The Art of the Profession of Management

Unfortunately, it is almost a universal truth that a manager/supervisor's initial experience with the management process and the Principles of Managing is during their first management/supervisory appointment: at the same time they have to cope with new technical and administrative challenges. If a person understands the principles and functions of management/supervision prior to their first appointment, their contribution to their organisation is greatly enhanced and their personal development is accelerated. These are good reasons for an organisation to have a manpower and succession plan assisted by the Achievement Dynamics Program.

Even though every manager's personal style is different, the functions that they must execute are the same, regardless of the industry or service that employs them.

Management principles fall under the umbrella of four activities.  They are: -

• Planning Objectives
• Organising Resources
• Motivating People to give of their best
• Controlling Work-in-Progress

Planning Objectives

Planning involves anticipating problems or circumstances and taking action to minimize the unintended consequences that can affect planned activity. Basic plans and programs should be the foundation upon which the other management functions rest. The more precise the plan, [the detail about who is to do what, where, and when and then allocating the necessary resources], the better the outcomes will be.

Organising Resources

Organising involves selecting the right people for the work to be done, delegating the team and individual responsibilities, allocating the appropriate level of authority and providing the proper delegation instructions. A perfect organisation does not last very long because it's effectiveness creates new opportunities and circumstances that usually require alterations to the organisation if it is to maintain its peak effectiveness.

Motivating People

This is possibly the most challenging management task, but if the other management tasks are executed professionally, results for workers efforts can be witnessed, and enthusiasm usually becomes spontaneous. The most difficult task is balancing workers needs with the organisation's functional needs when any differences occur.  An Organisation Attitude Survey can indicate the strengths and weaknesses in an organisation’s mindset to professional management principles.

Controlling Work-in-Progress

Controlling can be done by eyeball supervision or by written reports. Written reports are suitable for longer-term statistical data, but day by day performance can only be controlled by direct supervision and training where required. Direct supervision can often identify potential problems and/or developing problems in their early stages and rectify them before they become major problems that impact on other aspects of a project.

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