Top 5 Biblical Passages for Christian Business Leaders

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1. Mark 10:43-45

“But whoever would be great among you must be your servant, and whoever would be first among you must be the slave of all. For even the Son of Man came not to be served but to serve, and to give his life as a ransom for many.”

This passage from the Gospel of Mark is considered the central image of a Christian leader– a suffering servant. A leader who serves his/her constituents rather than being served by them. Leadership in the Christian sense is service for the sake of the Kingdom and self-emptying to empower others.

Under this model, the leader does not seek glory and power for his/her self but to promote and protect the common good even if this entails dying to one’s self and disregarding his/her self-interest.

In Catholic Church’s teaching, doing business is a form of service to God and people–the customers. Its ultimate goal is not really profiteering but serving the public by providing consumers with high-quality goods and services in order that they can enjoy the fruits of God’s creation.

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A good and Christian leader must then strive to become a servant of God in the business organization, providing the public with quality goods and services.

As managers, they must not abuse their discretionary powers in the workplace but instead empower others to become servants and leaders too in their respective duties and areas of responsibilities.

2. Philippians 2:3

Do nothing out of selfish ambition or vain conceit. Rather, in humility value others above yourselves..”

This passage from the Letter of Paul to the Philippians can remind business leaders not to seek selfish ambitions or vain conceit. They must be humble, always conscious that positions of power in the business organization is temporary and meant for service.

Selfish ambition or conceit in the business organization can lead to unhealthy competition, politics, and sidelining of the corporate values just to get ahead of others in the promotion system.

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3. 1 Timothy 3:2

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Now the overseer is to be above reproach, faithful to his wife, temperate, self-controlled, respectable, hospitable, able to teach…”

This passage reminds business leaders to walk the talk, to witness what they preach in the workplace. A good and Christian leader is one who always provides a good example for others to follow.

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4. Proverbs 27:23-24

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“Be sure you know the condition of your flocks, give careful attention to your herds;  for riches do not endure forever, and a crown is not secure for all generations.”
Business leaders must not be only conscious about their position of power and authority, of the benefits and rewards they could get if they perform well in the company.
They must, first of all, know the real conditions of their employees in the workplace. They should check whether they are properly remunerated with a just wage by the company.
Corporate productivity is often tied up with the level of satisfaction of the workers with their wage and social benefits.
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5. Isaiah 41:10

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“Fear not, for I am with you; be not dismayed, for I am your God; I will strengthen you, I will help you, I will uphold you with my righteous right hand.”

In Church’s teachings, work is connected with one’s spirituality: A leader’s duty and role in the company must be part of his/her spiritual life.

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A Christian leader is one who is always conscious that the work of managing others in the workplace is part of his/her quest for salvation. Sanctification is not only expressed inside the Church but anywhere since God’s presence is everywhere. Thus, if business leaders are always aware of God’s presence in the workplace, he/she would never be fearful in his decisions and actions.

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GIF Credits: Giphy.com

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How to Be a Good and Effective Manager-Leader

Introduction

A good manager must not only possess superior technical skills but also social managerial skills. After all, the primary role of the manager is to guide and supervise people under his/her care, not machines and robots. The word “good” here implies a value judgment and a set of standards of what constitutes a good or bad trait. And since business has diverse standards of what constitutes a “good” or “bad” manager, it is expected that what is good in one company may be not good in another company. What is common, however, is that all managers, regardless of the type and size of business, deal with people and employees with different personality, attitude, ability, talent, and experience in the company. Like a conductor in an orchestra, a good manager is one who knows how to blend and unify the various social circumstances of his/her employees in the workplace to achieve the company’s short and long-term goals. What makes a manager different from a rank-and-file employee is his/her discretionary power. S/he has the power when and how a company policy or goal can be actualized in the workplace through his/her intervention. Thus, a manager who has 4 of the traits below can be considered “good” and effective in today’s global age.

1. Familiar with the company’s organizational Culture.

First of all, a good manager must be familiar with the organizational culture of the company. This trait requires that the manager must be observant, analytical, broad-minded and with longer exposure in the company. S/he should have a firm grasp of “how things work” inside the organization: the goals, rules and sanctions of the company, internal politics and the degree of influence of power cliques inside the firm, as well as the overall social networking process inside and outside the company. The more the manager is familiar with the overall system of the company, the more s/he can be effective to fit his/her own office or area of responsibility in the overall scheme and direction of the business firm.With his/her superior knowledge of the culture or “way of life” of people inside his/her company, s/he can “make things done” despite bureaucratic limitations and obstacles.

In particular, s/he must know whether his/her company is generally personalistic, that is, social interaction and transaction are basically based on social ties rather than on qualification and merit. In sole proprietorship or smaller enterprises, the employees are usually affiliated with owners as relative, friend or co-ethic. Thus, the manager must be careful in dealing with employees who are close to the owners. But in highly complex and rational system of big companies, merit, rather social ties, usually predominats the overall cultural system of the business firm. In this case, the manager can be more efficient and professional in dealing with employees and situations in his/her office or area of responsibility.

2. Prudent in his/her exercise of managerial power and authority.

A manager must be prudent in the exercise of his/her power and authority in the company. Authority is a legitimate form of power delegated by the company to the manager in administering the firm as specified in the company’s manual. In theory, the manager must only act within the scope of his/her authority. But in some cases, s/he goes beyond this boundary such as dominating or bullying his/her employees–and thus act using his/her personal power and status rather than his/her authority. S/he must remember the saying: “If there is power, there is resistance”! If the manager wants to avoid nasty rumors and gossip from his/her subordinate, s/he must exercise moderation and prudence with regard to power and authority. This does not mean that s/he should not show anger especially if the situation requires it to achieve targets. What is important is that the employee must feel that the coercion was done by the manager in good faith and for the good of the company and not as a response to a grudge.

Active Resistance

If employees sense that their manager goes beyond his/her authority and thus abuse his/her power, active and passive social resistance would more likely occur. Active resistance is an overt or open form of opposition to the manager’s management style. Unreasonable impositions by the manager on the employees usually invite social resistance such as gossiping and rumor mongering. If the maltreatment or bullying of the manager becomes harsh, employees may manifest their active resistance by answering back to the manager’s rants or other forms of defiance. They can write petition letters or complaints to a higher authority or openly disobeying the manager’s command. Active resistance is easy for the manager to identify and control since it is usually done openly. What is difficult is passive or covert resistance. This often done at his/her back. This needs some sociological sense to discover that the employees resist

Passive Resistance

Passive resistance is an indirect or covert form of resistance. If employees do not want the personality and management style of the manager, they don’t usually show it openly to avoid sanctions. Instead, they would usually do it indirectly such as spreading rumors and gossip against the manager. They can also intentional miss their targets, underperform their tasks and invent all sorts of excuses for their sloppy job. In this case, the manager cannot achieve his/her assigned goals and targets in the firm, making him/her an ineffective leader in the eyes of the top management or owners of the company. These resistant acts may appear insignificant to many people but they can create a ripple effect which can result in an organized opposition against the manager. A good manager therefore is a person who is prudent in the exercise of his/her power and authority, avoiding active and passive resistance, for the good of the company. A good manager is must also be open to dialogue with disgruntled employees to understand and address the root cause of their problems..

3. Familiar with the latest technology for business.

With growing digitalisation of business, a good manager must be familiar with the latest Internet and computer skills and applications for business, particularly with the use of the social media such as LinkedIn, Facebook, Twitter and other growing networking sites for business. With the advent of the digital, cyber and electronic spaces, physical presence is no longer necessary with the latest Information Communication Technologies (ICTs). Multitasking would be made easy because of the digital technology. A manager maybe away from his office, attending a conference and yet s/he can still attend to the day-to-day activities of his/her office with the use of his/her smart phones and wireless broadband or other high-tech devices and applications. The ICTs are also indispensable for a good manager in marketing formally or informally the company’s products and services.

4. Sensitive to his/her employees’ needs.

Finally, one of the most important traits a good manager must possess is sensitivity to his/her employees’ needs. The role of the manager is not only to achieve the company’s business goals and forecasts but also to protect and nurture the company’s most important asset—the employees. If employees feel happy, contented, and supported by the manager in what they do, their productivity and loyalty to the company would intensify and the company’s goals would then be easier to achieve. If this happens, the top management, will take notice of the manager’s capacity and and would be persuaded to promote him to higher post and responsibility.The employees’ feeling of being respected and valued by their company through their manager would surely result in increased productivity, efficiency and profit for the company. The famous Pope John Paul II in his papal encyclical or letter entitled Centisimus Annus (One Hundred Years), said that employees’ welfare in the company is more important than just earning more profit in a sesne that a business enterprise is a community of persons aimed at serving the public through products and services.

Thank you for reading this post. Follow this blog via email for more updates.

How to Be a Good and Effective Manager-Leader

Introduction

A good manager must not only possess superior technical skills but also social managerial skills. After all, the primary role of the manager is to guide and supervise people under his/her care, not machines and robots. The word “good” here implies a value judgment and a set of standards of what constitutes a good or bad trait. And since business has diverse standards of what constitutes a “good” or “bad” manager, it is expected that what is good in one company may be not good in another company. What is common, however, is that all managers, regardless of the type and size of business, deal with people and employees with different personality, attitude, ability, talent, and experience in the company. Like a conductor in an orchestra, a good manager is one who knows how to blend and unify the various social circumstances of his/her employees in the workplace to achieve the company’s short and long-term goals. What makes a manager different from a rank-and-file employee is his/her discretionary power. S/he has the power when and how a company policy or goal can be actualized in the workplace through his/her intervention. Thus, a manager who has 4 of the traits below can be considered “good” and effective in today’s global age.

 

1. Familiar with the company’s organizational Culture.

First of all, a good manager must be familiar with the organizational culture of the company. This trait requires that the manager must be observant, analytical, broad-minded and with longer exposure in the company. S/he should have a firm grasp of “how things work” inside the organization: the goals, rules and sanctions of the company, internal politics and the degree of influence of power cliques inside the firm, as well as the overall social networking process inside and outside the company. The more the manager is familiar with the overall system of the company, the more s/he can be effective to fit his/her own office or area of responsibility in the overall scheme and direction of the business firm.With his/her superior knowledge of the culture or “way of life” of people inside his/her company, s/he can “make things done” despite bureaucratic limitations and obstacles.

In particular, s/he must know whether his/her company is generally personalistic, that is, social interaction and transaction are basically based on social ties rather than on qualification and merit. In sole proprietorship or smaller enterprises, the employees are usually affiliated with owners as relative, friend or co-ethic. Thus, the manager must be careful in dealing with employees who are close to the owners. But in highly complex and rational system of big companies, merit, rather social ties, usually predominats the overall cultural system of the business firm. In this case, the manager can be more efficient and professional in dealing with employees and situations in his/her office or area of responsibility.

 

2. Prudent in his/her exercise of managerial power and authority.

A manager must be prudent in the exercise of his/her power and authority in the company. Authority is a legitimate form of power delegated by the company to the manager in administering the firm as specified in the company’s manual. In theory, the manager must only act within the scope of his/her authority. But in some cases, s/he goes beyond this boundary such as dominating or bullying his/her employees–and thus act using his/her personal power and status rather than his/her authority. S/he must remember the saying: “If there is power, there is resistance”! If the manager wants to avoid nasty rumors and gossip from his/her subordinate, s/he must exercise moderation and prudence with regard to power and authority. This does not mean that s/he should not show anger especially if the situation requires it to achieve targets. What is important is that the employee must feel that the coercion was done by the manager in good faith and for the good of the company and not as a response to a grudge.

Active Resistance

If employees sense that their manager goes beyond his/her authority and thus abuse his/her power, active and passive social resistance would more likely occur. Active resistance is an overt or open form of opposition to the manager’s management style. Unreasonable impositions by the manager on the employees usually invite social resistance such as gossiping and rumor mongering. If the maltreatment or bullying of the manager becomes harsh, employees may manifest their active resistance by answering back to the manager’s rants or other forms of defiance. They can write petition letters or complaints to a higher authority or openly disobeying the manager’s command. Active resistance is easy for the manager to identify and control since it is usually done openly. What is difficult is passive or covert resistance. This often done at his/her back. This needs some sociological sense to discover that the employees resist

Passive Resistance

Passive resistance is an indirect or covert form of resistance. If employees do not want the personality and management style of the manager, they don’t usually show it openly to avoid sanctions. Instead, they would usually do it indirectly such as spreading rumors and gossip against the manager. They can also intentional miss their targets, underperform their tasks and invent all sorts of excuses for their sloppy job. In this case, the manager cannot achieve his/her assigned goals and targets in the firm, making him/her an ineffective leader in the eyes of the top management or owners of the company. These resistant acts may appear insignificant to many people but they can create a ripple effect which can result in an organized opposition against the manager. A good manager therefore is a person who is prudent in the exercise of his/her power and authority, avoiding active and passive resistance, for the good of the company. A good manager is must also be open to dialogue with disgruntled employees to understand and address the root cause of their problems..

 

3. Familiar with the latest technology for business.

With growing digitalisation of business, a good manager must be familiar with the latest Internet and computer skills and applications for business, particularly with the use of the social media such as LinkedIn, Facebook, Twitter and other growing networking sites for business. With the advent of the digital, cyber and electronic spaces, physical presence is no longer necessary with the latest Information Communication Technologies (ICTs). Multitasking would be made easy because of the digital technology. A manager maybe away from his office, attending a conference and yet s/he can still attend to the day-to-day activities of his/her office with the use of his/her smart phones and wireless broadband or other high-tech devices and applications. The ICTs are also indispensable for a good manager in marketing formally or informally the company’s products and services.

 

4. Sensitive to his/her employees’ needs.

Finally, one of the most important traits a good manager must possess is sensitivity to his/her employees’ needs. The role of the manager is not only to achieve the company’s business goals and forecasts but also to protect and nurture the company’s most important asset—the employees. If employees feel happy, contented, and supported by the manager in what they do, their productivity and loyalty to the company would intensify and the company’s goals would then be easier to achieve. If this happens, the top management, will take notice of the manager’s capacity and and would be persuaded to promote him to higher post and responsibility.The employees’ feeling of being respected and valued by their company through their manager would surely result in increased productivity, efficiency and profit for the company. The famous Pope John Paul II in his papal encyclical or letter entitled Centisimus Annus (One Hundred Years), said that employees’ welfare in the company is more important than just earning more profit in a sesne that a business enterprise is a community of persons aimed at serving the public through products and services.

Thank you for reading this post. Follow this blog via email for more updates.

How to Be a Good and Effective Manager-Leader

Introduction

A good manager must not only possess superior technical skills but also social managerial skills. After all, the primary role of the manager is to guide and supervise people under his/her care, not machines and robots. The word “good” here implies a value judgment and a set of standards of what constitutes a good or bad trait. And since business has diverse standards of what constitutes a “good” or “bad” manager, it is expected that what is good in one company may be not good in another company. What is common, however, is that all managers, regardless of the type and size of business, deal with people and employees with different personality, attitude, ability, talent, and experience in the company. Like a conductor in an orchestra, a good manager is one who knows how to blend and unify the various social circumstances of his/her employees in the workplace to achieve the company’s short and long-term goals. What makes a manager different from a rank-and-file employee is his/her discretionary power. S/he has the power when and how a company policy or goal can be actualized in the workplace through his/her intervention. Thus, a manager who has 4 of the traits below can be considered “good” and effective in today’s global age.

 

1. Familiar with the company’s organizational Culture.

First of all, a good manager must be familiar with the organizational culture of the company. This trait requires that the manager must be observant, analytical, broad-minded and with longer exposure in the company. S/he should have a firm grasp of “how things work” inside the organization: the goals, rules and sanctions of the company, internal politics and the degree of influence of power cliques inside the firm, as well as the overall social networking process inside and outside the company. The more the manager is familiar with the overall system of the company, the more s/he can be effective to fit his/her own office or area of responsibility in the overall scheme and direction of the business firm.With his/her superior knowledge of the culture or “way of life” of people inside his/her company, s/he can “make things done” despite bureaucratic limitations and obstacles.

In particular, s/he must know whether his/her company is generally personalistic, that is, social interaction and transaction are basically based on social ties rather than on qualification and merit. In sole proprietorship or smaller enterprises, the employees are usually affiliated with owners as relative, friend or co-ethic. Thus, the manager must be careful in dealing with employees who are close to the owners. But in highly complex and rational system of big companies, merit, rather social ties, usually predominats the overall cultural system of the business firm. In this case, the manager can be more efficient and professional in dealing with employees and situations in his/her office or area of responsibility.

 

2. Prudent in his/her exercise of managerial power and authority.

A manager must be prudent in the exercise of his/her power and authority in the company. Authority is a legitimate form of power delegated by the company to the manager in administering the firm as specified in the company’s manual. In theory, the manager must only act within the scope of his/her authority. But in some cases, s/he goes beyond this boundary such as dominating or bullying his/her employees–and thus act using his/her personal power and status rather than his/her authority. S/he must remember the saying: “If there is power, there is resistance”! If the manager wants to avoid nasty rumors and gossip from his/her subordinate, s/he must exercise moderation and prudence with regard to power and authority. This does not mean that s/he should not show anger especially if the situation requires it to achieve targets. What is important is that the employee must feel that the coercion was done by the manager in good faith and for the good of the company and not as a response to a grudge.

Active Resistance

If employees sense that their manager goes beyond his/her authority and thus abuse his/her power, active and passive social resistance would more likely occur. Active resistance is an overt or open form of opposition to the manager’s management style. Unreasonable impositions by the manager on the employees usually invite social resistance such as gossiping and rumor mongering. If the maltreatment or bullying of the manager becomes harsh, employees may manifest their active resistance by answering back to the manager’s rants or other forms of defiance. They can write petition letters or complaints to a higher authority or openly disobeying the manager’s command. Active resistance is easy for the manager to identify and control since it is usually done openly. What is difficult is passive or covert resistance. This often done at his/her back. This needs some sociological sense to discover that the employees resist

Passive Resistance

Passive resistance is an indirect or covert form of resistance. If employees do not want the personality and management style of the manager, they don’t usually show it openly to avoid sanctions. Instead, they would usually do it indirectly such as spreading rumors and gossip against the manager. They can also intentional miss their targets, underperform their tasks and invent all sorts of excuses for their sloppy job. In this case, the manager cannot achieve his/her assigned goals and targets in the firm, making him/her an ineffective leader in the eyes of the top management or owners of the company. These resistant acts may appear insignificant to many people but they can create a ripple effect which can result in an organized opposition against the manager. A good manager therefore is a person who is prudent in the exercise of his/her power and authority, avoiding active and passive resistance, for the good of the company. A good manager is must also be open to dialogue with disgruntled employees to understand and address the root cause of their problems..

 

3. Familiar with the latest technology for business.

With growing digitalisation of business, a good manager must be familiar with the latest Internet and computer skills and applications for business, particularly with the use of the social media such as LinkedIn, Facebook, Twitter and other growing networking sites for business. With the advent of the digital, cyber and electronic spaces, physical presence is no longer necessary with the latest Information Communication Technologies (ICTs). Multitasking would be made easy because of the digital technology. A manager maybe away from his office, attending a conference and yet s/he can still attend to the day-to-day activities of his/her office with the use of his/her smart phones and wireless broadband or other high-tech devices and applications. The ICTs are also indispensable for a good manager in marketing formally or informally the company’s products and services.

 

4. Sensitive to his/her employees’ needs.

Finally, one of the most important traits a good manager must possess is sensitivity to his/her employees’ needs. The role of the manager is not only to achieve the company’s business goals and forecasts but also to protect and nurture the company’s most important asset—the employees. If employees feel happy, contented, and supported by the manager in what they do, their productivity and loyalty to the company would intensify and the company’s goals would then be easier to achieve. If this happens, the top management, will take notice of the manager’s capacity and and would be persuaded to promote him to higher post and responsibility.The employees’ feeling of being respected and valued by their company through their manager would surely result in increased productivity, efficiency and profit for the company. The famous Pope John Paul II in his papal encyclical or letter entitled Centisimus Annus (One Hundred Years), said that employees’ welfare in the company is more important than just earning more profit in a sesne that a business enterprise is a community of persons aimed at serving the public through products and services.

Thank you for reading this post. Follow this blog via email for more updates.

How to Be a Good and Effective Manager-Leader

Introduction

A good manager must not only possess superior technical skills but also social managerial skills. After all, the primary role of the manager is to guide and supervise people under his/her care, not machines and robots. The word “good” here implies a value judgment and a set of standards of what constitutes a good or bad trait. And since business has diverse standards of what constitutes a “good” or “bad” manager, it is expected that what is good in one company may be not good in another company. What is common, however, is that all managers, regardless of the type and size of business, deal with people and employees with different personality, attitude, ability, talent, and experience in the company. Like a conductor in an orchestra, a good manager is one who knows how to blend and unify the various social circumstances of his/her employees in the workplace to achieve the company’s short and long-term goals. What makes a manager different from a rank-and-file employee is his/her discretionary power. S/he has the power when and how a company policy or goal can be actualized in the workplace through his/her intervention. Thus, a manager who has 4 of the traits below can be considered “good” and effective in today’s global age.

 

1. Familiar with the company’s organizational Culture.

First of all, a good manager must be familiar with the organizational culture of the company. This trait requires that the manager must be observant, analytical, broad-minded and with longer exposure in the company. S/he should have a firm grasp of “how things work” inside the organization: the goals, rules and sanctions of the company, internal politics and the degree of influence of power cliques inside the firm, as well as the overall social networking process inside and outside the company. The more the manager is familiar with the overall system of the company, the more s/he can be effective to fit his/her own office or area of responsibility in the overall scheme and direction of the business firm.With his/her superior knowledge of the culture or “way of life” of people inside his/her company, s/he can “make things done” despite bureaucratic limitations and obstacles.

In particular, s/he must know whether his/her company is generally personalistic, that is, social interaction and transaction are basically based on social ties rather than on qualification and merit. In sole proprietorship or smaller enterprises, the employees are usually affiliated with owners as relative, friend or co-ethic. Thus, the manager must be careful in dealing with employees who are close to the owners. But in highly complex and rational system of big companies, merit, rather social ties, usually predominats the overall cultural system of the business firm. In this case, the manager can be more efficient and professional in dealing with employees and situations in his/her office or area of responsibility.

 

2. Prudent in his/her exercise of managerial power and authority.

A manager must be prudent in the exercise of his/her power and authority in the company. Authority is a legitimate form of power delegated by the company to the manager in administering the firm as specified in the company’s manual. In theory, the manager must only act within the scope of his/her authority. But in some cases, s/he goes beyond this boundary such as dominating or bullying his/her employees–and thus act using his/her personal power and status rather than his/her authority. S/he must remember the saying: “If there is power, there is resistance”! If the manager wants to avoid nasty rumors and gossip from his/her subordinate, s/he must exercise moderation and prudence with regard to power and authority. This does not mean that s/he should not show anger especially if the situation requires it to achieve targets. What is important is that the employee must feel that the coercion was done by the manager in good faith and for the good of the company and not as a response to a grudge.

Active Resistance

If employees sense that their manager goes beyond his/her authority and thus abuse his/her power, active and passive social resistance would more likely occur. Active resistance is an overt or open form of opposition to the manager’s management style. Unreasonable impositions by the manager on the employees usually invite social resistance such as gossiping and rumor mongering. If the maltreatment or bullying of the manager becomes harsh, employees may manifest their active resistance by answering back to the manager’s rants or other forms of defiance. They can write petition letters or complaints to a higher authority or openly disobeying the manager’s command. Active resistance is easy for the manager to identify and control since it is usually done openly. What is difficult is passive or covert resistance. This often done at his/her back. This needs some sociological sense to discover that the employees resist

Passive Resistance

Passive resistance is an indirect or covert form of resistance. If employees do not want the personality and management style of the manager, they don’t usually show it openly to avoid sanctions. Instead, they would usually do it indirectly such as spreading rumors and gossip against the manager. They can also intentional miss their targets, underperform their tasks and invent all sorts of excuses for their sloppy job. In this case, the manager cannot achieve his/her assigned goals and targets in the firm, making him/her an ineffective leader in the eyes of the top management or owners of the company. These resistant acts may appear insignificant to many people but they can create a ripple effect which can result in an organized opposition against the manager. A good manager therefore is a person who is prudent in the exercise of his/her power and authority, avoiding active and passive resistance, for the good of the company. A good manager is must also be open to dialogue with disgruntled employees to understand and address the root cause of their problems..

 

3. Familiar with the latest technology for business.

With growing digitalisation of business, a good manager must be familiar with the latest Internet and computer skills and applications for business, particularly with the use of the social media such as LinkedIn, Facebook, Twitter and other growing networking sites for business. With the advent of the digital, cyber and electronic spaces, physical presence is no longer necessary with the latest Information Communication Technologies (ICTs). Multitasking would be made easy because of the digital technology. A manager maybe away from his office, attending a conference and yet s/he can still attend to the day-to-day activities of his/her office with the use of his/her smart phones and wireless broadband or other high-tech devices and applications. The ICTs are also indispensable for a good manager in marketing formally or informally the company’s products and services.

 

4. Sensitive to his/her employees’ needs.

Finally, one of the most important traits a good manager must possess is sensitivity to his/her employees’ needs. The role of the manager is not only to achieve the company’s business goals and forecasts but also to protect and nurture the company’s most important asset—the employees. If employees feel happy, contented, and supported by the manager in what they do, their productivity and loyalty to the company would intensify and the company’s goals would then be easier to achieve. If this happens, the top management, will take notice of the manager’s capacity and and would be persuaded to promote him to higher post and responsibility.The employees’ feeling of being respected and valued by their company through their manager would surely result in increased productivity, efficiency and profit for the company. The famous Pope John Paul II in his papal encyclical or letter entitled Centisimus Annus (One Hundred Years), said that employees’ welfare in the company is more important than just earning more profit in a sesne that a business enterprise is a community of persons aimed at serving the public through products and services.

Thank you for reading this post. Follow this blog via email for more updates.

How to Be a Good and Effective Manager-Leader

Introduction

A good manager must not only possess superior technical skills but also social managerial skills. After all, the primary role of the manager is to guide and supervise people under his/her care, not machines and robots. The word “good” here implies a value judgment and a set of standards of what constitutes a good or bad trait. And since business has diverse standards of what constitutes a “good” or “bad” manager, it is expected that what is good in one company may be not good in another company. What is common, however, is that all managers, regardless of the type and size of business, deal with people and employees with different personality, attitude, ability, talent, and experience in the company. Like a conductor in an orchestra, a good manager is one who knows how to blend and unify the various social circumstances of his/her employees in the workplace to achieve the company’s short and long-term goals. What makes a manager different from a rank-and-file employee is his/her discretionary power. S/he has the power when and how a company policy or goal can be actualized in the workplace through his/her intervention. Thus, a manager who has 4 of the traits below can be considered “good” and effective in today’s global age.

 

1. Familiar with the company’s organizational Culture.

First of all, a good manager must be familiar with the organizational culture of the company. This trait requires that the manager must be observant, analytical, broad-minded and with longer exposure in the company. S/he should have a firm grasp of “how things work” inside the organization: the goals, rules and sanctions of the company, internal politics and the degree of influence of power cliques inside the firm, as well as the overall social networking process inside and outside the company. The more the manager is familiar with the overall system of the company, the more s/he can be effective to fit his/her own office or area of responsibility in the overall scheme and direction of the business firm.With his/her superior knowledge of the culture or “way of life” of people inside his/her company, s/he can “make things done” despite bureaucratic limitations and obstacles.

In particular, s/he must know whether his/her company is generally personalistic, that is, social interaction and transaction are basically based on social ties rather than on qualification and merit. In sole proprietorship or smaller enterprises, the employees are usually affiliated with owners as relative, friend or co-ethic. Thus, the manager must be careful in dealing with employees who are close to the owners. But in highly complex and rational system of big companies, merit, rather social ties, usually predominats the overall cultural system of the business firm. In this case, the manager can be more efficient and professional in dealing with employees and situations in his/her office or area of responsibility.

 

2. Prudent in his/her exercise of managerial power and authority.

A manager must be prudent in the exercise of his/her power and authority in the company. Authority is a legitimate form of power delegated by the company to the manager in administering the firm as specified in the company’s manual. In theory, the manager must only act within the scope of his/her authority. But in some cases, s/he goes beyond this boundary such as dominating or bullying his/her employees–and thus act using his/her personal power and status rather than his/her authority. S/he must remember the saying: “If there is power, there is resistance”! If the manager wants to avoid nasty rumors and gossip from his/her subordinate, s/he must exercise moderation and prudence with regard to power and authority. This does not mean that s/he should not show anger especially if the situation requires it to achieve targets. What is important is that the employee must feel that the coercion was done by the manager in good faith and for the good of the company and not as a response to a grudge.

Active Resistance

If employees sense that their manager goes beyond his/her authority and thus abuse his/her power, active and passive social resistance would more likely occur. Active resistance is an overt or open form of opposition to the manager’s management style. Unreasonable impositions by the manager on the employees usually invite social resistance such as gossiping and rumor mongering. If the maltreatment or bullying of the manager becomes harsh, employees may manifest their active resistance by answering back to the manager’s rants or other forms of defiance. They can write petition letters or complaints to a higher authority or openly disobeying the manager’s command. Active resistance is easy for the manager to identify and control since it is usually done openly. What is difficult is passive or covert resistance. This often done at his/her back. This needs some sociological sense to discover that the employees resist

Passive Resistance

Passive resistance is an indirect or covert form of resistance. If employees do not want the personality and management style of the manager, they don’t usually show it openly to avoid sanctions. Instead, they would usually do it indirectly such as spreading rumors and gossip against the manager. They can also intentional miss their targets, underperform their tasks and invent all sorts of excuses for their sloppy job. In this case, the manager cannot achieve his/her assigned goals and targets in the firm, making him/her an ineffective leader in the eyes of the top management or owners of the company. These resistant acts may appear insignificant to many people but they can create a ripple effect which can result in an organized opposition against the manager. A good manager therefore is a person who is prudent in the exercise of his/her power and authority, avoiding active and passive resistance, for the good of the company. A good manager is must also be open to dialogue with disgruntled employees to understand and address the root cause of their problems..

 

3. Familiar with the latest technology for business.

With growing digitalisation of business, a good manager must be familiar with the latest Internet and computer skills and applications for business, particularly with the use of the social media such as LinkedIn, Facebook, Twitter and other growing networking sites for business. With the advent of the digital, cyber and electronic spaces, physical presence is no longer necessary with the latest Information Communication Technologies (ICTs). Multitasking would be made easy because of the digital technology. A manager maybe away from his office, attending a conference and yet s/he can still attend to the day-to-day activities of his/her office with the use of his/her smart phones and wireless broadband or other high-tech devices and applications. The ICTs are also indispensable for a good manager in marketing formally or informally the company’s products and services.

 

4. Sensitive to his/her employees’ needs.

Finally, one of the most important traits a good manager must possess is sensitivity to his/her employees’ needs. The role of the manager is not only to achieve the company’s business goals and forecasts but also to protect and nurture the company’s most important asset—the employees. If employees feel happy, contented, and supported by the manager in what they do, their productivity and loyalty to the company would intensify and the company’s goals would then be easier to achieve. If this happens, the top management, will take notice of the manager’s capacity and and would be persuaded to promote him to higher post and responsibility.The employees’ feeling of being respected and valued by their company through their manager would surely result in increased productivity, efficiency and profit for the company. The famous Pope John Paul II in his papal encyclical or letter entitled Centisimus Annus (One Hundred Years), said that employees’ welfare in the company is more important than just earning more profit in a sesne that a business enterprise is a community of persons aimed at serving the public through products and services.

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