Педагогические науки/ Проблемы подготовки специалистов

Vasilega P.A.

Scientific supervicer: Usachev V.A.

Donetsk State University of Economics and Trade

named after Mykhaylo Tugan-Baranovsky

Interesting information about top managers

It is well-known that a top manager is the central figure of the company. He is a very man who must organize and promote successfully its business. Presidents or general directors as well as executives of the management company in large corporations or holdings can act as top managers. In addition to all mentioned options there are cases when a company was run by a team of top managers who divided the authority among themselves .

The traditional approach of defining the role of top managers, as a rule, supposes to carry out two main functions:

· search of options for organizing and running a business

· guarantee the company's positioning in the market with the chosen option of organization and running business.

These tasks for the company, of course, are the most important. Only talented and highly educated specialist with work experience in the specialized area of the company can solve such tasks successfully, and he can build teams of performers and work in them. At the same time top managers whose thinking is not limited by the boundaries of traditional logic, that is capable of alogism of thinking, can achieve maximum results. The novelty is born only in the retreat from stereotypes. For this type of top managers as a close advisor you need a skeptic, who will select the proposals using the criteria of feasibility and utility.

The above can be considered as the first task of a top manager. There is the second task of top managers, which can be defined as less creative, in contrast to the first, but which requires the same serious attention and qualified professionals. A top manager must ensure the sustainability of the company in the market in the chosen area, and the future development of the proposed business. Referring to the logic of mathematics, we can say that the first task is a necessary condition, and the second - sufficient. The goal is achieved when in mathematics the necessary and sufficient conditions are formulated together, and in the business both indicated tasks are done.

To realize the second task, you must have: an acceptable level of financial and economic data of the company, corresponding to the successful running of business; organized system of quality management, the best value and quality for its products, effective systems for procurement, budgeting, personnel management, and the program of operation and strategic planning, developed social unit of the company and many more.

Even the most talented and capable manager can have a headache from the list of issues to be solved in order to carry out the second task. And, of course, he will begin to shift the solution of these issues on other specialists within the established functional units. This is the way how the structure of the company's management is formed, led by a top manager.

Important qualities of the project manager

When the time comes to the implementation and completion of the project, the logic is disappears quickly, and a top manager or a chief of the project faces a chaotic world full of inconsistencies and paradoxes. A successful leader of the project must cope with the contradictory nature of his work. The most important of these contradictions are listed below.

Innovate and maintain stability. Managers must be able to resolve the tension, restore the order and bring the project back on its track. At the same time, they need to be innovative and develop new and better ways of working. Innovation breaks the routine and causes new problems to be solved.

See the future while working. There are times when the chief has to deal closely with the projects and technology.

Encourage individuals, but focus on the team. The manager must motivate, persuade and get interested individuals as well as support the work of a team.

Give / do not give orders. Leaders should interfere, resolve deadlocks, solve technical problems and insist on different methods. At the same time they must understand when you should just be a passive observer, and give the other to make decisions.

Flexibility, but firmness. Managers must be able to adapt and respond to the events and results. At the same time, they should be able in time to take matters into their own hands and to act firmly when others are willing to give up.

The team against organizational loyalty. Managers must create a unified team whose members will encourage each other to an exceptional performance. But at the same time, they must take into account the strong bond and resistance of the team to outside ideas. They need to cultivate loyalty as a team, and the basic organization.

There is no single formula or management style that would help to become a successful manager. Manual is a too difficult process for formulas. Successful project managers have the ability to adapt the style to the specific circumstances of the situation.

What should you do to become a successful leader? Many authors have studied this problem and made up entire lists of skills needed in order to become a successful manager. When looking through these lists, it seems that to become a successful manager can be only in the presence of superhuman abilities. At the same time, we agree with the fact that not everyone can be a successful leader, and there are key features and capabilities that can be developed in order to successfully perform the job. Nine of these features are listed below.

1. The ability to think comprehensively. Project managers need to have a holistic, rather than a simplistic approach to the project. Rather than break the project into separate parts (planning, budget) and manage systems an analyst tries to focus on understanding how relevant design factors interact together and provide the results of the project.

2. Personal integrity. Before you lead and manage others, you should be able to lead and govern yourself.

3. Forethought. Good project managers take actions in advance when you want to overcome minor problems before they turn into big ones.

4. The ability to bear stresses. Project managers must have the will power. Tension connected with the meeting of deadlines, technical hitches, communication with the different, difficult, sometimes even stubborn professionals can lead to serious stress.

5. General business outlook. As the main role of the project manager is to bring together the various aspects of the business and technical disciplines, it is important that the manager has a common understanding of business fundamentals and understanding of the interaction of functional disciplines that lead to success in business.

6. The ability to give information. Project managers must be able to communicate with different people. They must be able not only to give their ideas in the most accessible manner, but also to be good listeners, able to understand exactly what they want to say more.

7. Effective time management. Time is the most scarce resource of the manager. Project managers must be able to properly allocate their time and quickly adjust priorities. They need to organize themselves so that no one was hurt.

8. An experienced politician. Project managers must be able to successfully work with different people and to achieve their support and approval of the project.

9. Optimism. Project managers must demonstrate diligence and energy, the relation "to be done."

These nine features do not cover everything, but they describe the features possessed by the "stars" in the management of the project. And if a person has a desire for self-improvement, it is possible to develop an understanding and perception of these features. A successful project manager has its own "continuous program improvement" of all these features.

Next is a list of special skills a project manager should have. He must:

· Be able to juggle several balls at once, but to know what ball may be dropped in case of need.

· Be able not only to separate the wheat from the chaff, but to be able to use it.

· To be able to keep the mind, objectivity and neutrality, even when you know about the modest capabilities of people who developed the strategy.

· To be able to talk to "Cabbages and Kings" and be considered a good companion for both.

· Be meticulous, persistent, but effective and, most importantly, correct.

· Be able to hear everything, and nothing to be surprised.

· Be careful in difficult situations.

· Be able to show favor to the people, but never play with them.

· Be able to live without recognition, but survive the humiliation.

· Be reliable, but independent.

· Be able to condescend human stupidity, and at the same time, to remember them.

· Be a man, trustworthy, but suspicious.

To succeed, managers need to create a relationship of cooperation between different groups of people. They begin with defining the key stakeholders, and then find out the nature of the relationship and the basis for the implementation of influence. Successful managers know how to have a variety of effects. They use this influence and interactive style of management to run and relevant changes. They do so in the way that brings confidence which finally is based on an understanding of their character and competence. Project managers must remember the following:

 Build relationships before you need them. Identify key people and what you can do for them before you go to them for help. It is always easier to get help if you have done something for the man. To do this, the project manager must consider the project as a whole system, and understand how it affects other operations on the organization's activities inside and outside.

 Have compassion to the Golden Rule. Many managers reduce management to a simple premise: "Do unto others as you want to bring with you unto others." Although it is a wise saying, but there's a potential danger in it. Not everyone can want what you want, or what you need.

The trust is maintained through personal contacts. Where there is no attention, there is no trust. This is especially true for conditions of rapid change and uncertainty, which, of course, raise doubts, suspicions and even momentary bouts of paranoia. Project managers should maintain frequent contacts with key stakeholders to keep them informed, dissipate their anxiety, to involve them and to focus their attention on the project. Frequent private meetings strengthen mutual trust and respect for each other.

All in all, the implementation of a successful and ethical impact depends on how you treat others. Do you consider them as potential partners or as an obstacle to achieve your goals? If as an obstacle, then you should be able to manipulate your influence to obtain the agreement and cooperation. If as partners, you use your influence to achieve the commitment and support.