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The Organization Manager - The Many Roles You Play
Managers bring value to their organizations in a variety of obvious and not-so-obvious ways. True, as described in Chapter 1, they "get things done through others". But it hardly stops there, for that begs the question: "things?" Getting things done through others is where the rubber meets the road for a manager, but the true scope of most management positions is much larger. Today's organization manager must be a versatile, informed steward of the business.
In a nutshell, managers must read and interpret the needs of the business to provide direction for their workgroup, and often for the organization. Once that is done, they must make sure the organization gets there and that the workgroup does its part. Reading and assessing the business requires good business skill and intuition, an open mind, and strong conceptual and technical skills as described in Chapter 1. Providing the direction and making sure the organization "gets there" requires (again) a lot of technical skill, and brings in the people skills to "get things done through others" towards the goal. Finally, "getting there" requires good conceptual skill to appraise performance and take corrective, constructive actions to keep things on course.
To say the management job is multifaceted, dynamic and varied, requiring a broad, balanced set of skills would be repeating the message of Chapter 1. We don't want to repeat the message of Chapter 1, but rather add to it. In Chapter 2, we take the thing apart a bit to explore further what a manager does and the environment in which they operate. You've heard of "The Organization Man" - we'll dedicate this chapter to "The Organization Manager".