Business managers: as long as it's not the xuangui

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Businesses need to better manage human instead of a more United Kingdom sector skills development agency, issued a report noting that poor financial performance of the company, the reasons may be many people who do not work management. Managers on the importance of the development of modern enterprises are self-evident, but the more related research has shown that efficient enterprise need not more managers, but how to find more appropriate managers. But Interestingly, management functions typically has little to do with the post.

How to define a management

A manager at what time does not refer to it as managers? the answer seems to be, when he or she may have "Manager" in the title, but in fact did not do any work, or even any work done. As early as 1929, due to the aversion of the surrounding people and not as a lazy, Canada management consultants Herbert · Carson (Herbert Casson) wrote: "now that the dismissal of the Manager of a do nothing, and in his seat, placed a sandbags, doing a safer, smarter, and more lucrative profits. "United Kingdom industry skills development agency (Sector Skills Development Agency), published a report confirms this view.

The report concluded that the United Kingdom financial services industry's poor performance, part of the reason may be related to many companies in the field of management in inaction. So, for the management of this issue, what measures should be taken?

Lawyer and historian Northcote · Parkinson (C. Northcote Parkinson) in 1958, published by the irony of the Parkinson's law, "a book called the nucleus: the Manager's primary mission is to enable all people to carry out their duties, instead of focusing on productivity or efficiency. More seriously, like Carl · Marx (Karl Marx), and United States management guru Tom Peters · (Tom Peters) so different scholars advocate, most management inherently are "non-productive", decided to productivity should be a line staff.

Over the years, people took it for granted that, for the purposes of the definition of management work, is non-productive. Adam · Smith (Adam Smith) the economic activities are divided into two areas: productive labour and non-productive labor. In view of this, many economists are managers, entrepreneurs and capitalists into the latter category.

While Marx argued that such non-productive labour should be eliminated, the control should be transferred to the "productive" workers ' hands, but publishers and members of Samuel · Edgerton · cloth Regal Jazz (Sir Samuel Egerton Brydges) and the Scottish philosopher George · LAMS Jazz (Sir George Ramsay), and other scholars believe that, in ensuring that workers labor does have a productive, managers play an important role. Managers themselves do not create wealth, but creating the conditions to enable the creation of wealth of the prosperity and development of the productive labor.

In addition, the United States scientific management genre on managers and employees to make a clear distinction between: the former's mission is to plan, organize, and guidance, the latter in accordance with the administrative instructions implementing labor tasks. This model emphasizes the primacy of the management of, and implies that managers engaged in non-productive work, their job is to tell others how to improve or as much as possible with productivity.

However, a relevant work in human motivation of large-scale research complete denial of this view. This study by the United States telephone system equipment of high-tech manufacturer Western Electric Company (Western Electric) in the 1920s and 1930s. Author of Harvard Business School Professor Fritz · Roth elisburg (Fritz Roethlisberger) and Western electric company executives Williams · Dixon (William Dickson) concludes: management has two main functions: one is to ensure that the entire organization is focused on a common economic objectives; second, to ensure that the balance of the "social organizations". In order to encourage employees to contribute to the common objectives, and to obtain satisfaction.

Enterprise Management is not confined to the upper deck, Roth elisburg and Dixon's success lies in: they expand the understanding of the management. The Manager's responsibility is not limited to support the work of a line, the more you need to create the conditions for maintaining a line of work, and to stimulate a staff conduct efficient and effective work force. This insight and management guru Peter Austria · Drucker (Peter Drucker) views on far-fetched. Drucker says: "the Manager is every business in the vibrant and life-giving element. If you do not have managerial leadership, ' production resources ' can only be a resource that never translated into productivity. ”