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C Venkat is fast becoming the management
alphabet expert.
Here is his prescription for good management in the new millennium. |
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| As the water shapes itself to the vessel
that contains it, so a wise man adapts himself to circumstances. |
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| Work towards a win-win situation among
the various partners involved within and outside the organisation,
not between buyer and seller alone. |
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| Know well the undisputed basics relating
to the job, market, company policies, competition, etc. |
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| Observe with an objective eye every
transaction between people without attaching personal
meaning or interpreting subjectively. |
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| Independent of the functional attachment,
focus on the customer and serve him with global standards. |
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| Develop a positive attitude. It can
bring about miracles. |
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| Identify the areas of delegation. Time
it right and delegate to the right delegatee |
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| Quality is not merely the quality of
products, but the quality of every output generated by
the manager being equated to the quality of organisation. |
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| Sense others’ feelings, anticipate
them and take them seriously. |
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| Take responsibility. It will generate
different sets of positive efforts. |
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| Provide objective,timely and assertive
feedback to employees and other decision makers. |
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| Be well organised and make every minute
count. |
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| Develop the skills required to manage
government officials at the local, state and central government
departments and make them partners in building the organisation |
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| Be open in dealing with customers, employees
and other partners. It helps in building trust and mutual
respect. |
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| Maintain consistently high levels of
physical and mental energy levels. |
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| Successful management is all about understanding
people and getting them to share your vision. |
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| So involved that there is a finger on
the pulse of the organisation. |
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| Having well established value system
which has been tested in various ways. |
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| Having warm, affectionate humour and
telling stories appropriate to the place and position
to ease the tension naturally. |
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| Knowing what is happening to people
and processes within the organisation. |
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| The ability and speed with which relevant
knowledge is acquired and applied for achieving organisational
objectives. |
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| Knowing the cause behind the problem
for confirming the diagnosis. |
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| Leadership is not “charisma”;
it is not “public relations”; it is not showmanship.
It is performance, consistent behaviour, trust-worthiness. |
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| The lead time for responding to the
needs of customers, employees has come down drastically.
They need it yesterday. |
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| It is not product marketing, but the
marketing of ideas by every manager of every function,
within and outside the organisation. |
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| Exhibit high enthusiasm. It’s
infectious. |
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