Challenges for Managers

Challenges For Managers

The challenges for managers like learning any profession, is a process of acquiring knowledge, how to implement this knowledge and values that characterize how and when and for what ends the knowledge and skills are to be used. Too many organizations have proven to be unsuccessful in many cases. Front-line managers need to help organizations succeed and sustain a competitive advantage. They must learn to make sure employees have the knowledge and skills to perform their job. This is a key role that front -line managers pass information for the development of the company. In order to implement plans supervisors must communicate and be effective leaders.

The concept of the learning organization is grounded in diverse streams of management history. The basic concept of organizations as learning systems can be traced to the work of Fredrick Taylor and his development of scientific management in the early 1900s.Taylor's premise was that as management truths are articulated and measured, these learning can then be transferred to other employees and thus improve the efficiency of the organization. Ulrich, Von Glinow, Jick and Todd (1993).

Improving quality seems to be the focus of the middle manager. The commitment from this level within the organization is essential if implementation is to have any chance of success Harrigan, Williams (2004). Middle managers must give appropriate attention to details, problem setting priorities and self-confidence. He must evaluate his individual strengths and weaknesses. Middle management depends on receiving information by one of two methods: rumor mill and sndaccurate and timely communication. To be an effective manager he must have the ability to make decisions and implement changes within the reporting organization.

The top manager must be innovative and have good ides to be efficient and effective.. He must able to help people collaborate and learn, help his staff generate new ideas and to harness those ideas into profitable ventures. The ultimate goal is to turn the human resources of your own people into profit for the company. Thus, on the other hand developing and helping your people to grow. Companies today must motivate and capitalize on the ideas of people within the organization. Trends such as company expansion into the global arena, new organizational structures, innovation of informational technology, changes in demographics and socio-economics status are changing the way we manage. The top manager must be a leader at the cutting edge of his area of expertise.

Informational knowledge is a key ingredient for all three managers. The front-line supervisor must have the technology ability to compete with other markets. His skill level must be acknowledged and advanced. His interpersonal skills and decision-making roles will increase as his confidence level increases. The middle manager as previous stated must have the ability to make decisions and implement changes. Informational knowledge is a key factor, which will enable him to be accurate and timely to communicate changes and the methods of how the changes will take place. Again the top manager will use informational knowledge to be innovative. In order to be successful he must be more of an original thinker with q quickness to solve problems in a totally different way. He needs to be a maverick in his interpersonal skills. Communication must also be a strong characteristic. As a leader decision-making will be key in developing a vision for the companies future.

Challenges for "non-traditional managers

A successful project manager must effectively manage the resources that are assigned to the project. This includes the labor hours of the designers, the builder, the testers and the inspectors on the project team. As the project manager, one of the biggest challenges encountered is how to satisfy the multitude of sometimes seemingly mutually exclusive stakeholder requirements. Indelicato (2005) .Managers are faced with constrained resources and budgetary constraints. Managing project resources frequently involves more than people management. The project manager must also manage the equipment used for the project and the material needed by the people and equipment assigned to the project. A huge part of managing people resources means employing the right people with the right