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Ability of managing change

Modern managers are faced with a more uphill task of highlighting, adapting and managing change in the organization. Organizations today are working in very competitive environments and given the amount of technological change and rapid business thinking disseminating from all levels of society, it has become important for managers of today to stay up to date and be ready to welcome any change coming their way. This situation is better presented with an example of a juggler. Managers might be juggling 3 different colored balls.

However, if the color of any one ball starts to wear out, they should be ready to replace it without stopping the juggling. Another thing to note is that reactionary managers are less preferred to anticipatory managers, that is, organizations prefer pre emptive action as opposed to a freewheeling approach. STRATEGIES FOR BECOMING A SUCCESSFUL MANAGER Numerous studies have highlighted the following strategic actions that managers can take to enhance their career and achieve their objectives: Create an Individual Development Plan (IDP) Managers, both existing and potential, need to appreciate the fact that Rome was not built in a day.

Thus, attainment of their own objectives and career goals would span considerable time and would require geographical

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and labor mobility. Thus, research shows that aspiring managers should make an individual development plan (IDP) so that they can highlight, analyze and appreciate the tool kit of skills and expertise required to undertake any task. This tool kit should be generally applicable across all industries and organizations and should take account of cultural boundaries. The IDP is more of a personal barometer for the manager to appraise his skills, his achievements and improve on areas where he might have faltered.

Ideally, an IDP would comprise of Personal Leadership Development, Professional Leadership Development and Public Leadership Development. A great amount of research has been carried out on the managerial profession and all evidence indicates that it is not the skills and professionalism that managers bring to their work that causes success but a balance between and continued development of their personal and public faces. Those managers who rely a great deal on success at the office floor are prone to failure.

“Seven Habits of Highly Effective Leaders” by Stephen Covey stresses the importance of non work factors such as household, associates and the society. Focusing on these areas is another important area of IDP. Professional development is another key area. There seems to be a general reluctance in many managers to actively indulge in professionally enhancing activities outside the office. Many wait for the tug by the superiors and/or human resource managers and only then take the initiative. This approach is highly irresponsible. Instead, managers should constantly seek out development opportunities off the office floor.

Examples include CPD training, workshops and seminars that add value to your resume and enhance your skills. As mentioned before, managers should have a core set of skills and expertise through which they can apply their expertise without regard to organizational and cultural boundaries. Continued interaction with other colleagues in the corporate world and civil society would provide good exposure and help garner contacts for present and future use. To sum up, IDP is best explained by Chief Justice Oliver Wendell Holmes when he remarked, “What lies behind us and what lies before us are tiny matters as compared to what lies within us. “

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