Effective manager: 15 key boards on track to their own success. Practical guidance. Vadim Milorodov

fective manager: 15 key boards on track to their own success

      Practical guidance

      Vadim Milorodov

      © Vadim Milorodov, 2023

      ISBN 978-5-0060-0688-1

      Created with Ridero smart publishing system

      Introduction

      A manager is one of the main parts of any modern organization. A person, on whom the efficiency of building processes and the ability to achieve the goals and objectives of the company largely depends. That is why employers are hunting today for efficient and best managers, who can catch the mood and offer the best solutions, multitasking, and executing at the same time. Today, the manager is becoming a key figure in the activities of any economic entity, which leads to the market demand for competent and qualified managers. An employer is ready to appreciate a manager if he demonstrates a high level of practice, makes results, and shows initiative, and autonomy.

      The topic of management efficiency is so large-scale, complex, and diverse that it can be endlessly considered one of the main problems of modern management. The market and the chaotic and unpredictable conditions created by it, largely beyond the control of entrepreneurs and representatives of business structures, simply determine the need to find employees who will meet the established requirements of the employer. Meeting these requirements is the necessary minimum for a candidate to be considered for a position. However, this does not mean that a company will turn down a candidate who is significantly above the average employee. According to current statistics, a similar number of candidates apply to replace each employee. In general, the level of demand for vacancies in the world is quite high.

      For this reason, representatives of different types of modern companies – both small businesses and large businesses, their unions and groups, form whole services or departments on personnel selection, and all this only to find the very person who will be able, while in the workplace, to create progress and move with the company to the desired result.

      The path to success is largely determined by a person’s involvement and willingness to work independently. For a XXI-century employer, the most important thing is that you as an employee can perform your job duties well and quickly and do not create additional obstacles for the business. However, a wealth of experience shows that this is not enough today. The market is showing changing trends and making new demands on employees. Nowadays, to get a good job at a high-potential company, you must not only show work experience and formal education but also prove your positive non-standard character in practice by coming to the interview, after which you must successfully overcome the adaptation period [19]. It is possible to assess effectiveness only in dynamics and concerning specific functions and metrics, but a little contact and interaction are enough to make a hiring decision. This is only because the manager must understand the likely minimum requirements for him, be willing to work within the rules, and meet the expectations of the employer. Otherwise, the problem of efficiency cannot be solved. Stepping onto the path of improvement, you take on a heavy burden full of frustrations and difficulties, through which you gain invaluable experience. And it is invaluable only because its accumulation is valued by potential and future employers, and will be used by you in other positions.

      The management system in a modern company is one of the main parts of development. Realizing this fact, managers try to smooth the process of selecting candidates for the management system as much as possible and encounter many difficulties. These difficulties have a downside for potential candidates and current employees because if you become less effective against other employees, you can probably soon lose your place to be replaced by someone better than you. Such a contradiction requires an objective understanding of the essence of many processes that take place in a modern company and immersion in these processes.

      This book is the result of the author’s long and painstaking work as an actor on both sides of the common “kitchen” – as a manager and as the head of his own business, who is now recruiting managers. Through a retrospective of experience, we will try to show what a manager should be, and how the manager can see the best candidate, how the manager to become one of the first on the list of in-demand.

      Finally, let us tell you why it is good for you to read this book, and what is its value to the reader:

      – You, as a potential job seeker, will learn the basics of the modern manager’s work in a company and all the functions and tasks faced by a manager every day: from the banal routine to the manifestations of true creativity.

      – You, as a current employee-manager, will better understand your manager’s desires and requirements and realize your value in this company, learn how to improve your effectiveness and be more likely to move up the career ladder and find out the general rules that any modern organization follows.

      – You, as the head of your own business, will find it useful to learn tips on how to set up a manager to work effectively, which have been collected in many years of business management practice.

      The content of this book will be useful not only to candidates (applicants) for an executive position in the “dream company”, but to current employees, and heads of business structures themselves, faced with the problem of improving the effectiveness of management personnel and attracting managers, but also a wide range of readers who want to understand who the manager is and why today there is a large-scale hunt for the best representatives of this profession.

      Moreover, this book shows the rich managerial experience of the author, demonstrates the contradictions faced by the employee when working in a company, and collapses the expectations that are formed without participation in a coherent management system.

      Chapter 1. The Manager in the Management Structure of the Organization: the Head’s Position

      General provisions of the modern manager’s work in the company

      Manager and head in the construction of relations as a subordinate and subordinate, clearly demonstrate the modern essence of the management apparatus of any company and characterize the readiness of the subject of entrepreneurship to constant evolution. Understanding the essence of the manager in the company is the primary task, predetermining the distribution of labor functions and powers, and allocation of areas of responsibility. Realization of this task as a whole precedes the possibility of effective management of the company – because you, as a head, face the problem of absence or low efficiency of managers.

      It is important to understand that management as a whole is a complex concept of managerial terminology, which together boils down to the manifestation of a special kind of professional activity to achieve any pre-determined organizational goals. Management has financial (material) and labor resources at its disposal, serving as a tool on the way to organizational effectiveness.

      In this regard, to understand the essence of management, the head should not identify it with the panacea for everything. Management is only a system formed in the organization, but it, like any system, needs competent and well-positioned management. Management, unlike management, has nothing to do with purposeful human activity, becoming only a reflection of events occurring in the process of management and the possibility of achieving goals. In this regard, it is important to clearly distinguish between a management system and the management of a single person.

      The manager is one of the participants of the management system, who can implement the functions of management aimed at any of the objects of management [26]. The latter represents the management system itself, which, depending on the particular manager, acquires its properties and features. For example, some managers interact with employees, others lead entire subdivisions, while others create the appearance of working at the local level. Each of them manages his own processes, and some of them do not manage at all.

      Indeed, the manager is a purely salaried employee, endowed by management with certain powers, which, as a rule, directly depend on the degree of the head’s confidence in the employee. And the range of these powers determines the place of the manager in the entire management system, his subordinates, as well