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You cannot s60p a top manager
!:lei") great Ieadcr is an cffcctic and ctTiciem manager. though eer~ manager is not a leader. llere arc lile areas a manager
ha, to pay allention to. for groll ing a, a great leader:
Affahle II ith Employees
The manager has to maintain II ith all employce, a humanly relation, not mechanical. The manager would be a role model
for elTY employee to 1'011011. The manager lIould "nOI elery employee or at lea"'l those II ho slhe mixes with. at herthis functional Icel. Sihe
has to "nOlI herlhis employees' strength and wea"ness. S/he has to knOll employee's comforts and problems because the manager has to help. not
10 admonl'h. The manager will trust herlhis employees and will not think that slhe pay s an employee at thc end of the month. Instead slhe should
reali/c that thc cmployee carns the money through hard labor.
Unstructured Decisions Only
The Manager would not make any decision out of whim or based on personal observation. The Manager should not make decisions of the
repetitil'l: las"'. Once the Manager finds an unstructured situation. s/he tries to make the decision structured and in the long run, when it takes a
repetitile shapc. it is handed over to lhe nearesl person helOl! him/her on the hierarchy ladder,
Authority Delegation
If the ;'lanager docs not delegate suflicient authority the functional areas will never he matured themseh'cs, The Manager will not execute all
la,,,,. and slhe II ill be engaged in the unstructured silUations and making pulicie, for them, Once the policies are made. slhe II ill send it dOl'I n the
hierarchy ladder The ~lanager cannot eecute el cry ta...". The :1anager cannot he good at el ery Ilork, because no single person is goud at
ea~ thing. If the tl-Ianager is found to tr~ to execute elery single task including the repetitie ones. sthe might bc called 10 he suffering from
"Me-Onl~ " . . ~ ndmme.
Vision Articulation
The 'danager I ill I isualile lhe dream of the vision. articulate (neither spread nor inform I the dream among employees and II ill find out hOIl to
keep employees motivated. "'0 that lhe articulated vision is well perceived h~ employees 1 ith enthusia'm.
EmplOyee Ivlotivation
In a salUraled job market where labor supply is some multiple of demand. the employees cannot just quit a job before gelling anOlher one. The
employees in a perfect job market where supply and demand are equal. do not have to continue a job if demolil'ated. However. in a saturated job
market. the employee has to continue the job though demotivated. in consequence of which the employee becomes obsessed when demOlil alion
exceeds or tends to exeeed his or her capacity. A glum employee is a pain in lhe neck for any organization. as an obsessed member is for a family.
Therefore the manager in a saturated job market has to be more careful in motivating employees than one who is in a perfecljob market.
ANM Farukh