who is a successful human resource managers

7/28/2019 Who is a Successful Human Resource Managers

1/13

WHO IS A SUCCESSFUL HUMAN RESOURCE MANAGER?

ABSTRACT

The human manager is one of the most important people in a company. He is the one that

manages all staffs in an organization and as you know of course, the human elements are

the life blood of a company. Becoming a successful manager is not an easy task. It is not

only a matter of making the right decisions for your company, but you need to be a good

leader. This means that you need to know how to encounter and handle various problems.

Knowledge is necessary but more important is a good vision on the future of your

company and the ability to create a good working team. There are many managers, but

not all of them can be said to be successful. For someone to be a successful leader, he

must possess some unique qualities that will enable him to perform his duties efficiently.

A successful manager is someone who is successful in managing the human elements in

an organization. That means he must meet goals and targets as well as generating profits

for the organization. A successful manager meet goals, Maintain quality, Meet liabilities

as well as Generate profits.

As a minimum, a successful manager must possess and be efficient in the basic principles

of management which include:(POSCORB) planning organizing, staffing, directing co-

coordinating, reporting and budgeting with ease and improvises them according to

individuals and situations he deals with.

What is Management?


2/13

Management is the act, manner, or practice of managing; handling, supervision, or

control: Management is organizing work by Optimizing resources & material such as:

Information, Human Resource, Financial Resources, Technology Resources, Material and

Meeting desired & mentioned quality .

Who is a Manager?

A manager is someone who controls resources and expenditures, a person who has the

authority of taking decisions about her/his part of Business, while doing or supervising

the job.

What is Success?

Success can be expressed as:

Meeting goals

Maintaining quality

Meeting liabilities

Generating profit

What is Successful Management?

Successful management means that the business is run by meeting goals and targets

within anticipated expenses and also by meeting or exceeding anticipated profit.

Who is a successful Manager?


3/13

There may be two types of successful managers. Apparently successful manager and Real

successful manager.

Apparently successful manager

She/He shows profits in account books

Does not invest on strengthening

Does not properly spend on maintenance and up-gradation

Her/his success is temporary and ultimately the business suffers failure

Real successful manager

Earns tangible profit and/or intangible value

Appropriately invests on strengthening Infrastructure, Human resource/Training,

Technology and Methodology.

Maintains quality

Meets obligatory requirements

Her/his success is long lasting and ultimately the business prospers.

How to become a Successful Manager

Know yourself Strengths & Weaknesses, Knowledge of job, Experience,

Determination, Communication, Personality, and Are you fit for your job?

Know your part of Business - What are the opportunities/threats? Customer base

expansion, Competitors and Regulations.


4/13

What changes are taking place? - Technological changes, Methodological changes

and Business Philosophy.

What are your targets? - Long term and Short term

Managers approach

Make your approach manager-like

Define your task(s)

Discuss, make things crystal clear

Communicate To all concerned

Open up your mind: Keep all options open

Think logically.

TYPES OF MANAGERS

After excessive research, we have been able to identify six different types of managers

and their leadership styles. Below are the different types of managerial styles; it is

possible for a manager to most likely will be heavily identified

with one type, but may have some characteristics and influences of the others.

The Control Freak: This person needs to have everything that is going on in the palm of

her/his hand. She doesnt like subordinates making any decisions, no matter how small or

innocuous, without first consulting his opinion. Control Freaks will also tend to hoard

information. They may assign you to work on a task, but then not tell you everything you

need to know to complete the task. You could spend hours working on the task only to


5/13

find out that half the information you needed was sitting on your boss desk and that he

already knew it.

The Autocrat: This manager has one objective, his own. He does not care about his

employees, and nothing anyone ever does is good enough to satisfy him. He is impossible

to get along with and is convinced that he is the only competent person working in the

company.

The Soft Heart: When you first meet this person you will at first think that you have just

met the sweetest, most wonderful boss in the world. You will initially get the warm

reception and you will believe that its going to be a great job. Do not be fooled. This

person is actually spineless. They will tell you exactly what you want to hear, then turn

around and do the exact opposite. He or she will leave you hanging out to dry and will be

anything but supportive.

The Politician: This person is charismatic and is always the life of the party. Always fun

to be around, the Politician always has something positive to say. The problem is that

there is rarely any truth or substance behind it. This person has no real competence; they

got to where they are by associating with the right people. Your companys

organizational culture and values weigh heavily on whether these types of individuals can

flourish and thrive, but be assured that you will always find one of these kinds at any

employer. Politicians depend on individuals who are competent to make them look good,

then turn on them and make them a scapegoat when the employee gets tired of being

used.


6/13

The Blame Fixer: This type of boss makes it his/her job to make everyone else

responsible for fixing his/her problems. He/she takes no responsibility for his own

employees, department, or results. He/she is however, the first to take credit for

something which went well.

The Team-Builder: This is the kind of manager we all want to work for. They are

competent at what they do, they know how to be open, and they solicit ideas and

creativity from their employees. They are a pleasure to work with. They know how to

make the tough decisions, but can do it in a way that is respectful and professional to all

involved.

In reality, all of our managers are some combination of all six of the above types. We can

never change who they are, but we can adapt the way we work with them in order to be

successful. Working with other people is never easy, but it is required for success in

corporations today. You cannot be successful if you dont work with others, especially

with your boss.

QUALITIES OF A SUCCESSFUL RESOURCE MANAGER

Becoming a successful manager is not an easy task. It is not only a matter of making the

right decisions for your company, but you need to be a good leader. This means that you

need to know how to encounter and handle various problems.

Knowledge is necessary but more important is a good vision on the future of your

company and the ability to create a good working team. A successful resource manager

therefore is a manager who possesses the following traits:


7/13

Fairness and Consistency

Successful managers establish rapport with their team by implementing policies with

fairness and consistency. You can even call this quality being consistently fair. Nothing

undermines morale than a manager who plays favorites. Since morale is the underpinning

of productivity, fairness and consistency should be considered one of the more vital

qualities of a successful manager.

Character

Employees expect their managers to be honest and trustworthy. Once they discern

unethical behavior, employees tend to follow the example set by their manager.

Moreover, humility is an indispensable part of character, and humility means deflecting

praise by shining the spotlight on others in the organization. Character is a quality that

seems hard to find in a business world poisoned by scandal and corruption.

POSCORB

A successful resource manager follows the principles of management (POSCORB)

planning organizing, staffing, directing co-coordinating, reporting and budgeting with

ease and improvises them according to individuals and situations he deals with.

Energy

Energy fuels enthusiasm, which is the engine that drives a managers team. Enthusiasm

means genuine optimism, not the false bravado promoted by a sycophant. Energy also

fuels positive attitudes, which motivates employees to perform at a high level.


8/13

Accountability

We live in a finger pointing society. The blame game occurs in organizations of all

shapes and size. People desperately want to work with someone who manages by

accepting responsibility for decisions that go awry. They want to be part of a team

managed by someone who lives by the famous creed, The buck stops here!

Takes care of the internal

Improving customer service is a noble and, of course, profitable goal. Successful

managers understand is as just as important to care of internal customers, the people who

comprise the team. If a manager does not directly take care of customers, he or she must

take care of someone who does.

Acumen

Successful managers demonstrate proficiency in all facets of their operation. A successful

manager does not need to be an expert at each facet, just a competent resource for team

members who have questions or experience problems working on a project. More

importantly, successful managers share what they know by coaching and mentoring team

members.

Sets High Standards

There is a fine line between shooting for the stars and shooting yourself in the foot.

Successful managers understand this line and set high, yet realistically achievable


9/13

standards for their team. In addition, they exceed the high standards expected from their

team.

Arbiter

Successful managers mediate disputes, act as intermediaries, and thoroughly comprehend

the organizations conflict resolution process. A successful manager does not need to

become Dr. Phil, but someone who is able to engage dissimilar personalities during a

dispute.

The Three Rs

One management tent should be indelibly etched inside every organization: Respect

your team members, recognize their contributions, and reward their achievements.

Taking care of the three Rs ensures loyalty, thus reducing the costly expense called

turnover.

Your drive to become a successful manger depends on adhering to these simple, but

irrefutable management truths

Risk Taker

Managers come in all shape and sizes. They come from all different backgrounds, but

there are common threads that all successful managers possess. There are qualities that

every successful manager learns to utilize to the best of their ability. They are not afraid

to take risks and are always looking over their shoulders to improve their working

environment.


10/13

Problem solver

Successful managers are excellent problem solvers. They understand how to focus on

what is critical to a situation, using the most accurate information that is available. They

are pragmatic and focus on useful information that will get to a solution and not focus on

the information that will not help to get a final solution. They understand where to start

and not reinvent the wheel and spend time on things that have already been effective.

Evaluating

Successful managers are excellent critical thinkers. They possess the ability to be

objective and analyze problems, evaluate the possibilities and what the outcome will be.

They are excellent abstract thinkers and have the innate ability to look at abstract ideas

and take all the information like pieces of a puzzle and put them together to form a

picture. They are open to new ideas and actively listen to new ideas with curiosity and

weigh the possibilities of other individuals input.

Clear definition of goals

Successful managers understand that before you can make any decisions, you must have

your goals clearly defined. Whenever they make a decision they must believe they have

made the best decision. They must always incorporate if that decision will get

commitment and buy in from the people they work with, even when they have not been

involved in the actual decision making process.

Quick decision making
http://management.helium.com/topic/7049-decision-makinghttp://management.helium.com/topic/7049-decision-making


11/13

Managers need to make timely decisions, because if they do not, they will miss deadlines.

This can cost organization money and waste resources. Other people in the organization

will become frustrated because they will feel that they cannot count on the manager. A

manager should always identify how urgent a situation or problem is and set attainable

deadlines. Prioritize is the name of the game to learn to spend time on what needs to be

done.

Ahead of Competitors

They understand the importance of staying ahead of the competition. The competitors are

not standing still and waiting. The manager should be well versed about their competition

and any vulnerability their organization has. If a manger can increase their organization

value by distinguishing the organization from the competitors, they have a valuable tool

to stay ahead of the competitors. Having a competitive advantage is when the manager

can use their resources with the highest quality in a way that is different from the

competitors.

Creativity

A successful manger will be instrumental in helping other employees to learn to think

differently about situations and opportunities they come across. A successful manager

understands that this is the time to step in and take a lead by putting out several possible

solutions. A manager should be continually challenging themselves to think of creative

solutions. Experiment with ideas and see what works and what does not work.

Financial probity


12/13

A successful manager must understand the financial environment they are working in.

The more understanding a manager has about the financial state of the organization, the

more valuable they will be to their organization. They need to read and understand annual

financial reports and take that information to support decisions that need to be made.

Successful managers need to know where financial performance needs to improve,

Good management style

Managing is challenging and is not for everyone. A successful manger must be able to

make decisions that affect other employees. They must possess excellent communication

skills and not shy away from difficult situations. They need to create an environment

where employees are allowed and encouraged to think differently. The successful

manager will be able to gain support from others in the organization by negotiating

persuasively and winning the support of others. Successful mangers can navigate through

policies, hurdles and barriers to affect change in an organization.

These are some of the most important traits that successful resource managers possess.

REFERENCES

http://network.latpro.com/profile/ResourcesforHumans

http://management.helium.com/topic/7049-decision-making

resources management. (6th Ed.) Cape Town: Oxford University Press.

Walker, J. and Stopper, W. 2000. Developing Human Resource Leaders. Human

Resource Planning, Vol. 23,

http://www.zeromillion.com/business/hrm.htm
http://network.latpro.com/profile/ResourcesforHumanshttp://management.helium.com/topic/7049-decision-makinghttp://www.zeromillion.com/business/hrm.htmhttp://network.latpro.com/profile/ResourcesforHumanshttp://management.helium.com/topic/7049-decision-makinghttp://www.zeromillion.com/business/hrm.htm


13/13

http://business-project-management.suite101.com/article.cfm/managing

Jones, G. and George, J., Hill, C. 1998. Contemporary Management. Boston: McGraw-

Hill.

http://www.entrepreneur.com/tradejournals/pub/4147.html

Caimano V., Canavan, P., & Hill, L. (1998). The 1998 State-of-the-Art and Practice

council Report. New York: Human Resource Planning society

Swain, W (1998). "customer Relationship Management," White Paper, SAS Institute,

Cary, NC, p.1.

Webster (1994). Market-Driven Management: Using the New Marketing concept to

Create a Customer-Oriented Company. New York: John Wiley & Sons, Inc.

Wright, P. & Dyer, L. (2000). The 2000 Human Resource Planning Society State-of-the-

Art & Practice Council Report: People in the E-Business. New York: The Human

Resource Planning Society.
http://business-project-management.suite101.com/article.cfm/managinghttp://www.entrepreneur.com/tradejournals/pub/4147.htmlhttp://business-project-management.suite101.com/article.cfm/managinghttp://www.entrepreneur.com/tradejournals/pub/4147.html

who is a successful human resource managers

Documents