, especially managers with the meaningful knowledge on what great managers actually do, the advantages of their behavior and how they achieve that. In a word, the journal article is written in an attempt to offer people the knowledge on the behaviors and strategies of great managers and the benefits coming from their measures.

What great managers do
The journal article mainly discusses three issues, that is, the difference between great managers and the ordinary ones, the benefits coming from great managers treating employees in different ways and three diverse things that great managers should know in order to manage the staff well (Marcus, 2005). Here the issues will be described in details. At first, compared with the average managers, the great managers not only know and value the unique abilities and even eccentricities of their employees, and learn how best to integrate these qualities into a coordinated plan of attack but also turn these particular talent into performance. The case of Jeffrey provides the evidence to prove this statement. It is much likely for ordinary managers to not hire Jeffrey because he even did not dare look at interviewers’ eyes during the interview. However, as a successful manager, Michelle did not do in the same way as most average managers and hired Jeffrey. Her decision to give Jeffrey a chance brings benefits to the company. That’s because Michelle gave Jeffrey a specific position and Jeffrey’s peculiar talent comes into play. The situation goes the same with Genoa. After discovering her natural abilities, Michelle shifted Genoa’s position. What’s more, both Jeffrey and Genoa were tweaked, which makes their uniqueness create benefits for the whole company. Another manager, Jim Kawashima, also is good at discovering, developing and making use of employees’ uniqueness. Although his strategy is different from that of Michelle, both of them are using employees’ special

traits to create best achievements.
Advantages of capitalizing on employees’ uniqueness
In the the journal article, Buckingham (2005) talks about the advantages of treating employees according to their uniqueness in the section of great are romantics. There are mainly four merits of capitalizing on each employee's special abilities, which include saving time, making employees more accountable, building a stronger sense of team and introducing a healthy degree of disruption into the world. Firstly, time is saved by managers' discovering and making use of each worker's special abilities. It is more effective to crave out a role which takes advantage of staff's natural capacities than to spend much energy training them to do the work unsuitable for them. Secondly, staff can be made more accountable after managers capitalize on employees' uniqueness. That requires managers to challenge staff to contribute to the company, to practice his ability and to refine it. Thirdly, the stronger sense of team is established when managers make use of what is unique about each worker. The reason lies in the fact that the deed can create interdependency, which provides people with an opportunity to appreciate their coworkers' particular abilities and to understand that colleagues can help them when they need help. Finally, a healthy degree of disruption is introduced into the world when employees' uniqueness is applied. In fact, all great managers pay attention to natural abilities for its own sake. Methods to manage employees well

At last, the journal article puts forward three methods for managers to manage employees well. The first step is to make the most of strengths. After gaining a full understanding of an...

References: Buckingham, M. (2005). What Great Managers Do, Harvard Business Review,
Harvard.
Druck, P. (2005). Self-management, Nan Tong Publisher, Zhejiang.
Li, L. (2008). The Power of Leadership, China City Publisher, Beijing.
Mintzberg, H. (2011). Managing, Worldwide Magazine Company, Beijing.
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