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Effective Implementation of Plans For Managers

How To Execute Plans For Effective Management

No manager can execute an organizational plan effectively nor accomplish objectives if he has no leadership. The executing function therefore is called, in modern terms, the function of leading.

The work a manager performs to influence people to execute effective action is called leading. This is the implementation and carrying out of approved plans through subordinates to achieve objectives. The activities of leading are the following:

1. Clarifying organization's values and people's values

2. Communicating

3. Delegating

4. Motivating

5. Coordinating

6. Problem Solving and Decision Making

What Is a Leader?

A leader is a person who enables people to work together to achieve objectives. A natural leader is a person who, primarily by using his intuitive inborn aptitudes, skills, and personal characteristics, enables people to work together to achieve an objective. A managerial leader is a person who, primarily by performing the management work of planning, organizing, executing, and controlling, enables people to work together to achieve objectives. The differences between a natural leader and a managerial leader are as follows:

NATURAL LEADERSHIP : 1. Emphasis on technical work; 2. Work organized around personalities; 3. Centralized decision making; 4. One-way communication; 5. Control by inspection; 6. Promotion of personal interest of leader.

MANAGERIAL LEADERSHIP: 1. Emphasis on managerial work; 2. Work organized to achieve objectives; 3. Decentralized decision; 4. Two-way communication; 5. Control by exception; 6. Promotion of the interest of the organization and of the people.

One of the factors that is important in the development of leadership is that it begins in comradeship, in camaraderie. First, a leader is recognized as one by his people, friends, and peers. Leadership is personal and interpersonal. It is social. A leader must be “one of us”. Much of the relationships that happen between leaders and followers are interpersonal in nature.

Secondly, leadership is need-oriented. A leader is one who is the best of all and thus can always offer something. People expect the leader to respond to their needs. Followers identify leaders with their needs, their hopes, fears; and insecurities.

Thirdly, a leader must serve the common goal of all. He must interact with everybody and serve everyone.

Managerial leadership calls for activities of vision, foresight, and judgment as well as activities of efficiency. A managerial leader must reach out and interact with the people in order to get a genuine feel of what needs to be done.

The common denominator of the foregoing definitions of leadership points out to the fact that leadership is “the knack of getting other people to follow you and do willingly the things you want them to do.” It is the ability to motivate subordinates and other employees toward the achievement of organizational objectives.

Observe that leading has to do with one person influencing others in the group.

Are there any other tips for leaders? Advice for leaders is free. Most of it makes sense for the person who can put it into practice. For instance:

A leader must be predictable. People want to know where they stand with the boss tomorrow as well as today. A manager might want to borrow a page from the books on child psychology. The experts have studied the maladjustments and the frustrations of kids. They suggest one good rule for handling them: BE CONSISTENT. Praise a child for an act today and bawl him out for the same act tomorrow - bingo, tears. If he tries to help with the dishes, breaks one, and gets a scolding - watch out for tantrums. If you embarrass him in front of others, look out - he may paint the cat green just to make it look ridiculous, too. It's the same thing for adults.

A leader must put himself in the employee's place. He may want to recall the last time he was at a ball game. Did he find himself leaning with every pitch - trying to put body English on foul balls? A leader must do the same thing with people. This mental shift can become a regular and desirable habit. It will help him understand, predict, and direct the responses of people.

A leader must show his enthusiasm. If he sincerely likes an idea, the way an employee did a job, or his next assignment, he must show this feeling to others in words and manner. It is a mistake for a supervisor to play it “cool” in his relationships with employees. The personal atmosphere he creates determines whether people will have the welcome mat out for him or give him the busy signal.

A leader must be interested in employee's welfare. “Men want a foreman, supervisor or manager whom they can trust in time of need, to whom they can go when they need advice about personal affairs.” Said Brehon Semervell, late president of the Koppers Company, Inc., “It is a good outfit, indeed, when the men say, 'My boss told me what to do about it,' or 'You had better ask the boss, he will know!’”

A leader must treat employees equally. Men and women insist on a leader having a sense of fair play. They want to feel they are being given assignments entirely upon their merits and that the boss won't play favorites. Not only is favoritism a sign of weak character, but it can also wreck an organization.

On Becoming a Leader

This question is frequently asked: What can I do to become a leader? The answers are numerous and varied. As already stated, leadership is a complex phenomenon and does not lend itself to simple answers.

Long lists of leadership essentials exist. Nevertheless, for our purpose, we will discuss only three factors - involvement, high motivation, and positive human traits.

INVOLVEMENT includes the ability to immerse one's self not only in one's work but in people's lives, too. Leaders work with material things and with people to get the work accomplished, to achieve the goal. Leadership being a four-faceted concept [the leader, the follower, the organization, and the social, economic, and political environment] as stated earlier in this lesson means that almost everyone can at times show leadership behavior.

A leader possesses a highly developed DESIRE FOR ACHIEVEMENT. His needs are intense and his drives from within to achieve self-set goals are terrible. Unfinished work and unsolved problems, and intrigues challenge the leader. Also, the accomplishment of what he believes is good for either company, self, country or employees, or all of these, drives him to implement carefully made and detailed plans and timetables.

TRAITS have long been used to distinguish successful leaders from non-leaders. All leaders share common qualities, such as being realistic, resourceful, self-starting, emotionally stable, skillfully communicative, self-assured, and socially participative. Developing and practicing these traits somehow help to qualify a person as a leader. In essence, traits such as those enumerated help to describe the type of personality a potential leader must have. However, a person may possess self-assurance and resourcefulness, for example, but the question in leadership is: Are these used and, if so, for what specific purposes? The relative strength and importance of a desirable trait now shifts and changes depending upon the individual situation.

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