Professional manager effective and some of the skills

Professional Reflection—5-Minute Pitch: Making the Case About Your Management Potential
Kyler Nicholas
Walden University

Abstract 
The issue of what makes a manager effective has brought about may responses. Effective managers are considered to those that achieve results while retaining their people. This paper shines a light on what makes a manager effective and some of the skills and traits that must be mastered to be considered such. Additionally, this paper draws reference to my own managerial skills and compares them with the textbook version of what an effective manager is considered to be.

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Professional Reflection—5-Minute Pitch: Making the Case About Your Management Potential
 
According to the Oxford dictionary, a manager is “a person responsible for controlling or administering an organization or group of staff.” They are responsible for carrying out and accomplishing the targets of the organization while retaining their directs. They must do so while making the best possible use of the resources available to them (Horstman, M. (2016)). The most recognized resource of a manager is his directs. More emphasis is being made on the way in which managers interact with their directs. Therefore, an effective manager’s skills rely largely on employee retention  (Horstman, M. (2016)).
Characteristics of an Effective Manager
  Although there is a great deal of skills that a manager must master, there are a selected few that rise above the rest. Managers must be consistent. This is the first rule because it applies to most of the others. Before your management approach can be effective, it must be consistent. You must constantly strive to seek the best from your directs and yourself. With management being a leadership role you must set the pace for expectations and behavior and maintain these standards throughout your tenure. Behaviors should be treated the same when they appear and  team members should constantly be treated with an equal, level-headed view (Jayson DeMers (2016)).  
  Managers must be great communicators. Whether it be in person, print, texts, and email an effective manager must be able to keep its subordinates in the loop. Communication has two aspects, relaying and listening. Along with giving direction, a manager must be open to receiving feedback from colleagues and reporting staff. Managers must be willing to sit down and problem solve when teamwork or team tasks are not on target and working effectively. They must be able to let employees know directly and candidly when they are impeding the team’s progress. Also, they must avoid a defensive response and be willing to change their behavior when the feedback is on target. Specifically, they must understand and act upon the power of interaction (Susan M. Heathfield (2017)).
Great managers must be great motivators. Their success is measured by their productivity. Managers must build their teams and enable other staff to collaborate more effectively with each other. They should set achievable goals and drive their directs to accomplish them. People feel as if they have become more—more effective, more creative, more productive—in the presence of a team builder (Susan M. Heathfield (2017)).
Self Reflection 
I consider myself to be a great communicator. In my current position as an Accounting Clerk reporting directly to the Chief Financial Officer, I often serve as the link between line staff and middle management. It has been important for me to get the messages between both levels of employment delivered with clarity and accuracy. This has played a vital role in addressing departmental concerns, help reduce conflicts and create a better overall work environment. 
As I have moved through the ranks at my workplace I am often given the responsibility of distributing daily tasks. This has resulted in me becoming a great delegator. Having the desire to excel in my field I have learned that delegation is an art and not just a task. I must have considered the strengths and weakness of  my  directs and give assignments to compliment them. There have been times when I have been tempted to give an assignment based on time availability but I have learned that if it does not allow an employee to grow it should not be assigned.
  This amalgamation of knowledge will help me to become an effective manager. The skills that I am able to cultivate as I grow within the work arena will help boost my ability to take in a managerial role. As a young individual, I consider myself to welcome novelty. I am optimistic about the changes that need to be proposed to achieve the goals of the organization. I will constantly seek new ideas to work smarter and produce a higher quality of work.
Why Some Managers are More Effective  
Each manager is different and their governing skills vary from person to person. Although it is believed that all effective manners must possess specific characteristics it is often not so. Some individuals are born leaders. They lead with character and integrity. They understand that leadership is not about the destination but about cultivating the minds in which they influence. It is a matter of knowing who you are as a business professional and spreading your passion so profusely that others are inspired to achieve their full professional potential (Devika Arora (n.d.)). 
Another aspect that separates a successful manager from one that isn’t is their constant desire for improvement. Great managers should always be learning and have the self-awareness to realize that they need to continuously improve their skill set to better understand their employees, projects, and business processes. Maintaining an intellectual curiosity can prevent stagnation, and a continuous desire to learn also benefits your team in more ways than you may think–including when it comes to retention. Being too complacent or incurious to stay abreast of it all ultimately makes for weak leadership (Barry S. Saltzman (2016)).
  Managers often overlook the importance of a ‘team’. They rely on the concept of hierarchy and do away with cohesiveness altogether. Managers must consider themselves to be public servants. They must listen to their directs and understand their needs and expectations while helping them in their day-to-day tasks so they can succeed. It often helps by putting yourself in your directs’ shoes and considering the type of management style you would prefer. Many managers do not consider this aspect when they take on the managerial role and this results in a weakness in their overall skill (Barry S. Saltzman (2016)).
Self Improvement
  As an individual, I must ensure that I advance professionally. I must work to overcome my weaknesses and reinforce my strengths. This calls for a lot of self-reflection. This type of growth would call self-reflection.Periodically, I must take the time to thoroughly evaluate my performance and how I have governed those in which I directly work with. This can be accomplished by reflecting on the periods where I was being led by a manager and comparing my strategies with theirs. Also, I would seek the opinions of my directs. This would create a bridge between myself and my colleagues and create an environment that encourages professional growth. Lastly, I must strive for excellence and lead by example.
  There has been a vast range of opinions and outlooks considering the characteristics of an effective manager. The input made in the class discussion has shifted my option on the topic of what really makes a manager effective. I do Still consider managers to be the driving force of the organization, but I have now realized that employees are just as important. Managers are essentially supposed to accomplish their goals with the work that is provided by their directs. I now know that managers have to work along cohesively with the team they manage. Surprisingly, they are not the most important type of employee in the organization.
Conclusion
They idea of what makes a manager effective has drastically changed over the years. The business world is changing, and the roles workers play are evolving to keep up. You cannot manage teams in the same way as years before and expect the same results. But one familiar precept still holds true: If you don’t make the effort to stay ahead of the curve, you risk getting left behind (Susan M. Heathfield (2017)).
References 
Horstman, M. (2016). The effective manager. Hoboken, NJ: Wiley.

Mindtools. (n.d.).  How good are your management skills? Retrieved January 07, 2018 from https://www.mindtools.com/pages/article/newTMM_28.htm.

Devika Arora (n.d.). How to Be an Effective Manager in 7 Simple Steps. Retrieved January 09, 2018 from https://theundercoverrecruiter.com/effective-successful-manager/
 
Barry S. Saltzman (2016). Four Skills Effective Managers Need More Than They Used To. Retrieved January 09, 201 from https://www.fastcompany.com/3061120/four-skills-effective-managers-need-more-than-they-used-to

Jayson DeMers (2016). The 10 Golden Rules of Effective Management. Retrieved January 09, 2018 from https://www.entrepreneur.com/article/254547

Susan M. Heathfield (2017). 7 Tips for Management Success. You Can Become an Effective Manager if You Follow These Tips. Retrieved January 09, 2018 from https://www.thebalance.com/tips-for-effective-management-success-1916728