The Qualities Of A Good Manager A Study By Artur Victoria

By Artur Victoria

To be a successful human resources executive takes a realization of what a complex process it is to research, design, produce, and market a competitive quality product. It takes professional training in how to provide good jobs, equitable compensation, pleasant work environment, job satisfactions, stable employment, and planned avenues of career advancement. It requires the ability to teach and inspire others to manage both human and material resources for sustained, healthy, profitable growth and public service. This is necessary to attract and retain investor capital.

The job necessitates know-how in obtaining voluntary action to meet a company’s obligations and responsibilities in civic life as a good corporate citizen and to maintain a high degree of cooperation with suppliers, dealers, and distributors who help to facilitate production, distribution, sale, and service of company products.

The task is to identify and place into proper priority order the human relations opportunities to contribute to the success of the business. This means persuading managers to relate good employee relations practice to the improvement of current performance and in the process improve their leadership skills. This implies a job marketing concept. In other words, just as good product +effective selling = customer acceptance, so a good job +effective selling = employee acceptance. It is the manager who, by his own actions, earns employee acceptance, understanding, and cooperation. Good human resources executive knows from experience that people tend to accept improvements as a matter of course, and if their expectations are not realistic, they tend to be disappointed and even resentful.

The human resources executive must know the business; he must view it from a wide variety of perspectives. He must put himself in the place of the top management team and constantly bear in mind the pressures for reduced costs, improved profits, increased market share, and so on that occupy the thoughts and hence command the top priorities of the president and the senior executives in marketing, manufacturing, finance and controls, engineering, and administration. Since these executives must become numbers-oriented, any real gains in human asset management will be made by way of the numbers approach. This is entirely reasonable, and a practical human resources executive seeks his opportunities accordingly in those areas of greatest potential impact on profits. Failure to recognize this relegates the employee relations function to a clerical function-excluded from participation in top management decisions and policy considerations.

The human resources executive must become involved in the business through learning its niche in the marketplace; its competitive advantages and disadvantages; its future direction; its changing technology; its growth rate; its distribution patterns; its breakeven point; its cyclical variations, if any; the factors most pertinent for success in each functional discipline; and the real problems and opportunities at the top of the organization as well as in the shop. Then he can begin to relate his skills to the practical solution of very real problems and the pursuit of growth opportunities with appropriate calculated, balanced risks.

It is the human resources executive who must comprehend, translate, convince top executives of the importance of, and implement a balanced-best-interest concept. This concept recognizes that there are groups of contributor-claimants who make a distinct and recognizable contribution to the success of the business and who, by virtue of this contribution, have a claim on its assess, they are all human resources of the business.

About the Author:

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