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By Krishna Pillai (auth.)
What makes a “good” supervisor? this can be a ebook through a supervisor approximately managers however it is not only for managers. it truly is for someone and for everybody who's attracted to the best way humans – and never simply managers - behave and serve as worldwide. in response to genuine event the identify “Essence of a supervisor” is a succinct distillation of what this e-book is ready. it's not a administration handbook and but it's a map for navigation and a advisor for habit which are beneficial for practising managers in any respect degrees. It formulates a valid thesis to explain the traits wanted in a “good” supervisor and builds up from elemental characteristics to advance a holistic view of a very good supervisor. 9 basic attributes are proposed as being invaluable and enough to explain a “good” supervisor. it's utilized administration philosophy for a considering supervisor and bargains with the basic drivers which lie deeper than language or tradition and which keep watch over human behavior.
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Additional resources for Essence of a Manager
Example text
The fears all over the world are also much the same even if they do differ in nuance. But it is the manager’s individual attributes rather than national characteristics which are important. I have seen Indian managers succeed in European or US environments and vice versa. Japanese managers have done wonderfully well in South America, It was with great trepidation we once appointed a Polish manager in Germany but our fears were entirely misplaced. I have seen Czech and Brazilian managers also operate fluently in Germany.
It is useful here to refer again to analogies from the physical world. Managerial power is analogous to a high voltage potential or to a high water level or a high temperature level, which describe respectively the potentials for the flow of an electric current or the flow of water or the flow of heat. The existence of the potential is necessary but not sufficient to guarantee that a flow will occur. Something else is needed for that. Similarly the ability to mobilise action is not the action itself.
In other words, if the goodness is inherent then the track record may follow. To continue with the financial analogy, if the balance sheet is sound then the probability that profits and cash may follow is enhanced. Therefore it is a much more grounded approach to focus on the goodness of a prospective manager rather than on just his track record of past successes or on trying to make a forecast of his future success. I believe it is possible to assess what makes a person likely to be a good manager.