anagers re made
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HE FUTURE MANAGER'S task 'II not be an easy one. The conomy has not yet picked up; usiness forecasts are not all at optimistic; and people and roductivity problems will not et any less in a micro-chip eveloping age.
People who do not have a high kill or the ability to adapt are nlikely to be employed in the 990's.
The pressure of change In a March 1982 article in is series, "Standing on your wn feet", Alvin Toffler's book uture Shockl was referred to, nd it is hoped that by now you ave all read it. This condition as defined by the author as ' the shattering stress and
isorientation that we induce in i dividuals by subjecting them too much change in too short time".
In the years to come it will be ecessary to try and cope with hange — always ongoing and evitable — in a more positive nd systematic way.
We can ease the pressures on urselves by assessing the robability of various changes nd trying to be ready for them if nd when they come. Therefore, eep yourselves up-to-date; ttend transport institute rofessional activities; read idely.
New techniques, technology nd academic skills have come bout in order to progress and ope with change. You must hoose whether you anticipate hange or resist it. Toffler, in 980, offered some more radical iews in his Third Wave2.
Road transport will continue o be the dominant mode in nland transport for many years o come, but it will be constantly hanging in various ways. You ust be "ahead" and lead such evelopments from the front. hat's what managers are for! Teamwork In modern business it is vital hat people in a firm or rganisation work together, not just people at the same levels, but everyone at all levels pulling as one tea m.
The "them" and "us" syndrome, wherever it occurs, is debilitating to the success and efficiency of any task or enterprise. Managers have a duty and responsibility therefore to foster a good team spirit wherever they find themselves. All those preparing for management must give deep thought as to how they will encourage and promote teamwork of a high order. You must separate the rhetoric from the reality on this topic. Everyone pays lip service to teamwork, but too often do not behave or perform in a positive way.
Teams are made by managers, who have to define and inspire a "unity of purpose" in their team. There are four basic characteristics to be achieved — a team is: 1 Organic — made up of components in the persons involved who come together to form a cohesive whole which is greater than the sum of its parts: a conspiracy for good.
2 Interdependent — with each team member supporting the others. If the team (or firm) succeeds, they all succeed; if it fails, they all fail.
3 Stimulating — attitudes and actions of team members spur their teammates on to greater efforts and achievements — achievements which they might have thought beyond their own personal abilities.
4 Enjoyable — most people get a thrill being in a team and there are often vacancies for good people. They like the camaraderie, the sense of belonging and achievement, the sheer fun of performing well in a team.
Remember, always, that coordination minus co-operation will take any team only so far. Managers should therefore have proper regard to the important matters of delegation of responsibility (not the so often notices "sham" variety) and honest consultation and communication. In Japan the generally accepted philosophy is continuous teamwork and interaction "from bottom to top".
Promotion and personal progress As you progress in your career two things will constantly come up from time to time. Your own promotion and progress, and that of others for whom you are responsible. Appraisal of both yourself and others is a necessary adjunct to your several management skills, and as it is often the source of much misunderstanding, and therefore loss of enthusiasm, the following is a summary of the essential questions to keep in mind: 1 What factors help people to climb the promotion ladder faster than others?
Initiative — they get ahead and tackle their problems energetically.
Job knowledge — they possess the know-how.
Dependability — their bosses must be able to rely on them. Getting along with others — they must be good at team-work and integrate effectively.
2 What makes people more than just satisfactory in their work? Strenths in: Initiative.
Job Knowledge. Dependability.
Good social skills.
3 What factors hold people back from promotion?
Weakness in the following five areas: Initiative Leadership.
Planning and Organising. Decision making.
Analytical ability and vision.
4 What are the main causes of inadequate work performance?
Lack of a combination of some or all of the five areas of weakness given in 3 above. You should keep in mind Sir Winston Churchill's view that "with opportunities comes responsibility". The power of expression, both in the written and spoken word, and an ability to manage cost control systems are other factors of importance in the people and freight movement business, especially road transport.
You will need to know and allow for the frailties, foibles and imperfections of other people while being careful to avoid developing weaknesses in your own life. You must aim to give your staff the same sense of dignity and purpose in their work as you have in yours.
Seek emotional stability In the management task emotional stability is needed. It is unwise to allow temperament to rule one. It can become an affliction. A person, and particularly one in management, who is subject to moods, and gives way to them so as to either cause turmoil or to let the side down is a trouble maker. And we all know what problems such persons can cause!
Good luck!
This series now ends. Management preparation and development are lifelong activities, and road transport needs the best managers it can get. So keep at your studies. Gain as wide a number of experiences as you can; and develop your own philosophy of priorities. Go forward with confidence.