How to Postpone Managerial Obsolescence?

Managers and executives, after 20 to 25 years of work experience, often find themselves having reached a plateau where, on the one hand, the prospect of enhanced status, increased pay and perks are no longer motivators enough to work hard; and on the other, they find they are unable to relate to the latest managerial knowledge and skills and feel totally lost. In both cases, these managers cease to be productive and become a drag on the organization in terms of their heavy cost and inability to make meaningful contribution. This is the problem of managerial obsolescence that is when managers become unproductive, or out of date, or both. In the situation where lack of motivation seems to be the cause, the solution lies in redesigning their job content to make it more meaningful. An aerospace company designates its senior engineering managers as consultants to its groups of young engineers, thus providing the right outlet for their rich experience.

Training programs aim to provide or improve knowledge and skills which can help the manager improve his performance on the job. Many companies regularly sponsor their senior managers to attend such training programs. Other companies invite experts to their own company premises to conduct these programs and workshops. Training programs, refresher courses, and basic courses in functional areas are the solution for managers facing knowledge obsolescence.

These training programs are not restricted to senior managers alone. In fact, younger managers can also benefit from these programs, especially those which provide knowledge of other functional areas such as production for non-production managers. Also beneficial for the young managers are workshops aimed at training them for the top level management posts.

How a Manager Can Maintain Balance between Creativity and Conformity?

Developing a new idea, concept or product can be very creative, challenging and exciting. But, that is only one part of the story. The other part of the story, and usually the more difficult part, is to translate this idea into a successful business. This requires detailed planning and organizing of finance, marketing, administration, etc. While new product development involves a high degree of creativity, its transformation into a successful business reality involves carrying out relatively more routine and repetitive tasks. Designing a new high-fashion garment can be very challenging and satisfying work but selling it to boutiques all over the country, and chasing them for outstanding dues hardly offers that kind of excitement, but certainly offers the satisfaction of a routine job well done.

A manager is lucky if he can find elements of both creativity and conformity in the same individual. Usually this is not the case, and most organizations have separate; product Development Groups or Research and Development Division. Creativity can flourish best when allowed full freedom with minimum rules and regulations. Thin most firms allow the product development groups to function in a relatively freer atmosphere. An advertising agency known for the excellent advertisements it produces, allows its creative people, the copy-writers and art-director, the freedom to come into office and leave whenever they please. As long as the work is completed within the deadline, management allows its creative people a great degree of freedom.

In contrast to creative success for which definite output or results cannot be predetermined, business success requires achievement of specific, usually quantifiable targets. In business the best results are usually obtained within the conformity of company policies and rules. However, this is not to say that managing for business results is boring and requires no creativity. On the contrary, succeeding in today's cut-throat competitive world calls for creativity in all the functional aspects of managing, be it finance, marketing, advertising, public relations or human relations.

To succeed, an organization needs both creative people and people who can produce business results. The manager must encourage both kinds of persons in his organization. A new product idea gives a company a rare opportunity to emerge out of the humdrum of competition to the top, but the transformation of opportunity into reality depends on the people performing for business results.

How to Sustain Leadership Effectiveness?

Every manager is a leader in the sense that he has to influence his subordinates to work willingly for achieving the organizational objectives and inspire them to put in their best effort. The only way a manager can be acknowledged as a leader is by continually demonstrating his leadership abilities. If the manager always gives due importance to the welfare and interests of his employees, makes objective decisions that benefit everyone, he will be rewarded by the confidence and trust of his people.

J.R.D. Tata is an excellent example of an effective leader. Appointed Chairman of Tata Steel in 1939 he held this position, performing with distinction and providing admirable leadership, right up to 1985. Even today he is the Chairman of the Tata group of companies, whose name is synonymous with the highest standards of quality and integrity. That all Tata products right from salt to trucks enjoy, the trust of lakhs of customers speaks volumes for the highest kind of leadership provided by J.R.D. Tata. There are equally big industrial houses but how many of them enjoy the kind of customer confidence or have the clean and impeccable record of the Tatas? The beginning is always made from the top-the beginning of rot or excellence that is up to you to choose. Whichever you choose remember that it is a very important choice, because once the momentum builds up it is difficult to stop and reverse the process.

An effective leader must be a man with vision who can think and plan ahead, and also have persuasion to carry along all the people.