Characteristics of a Manager

In the last 10 years things have changes, we have moved away from a “Command & Control” mentality and now find ourselves in the knowledge era. Organisations now recognise that in order to develop and grow, the greatest assets are no longer the company assets and capital but people.

Managers have to be leaders, setting direction, as well as motivating the guiding their staff to their own objective. Some of the essential skills of managing have therefore changed. Let’s look at the different characteristics of old manager and new manager.

Old Manager

  • Saw themselves as a link in the chain.
  • Saw their chief job as giving answers to employees.
  • Allocated the performance of tases and equipped people to do jobs.
  • Chief concern was to understand and satisfy corporate objectives.
  • Thought of his or her subordinates as instrument for meeting objectives.
  • Saw training as the responsibility of the training department.
  • Saw other departments as rivals in the quest for management favour.

New Manager

  • See themselves as the leader of the team.
  • See their chief job as putting questions to the team.
  • Communicates an understanding of objectives and empowers people to solve problems.
  • Chief concern is to understand and satisfy customer needs.
  • Thinks of his or her team as a source of ideas.
  • Views development of people as his or her own responsibility and training needs as being met by sharing and showing how objectives can be reached.

Reference :

10 Comments Add yours

  1. Mrs ESTJ says:

    I think putting questions to the team is really important. As a leader everyone still expects you to have all the answers whereas actually my team could solve so many things more effectively than I ever could.

    Liked by 1 person

    1. GS says:

      Ah yes, letting the team come up with their own answers is a good way to empower them.

      Liked by 1 person

  2. Yes! No one individual has a monopoly on knowledge.

    Liked by 1 person

    1. GS says:

      For almost 100 years, management has been associated with the five basic functions outlined by management theorist Henri Fayol: planning, organizing, staffing, directing, and controlling. These have become the default dimensions of a manager. But they relate to pursuing a fixed target in a stable landscape. Take away the stability of the landscape, and one needs to start thinking about the fluidity of the target. This is what’s happening today, and managers must move away from the friendly confines of these five tasks.

      Liked by 1 person

      1. I believe that it also is what distinguishes a leader from a manager

        Liked by 1 person

      2. GS says:

        It does indeed.

        Liked by 1 person

  3. Ab says:

    Thanks for sharing this. I see a trend in developing and ongoing training now on building now just “hard” traditional skills but a growing emphasis on soft likes – like interpersonal skills and emotional intelligence. All important qualities to be able to better relate to and to lead others.

    Liked by 1 person

    1. GS says:

      Soft skills are the personality traits, attitudes, habits, and behaviors you display when working with others. While good soft skills are also important for employees, they are critical for managers – and for those who want to be managers.

      Liked by 1 person

  4. Fortunately the culture is practiced in startups, however few organization’s still follow the hierarchical mode. It’ll take ample time to venture out.

    Liked by 1 person

    1. GS says:

      Yes indeed.!


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