Draft Characteristic of a Good Manager verses a Bad Manager Introduction: Why do some people become good managers and others do not? The issue is that they have not developed the necessary skills and behaviors because they have not had any formal management training. Too often people are promoted into management positions but are not given the right support and development to fulfill their role adequately. A good manager has organization skills, people management, and professionalism, a bad manager struggles with these skills. Paragraph I

The ability to be a good manager depends on great organizational skills. To be able to manage other people, you must know how to set priorities and allocate them according to each individual’s skills and abilities. A well organized manager can perform easily while showing confidence and control in the organization, creating a productive environment for all workers. The organizational skills of a manager are also geared toward specific tasks, such as setting project deadlines and conducting performance evaluations, all of which contributes to a more efficient work system.

Planning skills are needed for a manager to be successful. There are four basic steps in any planning process: 1. Creative goals and objectives. These should be measurable, specific, challenging, and made clearly known to everyone concerned. 2. Develop your action plan -who does what, by when, and how? 3. Implement plan 4. Evaluate results and correct plan if necessary. Coordinating resources is another important organization skill. Managers must know how to coordinate bother internal and external resources.

Managers should know both what and who their resources are. The ability to meet deadlines and use time wisely is a skill a good manager needs to master. A bad manager does not meet deadlines and will blame the team instead of taking responsibility for not making the deadline. It takes experience before a manager can properly assign tasks, allocate resources and complete projects on time. Meeting deadlines requires time management skills, which is an important organization skill. When a manager knows how to manager his or her time effectively they gain control.

Effective time management helps a manager to choose what to work on and when Paragraph II People management skills is a must for a good manager. A bad manager does not care about the associates under his supervision. Some managers develop good people managements skills naturally; and sadly, others do not. Basic people management skills includes listening with the intent to understand. Handling conflict situations timely and effectively. It is very important for a good manager to show a degree of trust and to inspires a productive atmosphere.

Listening with intent to understand. There is a distinction between two kinds of listening. Listening with intent to understand and listening with an intent to reply Some managers don’t really listen: when they are “listening “they are, really just waiting their turn to speak. They are not absorbing the others message: they are mentally preparing their response. Good manager skills mean that you listen with intent to understand. That means listening and NOT interrupting, not drifting off, but paying full attention to the others message. Paragraph III

Traits of a professional manager. The dictionary defines a professional as someone who conforms to his profession’s technical and ethical standards, and exhibits a courteous, conscientious and businesslike behavior at the workplace A good manager leads by example. A good manager needs to develop a professional attitude. A professional manager is responsible, honest, considerate, and ethical. Looks for value in others, enables others to achieve personal and professional fulfillment, sets reasonable goals, adheres to management principles and confronts inappropriate behavior.

A good manager learns to be conscious of toxic emotions at the workplace. Workplace toxicity is the result of emotionally insensitive behavior of managers. Fix it before employee morale and loyalty suffers. When things don’t go the managers way, they should stay calm and in control of their emotions. This will enable them to explore viable solutions without unnecessary bias. A bad manager will let inappropriate behavior get out of hand before the issue is addressed. Set aside personal likes, dislikes and insecurities. Hire the best person for the job. Learn to delegate responsibilities.

Always give credit when credit is due. Acknowledge the contributions of individual employees. A good manager will apologize when they make a mistake a bad manager will put the blame on someone else. Conclusion Walk the walk. You cannot expect employees to do as you say, but not as you do. If your actions don’t align with your words, you’ll quickly lose credibility. A good manger listens more than he or she talks. A bad manger talks and never listens. A good manager gives credit where it is due. A bad manager takes all the credit, in the mistaken belief that he or she was the key reason something worked.

A good manager surrounds him or himself with people better than them at doing the task. A bad manager hires “ye” people who makes the manager look good. A good manager promotes on merit and ability. A bad manager promotes his friends based on their ability not show him or her up. A good manager makes work somewhere you want to be. A bad manager makes going to work dreaded. In conclusion, a good manager has good organization skills, people management skills, and a professional attitude. A bad manger struggles with organization skills, associates are not taken care of, and does not have a professional attitude.

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