Why Your Best Employees Don't Deserve To Be ManagersLearn Management Articles on management-info.biz. Why Your Best Employees Don't Deserve To Be Managers article will help answer your questions on Management Articles.We at management-info.biz specialize in Management Articles. Management Articles at management-info.biz provides the most up to date news and articles. If you have questions please do not hesitate to contact us.
After all, the skill set required to practice a specific profession -- whether it's plumbing, hairdressing, engineering, selling, teaching, accounting or whatever -- is entirely different from the skill set required to manage people. Yet organizations persist in promoting 'doers' into management roles. These promotions come with better-sounding titles, more money, more perquisites, more prestige and... more responsibility. And they involve doing less -- perhaps none -- of the 'technical' work that the manager did previously, and more (or all) of the work of managing others. In one sense it's logical -- a manager who used to do the work himself or herself should understand what his staff need to do the work now. And yes, there are many managers who are just as good, if not better, at managing others as they are performing the actual work. In fact, many managers prefer to manage rather than do. But, as indicated above, there's no reason to assume that a good doer will make automatically make a good manager! Now, this isn't to say that a pyramidal organizational structure -- where the many are managed by the few -- is necessarily a bad thing. As a delegation or management structure it works fine for many companies. But when getting more pay and other rewards is contingent on becoming a manager, it's inevitable that people will try to get, and will get, promoted into management roles -- regardless of whether they have the talent or passion to manage. The result? Plenty of unhappy and ineffective managers. Plenty of frustrated people working for ineffective managers. And an organization that isn't performing at its optimum. Doesn't it make more sense for people to do the work they enjoy and are good at? To reward them for getting better and better at that work, rather than only paying them more if they step 'up' to management... where they may generate less value for the organization? Isn't a top salesman better off staying in the field selling... than floundering in the office, struggling to organize and motivate his staff? Doesn't a terrific teacher do more for her students, herself and the school by staying in the classroom, than spending her time doing paperwork and trying to manage other teachers? Fortunately, some organizations have seen the light. They do tie greater rewards to greater responsibilities and greater performances within the same role. In fact, some companies, like investment banks, are renown for paying traders and sales people much, much more than the people who manage them, simply because, in the eyes of the bank, the traders and sales people generate more value. Of course, as a 'manager's advocate' I would never suggest that managers shouldn't be compensated well, especially given the challenges of managing people. But to be as productive and profitable as possible, organizations should tie greater pay and rewards to greater responsibilities and performances, whatever the role. That way, they'll have people doing and being their best. So if you're responsible for 'promoting' people, I urge you to think twice before promoting your best people into management roles... and out of the jobs they love and do well at. Instead, consider whether you can enlarge, or give them more challenges in, their current role? Or, if they've performed exceptionally well, can you give them a bonus or some other special reward to recognize their efforts?
Of course, if you work for someone else, you may be limited in terms of what you can do... but if that's the case, and you're committed to staying with your current employer... it may be time to start a revolution! |
More Articles:1. Stop Waste, Fraud and Abuse By Chris Anderson Each year, businesses write-off six percent of revenue to waste, fraud and abuse. But why would managers throw all that hard-earned money away when there is a reliable way to eliminate waste, fraud and abuse using accounting policies & procedures to create internal controls.Internal controls eliminate uncollectible receivables; prevent theft or embezzlement; optimize inventory; and stop waste, fraud, and abuse. Utilizing just a single control will add real money to your bottom line each mont… 2. Does Your State Like To Keep Your Workers Compensation Secrets Hidden? By Steve McArthur Workers compensation secrets are hidden deep within piles and piles of bureaucratic mumbo jumbo. They are sometimes used as high priced paper weights for over worked government workers who may or may not be totally interested in seeing that you find the exact information that you are looking for. However, this is just an opinion. From what I've seen on the Internet finding information about workers compensation secrets can be confusing at best.Where do you start if you want to find relevant fa… 3. Many CEOs Struggle With ADD Symptoms By Trish Pratt Many CEOs and other business people with Attention Deficit Disorder (ADD or ADHD) often struggle with difficulties around: Focus Organization Follow-through Distractibility Need for high stimulation Low tolerance of frustration Impulsivity Tendency toward addictive behavior Mood swings This list is not totally inclusive. There are many other symptoms that could be added to the list and ADD cannot be officially diagnosed by one specific assessment. Not all individuals with the above symptoms … 4. How Roman Abramovich Became a Billionaire at Age 34, and Why Most Managers Struggle By David Ferrers When he was only 36 years old Roman Abramovich bought Chelsea Football Club. Within a year he had spent £90m on new players and Chelsea finished 4th in the league.Mr. Abramovich’s reaction was to fire the Manager in 2004 and bring in Portuguese coach Jose Marinho. In 2005 Chelsea won the Premiership, The League Cup and the Community Shield. They also made the semi final of The Champions League.Mr. Abromovich’s behavior differs from that of most other senior managers in four important ways.Do … |
||||
