Fundamentally, Managers differ from the rest of the workforce to the extent that they manage ideas, things or people. Each of these three requires a different set of skills from a Manager.
- Managing ideas involves development of strategy, concepts and plans.
- Managing things involves for example, administration, projects, tasks, equipment, budgets.
- Managing people is about harnessing and developing the capabilities of individuals and teams who may be part of the permanent or casual workforce, or a flexible workforce of contractors. Managing people can also be seen in the context of managing relationships with suppliers or clients.
The Manager’s basic task has not changed however. As Peter Drucker expressed it so well, “It is to direct the resources and the efforts of the business toward opportunities for economically significant results”.
So being effective as a Manager is, at its essence, about getting good results. The truly effective Manager shows the capacity for bridging the gap between Knowing and Doing, the latter being a prerequisite to achievement of objectives.
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