Effective Management

Like a river, if rubbish flows down from upstream in a business, downstream will be a mess - Ron Krueger taps into the theories and beliefs of management gurus, past and present, and adds ideas of his own, to show the difference between an effective manager and one who manages only to fail.

Management has been written about extensively, applied in varying styles and fads, and been tailor-made to suit certain situations. Effective management has even been given a one-minute prescription, but still few companies have ‘mastered’ it. And the often non-rational activity known as management is becoming more complex as our world becomes more complicated.

When Benjamin Franklin sailed with a fleet from the Americas to England they almost met with disaster due to a sleepy-eyed sailor not keeping watch. It was only the quick thinking of an experienced captain that saved them. Franklin found that management systems, no matter how carefully designed, are no substitute for personal integrity. Personal integrity and the ability to lead and influence people, particularly through a crisis, are attributes synonymous with good management. They distinguish the effective and efficient manager from the disastrous sort.Personal integrity, believes Kevin MacDonald, CEO for business group Australian Business Limited (ABL) State Chamber, becomes more valued where management, especially senior management, have the people skills to build relationships across the entire organisation. “It’s crucial for management, especially senior management, to share information and to build a shared view of the organisation’s direction and vision. As with any relationships, whether in one’s business or personal life, open and honest communication paves the way to solid and trustworthy relations.” 

Relationship Skills

John D. Rockefeller once stated: “I will pay more for the ability to deal with people than for any other ability under the sun.” Managers need to build relationships with their staff, said Kay McCue, from McCue’s Consulting, in a recent presentation for the Australian Institute of Management. “Your own ability to influence the behaviour of the people in your organisation is essential, regardless of their function or level within your organisation.” However, she also issued a warning: “You must recognise up front that there is a big difference between merely affecting people’s behaviour and actually influencing it. Motivating your people towards accomplishment of organisational objectives implies a use of human skills which leave as little as possible to chance.”Achieving these goals, McCue believes, requires a manager to understand an individual’s past behaviour, an ability to forecast future behaviour as well as direct, change and, where necessary, control behaviour.Affecting and, more importantly, influencing this behaviour determines the effectiveness of a manager. A manager needs to realise a person’s capabilities, strengths, weaknesses and specific needs, to successfully complete a job. This means listening and acting appropriately when staff need assistance. These behaviours also determine the level of assistance required.Deciding an appropriate course of action, says John Campbell, director of Australian Growth Coaching, means finding out whether that person needs direction, support or coaching, or whether it is simply a matter of delegating a task. “Effective people management is definitely not a ‘one size fits all’ exercise. The competency and commitment levels that people bring to the various responsibilities they have will determine whether a direct approach or a more hands-off approach is more appropriate.“And these days, a coaching approach which seeks to build awareness and responsibility through incisive questioning works as a powerful way to help people grow and develop.”