Good managers are born or made

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It is quite clear that effective management is a crucial part of any business’ organisational strategy and effective managers are the ones create an effective management system. The argument about “good managers are made or born” is continuing for decades since and the role of managers is concerned. But the idea is changing through time. Nowadays, technology and management skills have continued to develop; managers are required to be consistently followed up and updated themselves to fit in. With this perspective, I strongly believe that managers are well-trained through experience and training processes to really become “good” ones. That is why organisations spend millions of dollar on leadership training processes to create a good management system for their business. The purpose of this report is to support the idea that “good managers are made”, sale manager in here is used as a model to support my argument.

To discuss further more about “born” or “made”, we should have a brief idea what are characteristics of a good manager. There are two points of view about an effective sale manager’s characteristics, one is from sale managers and one is from sale representatives. In a research of Deeter-Schmelz, Goebel, and Kennedy (2008), they found that nine over eleven attributes of an effective manager are agreed by both points of view: communication and listening skills, human relations skills, organisation and time management skills, knowledge possession, coaching skills, motivational skills, honest and ethical tendencies, selling skills, leadership skills, willingness to empower, and adaptability (Deeter-Schmelz, Goebel, and Kennedy, 2008). Those skills listed above are all required an amount of time to learn, to train and to adapt them. Good managers are not born with all those characteristics, they are the one who are able to improve themselves, who are able to change every day to “make” themselves better and better.
It is suggested that managers should have



Bibliography: Ignatius, A & Iger, RA 2011, ‘Technology, tradition and the Mouse’, Harvard Business Review, vol. 89, no. 7, pp. 112-117. Deeter-Schmelz, Goebel, Kennedy, 2008, ‘what are the characteristics of an effective sales manager? An exploratory study comparing salesperson and sales manager perspectives’, Journal of Personal Selling & Sales Management, Vol.28, Issue 1, pp. 7-20. Vazzana, Jordan, Jun2012, ‘your guide to developing sales managers: how to effectively maximise neglected talent’, Vol. 66, Issue 6, p34-43. Manikutty, 2005, ‘manager as a trainer, a coach and a mentor’, vol.30, issue 2, p57-64. Kuhn, 2012, ‘charismatic leaders’, vol.29, issue7, p20-20.

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