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By Artur Victoria
The entrepreneurial manager actively seeks a job that entails considerable decision-making, individual accountability for his decisions, objective feedback of results, and the risk of failure.
He welcomes additional responsibility instead of shirking it. Others also have contributed substantially to our storehouse of information on motivation. A manager is a member of two distinct groups. He is the communications link between his superior officers above and those who report to him below. He communicates upward and downward. He represents his people to upper management, and the degree to which he is effective in satisfying their needs is commensurate with the degree of confidence his subordinates have in him and the degree of cooperation they give or withhold. In the ideal situation, they believe, people are committed to work accomplishment by striving for common organizational goals and purposes which engender mutual trust and respect at all organization levels.
The primary job of the manager is to achieve results through others. If his subordinates are not motivated to help him do so, he has failed as a manager. The morale, attitude, motivation, creativity, quality, and productivity of the work team are up to the manager. If the results of the group in these areas do not meet the manager expectations, it is because he has not provided the climate, conditions, and leadership which encourage his people to give fully and freely of their energies and ideas-to take calculated risks.
No manager will call forth from within neither himself that longed-for total commitment, nor will he be able to make his full contribution, unless and until:
— His position, including priorities, is clearly defined.
— He knows what constitutes a job well done in terms of specific results.
— He knows what and when he is doing very well.
— He knows where and when he is falling short of his manager’s expectations.
— He is made aware of what should be done to correct unsatisfactory results.
— He is made aware of his opportunities for personal and professional growth and development within the organization.
— He knows that his manager recognizes the value of his contribution and will make it known to others.
— He knows the importance of his contribution.
— He feels that his manager wants him to succeed and progress.
— He is shown concrete evidence that there are ample rewards for exceptional performance.
Just as recruitment and utilization are dependent on sound management practice, so is motivation. The job falls back on the manager shoulders and fits into place in the model of human resources management.. Development is an interactive process involving the man, his manager, his job, and the work environment. All are interdependent and supportive. Developing managers is an integral part of the manager job. This is not a personnel program, nor is it a personnel function or responsibility. It is part of every manager’s line assignment and part of his responsibility to his company, to his people, to his boss, and to himself. One of manager key job requirements should be to provide a replacement for himself. He can insure his own promotion if he does so. The days of keeping managers separate from one another with no lateral communication are gone forever. This practice inhibits development.
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