MANPOWER DEVELOPMENT

FOR TECHNOLOGICAL
CHANGES

ASSIGNMENT

TOPIC – Characteristics of General

Manager and Managerial Jobs

Submitted by-
Mudrika Nigam
16/IMB/019
 Characteristics of General Manager

 Sets the (right) vision: A strong manager thinks about business the right way,
and sets the team's true North: He or she gets everyone in the organization
pointed in the same direction. Doing this well helps everyone make thousands of
small decisions correctly, and the whole team knows that those decisions support
the overall vision.
 Exceeds expectations: No explanation needed
 Represents the organization well: No matter how well an organization
executes, if its GM doesn't represent the company well with executives or with
colleagues, the company is going to look [inexperienced and unprofessional].
A great GM presents well and puts the organization in a good light, even if
there is some messiness within.
 Shows good judgment: A great GM is right most of the time, and he or she
earns the trust of executives and people within the organization because of a
reputation for making the right decisions.
 Is willing to compromise: An excellent manager listens to the team and isn't
burdened by consistency in the face of new information or compelling logic.
He or she cares more about getting it right than being the person who is right.
 Hires (and retains) the best: He or she consistently attracts top talent to the
team, usually by courting that talent well in advance of needing it.
 Educates: Great managers treat interactions with subordinates as teaching
opportunities. They give the "what," and also explain the "why."
 Demonstrates and enforces high standards: A superior manager cultivates
excellence in his or her team by continually meeting high standards, and
demanding excellence in the work of others.
 Roots out under-performers and toxic team members: The best
managers get rid of people in their organization who don't deliver results, fail
to develop high standards or have traits that are damaging to the team. A top
general manager understands that poor performers who are allowed to stick
around cause high performers to leave, and make it harder to attract new high
performers to the team.
 Shields the team: A top manager takes the blows from execs and doesn't
throw team members under the bus. When the team takes a wrong turn
based on the manager's direction, he or she fesses up and admits mistakes.
  Unblocks the team: The best managers are consistently available to the
team. When an issue is blocking the team, a great manager makes it a top
priority to unblock them.
 Is defensive: While the team is executing, a great GM is on the lookout for
issues inside or outside the company that could interfere with the success of
the group. A great manager makes the right course changes to keep the
group on track.

Explain in detail the managerial jobs

Management jobs offer some of the most direct ways to take on more
responsibility in many companies. People in management jobs focus on one
thing: They manage the people below them to ensure that the work is being done
properly.

There are management jobs in every profession and every industry, in large and

small companies, and in nonprofit and for-profit organizations. Someone has to
be in charge and provide oversight and direction to staff, no matter the size of the
company.

The simplest way to understand what differentiates a management job from a

non-managerial one is to look at the daily tasks of employees. In general,
management jobs are positions in which your job responsibility is to accomplish
tasks through the work of others, rather than by doing the work yourself.

For example, a production manager at a factory does not operate one of the
machines even though they may be better at that task than some of the machine
operators. A software development manager does not write lines of code even
though they are capable of that task. That's because they're in management
positions.

Think about a team leader, a lead iron welder, or a senior programmer. These
are all positions that rank on an upper level in their area, but they're not
considered management positions. There may be times when they manage
other people, but they're doing mostly the same work as the other workers in
their group.
To get a management job, you generally have to demonstrate two key things.
First, you usually need to have a mastery of the tasks that are done by the group
you will manage. More importantly, you must be able to demonstrate an ability to
manage and motivate people.

That second skill set can be challenging to develop when you're not working in a
management role. You have to learn to think like a manager even before you
have the title. This is the age-old conundrum. Like most other jobs, no one wants
to give you that first management job unless you have experience, but you can't
get experience if no one will give your first job.

You can, however, focus on developing people skills, learning about

management, and doing your job well. If you persist in these efforts and
demonstrate initiative in leadership, you're likely to be considered for a promotion
to management.