DEFINITION OF MANAGEMENT

Management is the utilization of resources to produce a predictable output to the standards established by the organization. In the commercial field, a manager must achieve a surplus or profit of sales over the cost of the various inputs used. Moreover, if such an enterprise is to survive and prosper in the future, this difference must progressively widen, otherwise the business must shrink or liquidate. Management is concerned with achieving organizational objectives. Management means communicating, planning, organizing, controlling, and evaluating. It means resolving conflicts, it means setting goals and moving employees toward them.

Management is keeping people productive, maintaining optimal working conditions, and making the best possible use of all resources. Management is anticipating problems and solving them before productivity declines. It is holding things together.

All of these tasks, of course, involve some degree of leadership. But leadership is not synonymous with management.

A manager may develop the perfect strategy to make an organization successful. Leadership takes a bigger, broader view. Leadership takes you into new territory.

Quality = Productivity Management

For decades many businesses operated with a 95% mentality.

Traditional wisdom said that the additional expense necessary to improve quality beyond 95% could not be economically justified. Because competitors assumed a similar stance, customers were left to make do with 5% rejects, returns, and substandard performance.

In certain critical fields of endeavor, such as surgery or airline transportation, the 5% failure factor presented such an unacceptable standard that the consuming public and government regulations brought about more stringent criteria. Still, the average provider of goods and services maintained a 95% mentality until a small contingent of providers - chiefly in Japan - challenged the traditional wisdom and sought to drive down total costs through the relentless pursuit of quality. Quality was defined by the marketplace and was achieved through the statistical control methods rejected by the majority of their american counterparts. Today, with large segments of both high-tech and basic industries dominated by the Japanese, many global firms are becoming converts to this philosophy.

Believing in Quality Management is not enough. It is a long-term commitment that must serve as a foundation for all that management does, if that firm is to remain competitive in today's marketplace.

Here is established the new management paradigm: Quality = Productivity to focus every actions on this basic truth

Principle and practices.

Leadership is the art of directing and inspiring a group of people towards the fulfillment of organizational goals; there are a number of additional personal and interpersonal qualities necessary for success.

Interpersonal attributes.

There are certain attributes that are associated with both management and leadership success: professionalism, communication, training, listening skills, decisiveness, initiative, and team/group orientation.

Successful leaders always incorporates the following attributes:

1) Being firm but being scrupulous fair and consistent in the treatment of employees; having no favorites.

2) Delegating authority and encouraging people to use their abilities to the maximum.

3) Being loyal and totally dependable; always doing what you say.

4) Building confidence and setting the example in personal conduct and standards, in demeanor and dress, and in one's dedication to the job.

5) Knowing and liking people; treating each as an individual, and all with respect, tact, consideration, and dignity; having empathy for personal situations and problems.

6) Being available and visible, especially during night shifts, holidays, and difficult times.

7) Having the courage to face up to problems and responsibilities, particularly when it means admitting a mistake or offering an apology.

8) Exhibiting a cheerful, energetic, enthusiastic, and personable outlook; always controlling emotions as appropriate. Never crying on the shoulders of peers of subordinates, and never, never failing to filter organizational pressures.

9) Understanding oneself and, similarly, the strengths and weaknesses of each member of the group. Shoring up the former traits while minimizing the latter by recognizing shortcomings and compensating for them.

10) Realizing that every human being makes mistakes, checking that each task or function is accomplished according to standards. The establishment of objective control and measurement capabilities is a key ingredient of successful leadership. Feedback on how am I doing is desired by everyone.

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