Like any other skill, some people are better at management than others.

That's one of the reasons there are good mangers and there are bad managers. If you are thinking about going into management, or are already in a management position and wondering whether or not it is right for you, read the article Is Management For Me? It examines the pros and cons of taking a management path in your career.

Assuming you have developed some skill at employee motivation and team building, you now need to recognize your employees' accomplishments and reward their performance. This motivates them to continue to perform at the levels you need. So how do you reward and provide recognition? Here are some ideas: You Can't Listen With Your Mouth Open Another excellent motivator is to actively listen to an employee. Give them your undivided attention for a few minutes and listen to them without interrupting. Delegate, Don't Just Dump Many employees like to do good work so they will be given better assignments and harder tasks. If you use this technique to motivate and reward, make sure you understand the difference between delegating (good) versus dumping (bad). As we look forward to the new year, there is nothing more important for you as a manager than to move your team forward toward its goals. Whether you manage a small team or a multi-national company, your challenge is to be the person with the vision and keep moving your team toward that vision. So, which is more important, having a vision for your organization or having a strategy for getting there? The answer is neither is enough without the other. Plus you need the tactics to implement them. You must have a vision for your organization, a strategy to get there, and appropriate tactics to achieve your strategy. All three elements, vision, strategy, and tactics, are essential to your success. Here is how they work together and how they work for you. It is so easy to get caught up in the hustle and bustle, especially at times like the holidays, that we can lose sight of what is important. This holiday season I hope you are able to spend time with the people who are important to you. While I'm doing that, I want to leave you with one important thought for you to focus on next year that will make you a better manager. Many managers believe that their job is to resolve problems when they arise. While that is true, it is only the lesser part of the job. It's more importantly that a manager learn how to prevent problems. This is the difference between reactive management, which solves problems as they occur, and predictive management, which tries to prevent many problems from arising in the first place. The article Good Management Is Predictive Management Not Reactive Management explains the difference and shows you how to improve your predictive management skills. Management is the organizational function that, like investment, gets things done efficiently, to gain the best return on all resources.Management is an organizational function, like sales, marketing or finance. It doesn't necessarily mean managing people. We can manage ourselves or the material assigned to us at work. If you managed a project very well on your own, it would mean that you did the job in a well-organized, efficient manner, making good use of all resources at your disposal. Management is like investment. Managers have resources to invest - their time, talent and, possibly, human resources. The goal (function) of management is to get the best return on such resources by getting things done efficiently. This doesn't imply being mechanical or narrowly controlling as some writers on management suggest. The manager's style is a personal or situational matter and it has evolved over time. With highly skilled and self-motivated knowledge workers, the manager must be very empowering. Where the workforce is less skilled or not very motivated, the manager may need to monitor output more closely. Skilled managers know how flex their style, coach and motivate diverse employees. Getting things done through people is what they do. By saying that management is a function, not a type of person or role, we can better account for self-managed work teams where no one is in charge. In a self-managed team, management is a group effort with no one being the designated manager.

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Generalizing: as a rule, as usual, for the most part, generally, generally speaking, ordinarily, usually Exemplifying: chiefly, especially, for instance, in particular, markedly, namely, particularly, including, specifically, such as Illustration: for example, for instance, for one thing, as an illustration, illustrated with, as an example, in this case Emphasis above all, chiefly, with attention to, especially, particularly, singularly Similarity: comparatively, coupled with, correspondingly, identically, likewise, similar, moreover, together with Exception: aside from, barring, besides, except, excepting, excluding, exclusive of, other than, outside of, save Restatement: in essence, in other words, namely, that is, that is to say, in short, in brief, to put it differently Contrast and Comparison: contrast, by the same token, conversely, instead, likewise, on one hand, on the other hand, on the contrary, rather, similarly, yet, but, however, still, nevertheless, in contrast Sequence: at first, first of all, to begin with, in the first place, at the same time, for now, for the time being, the next step, in time, in turn, later on, meanwhile, next, then, soon, the meantime, later, while, earlier, simultaneously, afterward, in conclusion, with this in mind, Summarizing: after all, all in all, all things considered, briefly, by and large, in any case, in any event, in brief, in conclusion, on the whole, in short, in summary, in the final analysis, in the long run, on balance, to sum up, to summarize, finally Direction: here, there, over there, beyond, nearly, opposite, under, above, to the left, to the right, in the distance
Management was once conceived as being like engineering, a very analytical, rational and mechanistic function whose sole aim was assembly line efficiency. In the early world of management, workers were seen as pawns or parts in a machine, not as people. The manager was a machine operator, the organization a machine. Management was a very masculine occupation conceived in terms of narrowly masculine values. The backlash against management in the seventies and eighties contrasted this image with one of leadership portrayed as inspiring and people focused.