Effective Management in Examples

In management, the most important measure of management is called the effectiveness of management, and it includes:

  • Implementation – or how successfully the plans set by the manager are taken seriously by the staff and members of the organization; the effectiveness of management depends mainly on how the members of the organization will influence.
  • Leadership – or how effectively the manager has contacted subordinates and revealed and communicated to them the vision and strategy of the organization;
  • Delegation – or how the manager has given instructions, tasks, and instructions to the members of the organization;
  • Return – or how well the manager has used the resources (financial, physical, and human) for an acceptable shareholder return.

Effective Management

Undoubtedly, good and effective management is associated with the necessary broad horizon of knowledge generated mainly by the management culture. The transition from a centrally planned economy to market regulation has created in our country fundamentally new conditions for corporate governance. On the world market for ten years, they have been working in a dynamically changing competitive environment with global dimensions. In countries in transition, most companies face a set of problems in their work to achieve dynamic development and strategic perspective.

The main problem related to effective management is the unstable regulatory framework for regulating relations between market participants. This fact creates difficulties in planning and deciding on development alternatives. For this reason, managers are forced to make management decisions “in pieces”. An ineffective approach. Unfortunately, it is real as a practice, because it is clear that the work cannot stop waiting for the “ideal” regulatory environment.

Scientifically based management of the company is impossible

In such a situation, it is natural to believe that scientifically based management of the company is impossible. Such a managerial position leads to organizational chaos and unpredictable consequences when making a management decision. In most cases, negative results are noticed too late.

At the same time, in countries with stable regulations, the rapid development of management science and its use in practice ensures high growth in profits in both global corporations and small and medium-sized companies.

Contrary to popular belief that in an unstable business environment, the company must be managed by intuition and, as the case may be, the expert assessment shows that such an environment requires a higher management culture. The more fundamental (generally theoretical) the knowledge of the manager, the better he can cope in a problematic situation. In today’s technological world, the analysis of an increasingly complex environment and the ability to model or at least predict the future are the main weapons of managers. This is impossible without developed scientific approaches and management methods. There is no modern entrepreneur, manager, and generally cultured person who does not recognize science as the determining means of efficiency in management. Reference:

Unfortunately, this fact in the USA is not yet fully understood, because even a cursory glance at reality shows that the use of the scientific approach in the management of US companies is not at the required level. Above all, there is an artificial opposition between “purely practical, specific prescriptions for what to do” and scientific knowledge, which is labeled “inaccessible abstractions.” In most cases, this is a projection of the incompetence of knowledgeable managers.

Results in practical management are not satisfactory

It is wrong to look only for literature with a purely practical focus. Experience shows that the results in practical management are not satisfactory.

Management training is also an important issue. As a complex science, management must be studied with integrated textbooks developed on a unified methodological basis. In the current practice, each individual area (human resource management, organizational structuring, decision-making, etc.) is studied only in accordance with its specifics. Thus, the common connections for the organization and integrated processes are lost. Practically oriented teaching aids are sectoral and very often create chaos rather than the order in the organization as a whole. Otherwise, they can even be perfect on their own.

Relationship between the level of management culture and competence

There is a proportional relationship between the level of management culture and competence; quality of training and the complexity of individual qualities of the manager. Even in cases where these components are entirely positive, there are still key questions that need to be answered comprehensively. For example:

  • Why do managers manage mostly by intuition in the presence of scientific excellence, which is successfully applied in developed countries?
  • What needs to be done to apply existing modern scientific concepts, models, techniques, rules, and other tools?
  • What is the need for new scientific advances?
  • How to increase the quality of management training in schools?

The answers to these questions are not only the subject of the scientific interest of the academic community of management professors. Their precise definition must lead to the solution of cardinal problems in the management of the world economy and stimulate the movement forward.

By Robert Brown

Robert Brown is a longtime manager of a technology organization and author of a management book. In his spare time, Mr. Brown helps students get a better education by helping to publish free study materials.

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