Managers Who Make A Difference PDF

Introduction
WHAT IS A MANAGER?
A manager ls someone wbo gets tblngs done. le starts wltb an
objectlve glven to blm by otbers (organlzatlon, department, top
management, superlors or bosses, etc.). le understands and
lnterprets bls goals. le sets out an actlon plan and moblllzes tbe
resources (men, materlal, money or budgets and otber support)
requlred to acbleve tbem. le tben sets about acblevlng bls goal,
monltorlng tbe progress along tbe way.
Once upon a tlme, tbat was tbe denltlon or a manager,
Over tbe last couple or decades, bowever, tbe world bas
cbanged radlcally. Communlcatlon and connectlvlty bas lncreased,
cltles bave grown, and we bave been bueted by lmmense soclal
rorces. lere are just some or tbose cbanges tbat lmpact our
workplace today.
eoples prererences bave come lnto sbarper rocus f
Consumerlsm and commerclallzatlon bas lncreased f
Lconomlc actlvlty bas gone up leadlng to greater employment f
opportunltles and accesslblllty
Lducatlon levels are golng up f
Managers who make a difference.indd 9 12/15/10 1:15:15 PM
Mtntcras Wno Mtkr t Uirrrarncr x
1alented people are scarcer f
eople bave become more consclous or tbelr rlgbts and bave f
become less negotlable. Concerns about bealtb and well-belng
bave lncreased
eople bave become more consclous or costs and benets f
Cbolces bave lncreased f
kelatlonsblps bave become more complex. Ulvorces bave f
lncreased and new pbenomena llke same-sex marrlages, llve-
ln relatlonsblps, and cross-cultural marrlages bave come lnto
exlstence
Modern organlzatlons bave become at and yet some f
contlnue to be blerarcblcal
Ltblcal lssues bave come lnto rocus f
le denltlon or a manager bas to cbange wltb cbanglng tlmes.
le lmpllcatlon ls tbat a managers job ls to set new goals, new
standards, recrult new people, moblllze new resources, revlew
metbods, set and reset new tecbnologles, etc. le tbrust ls more
on tbe dynamlc process bere. le manager ls a dynamlc entlty
and not merely an acblever or someone elses goals. le modern
manager may be requlred to lnltlate new goals, dene a vlslon,
and cbart out a course or actlon.
TYPES OF MANAGERS
|rom my work and lnteractlons wltb managers l classlry tbem lnto
rour categorles.
!. Doers: lese are managers wbo get tblngs done. lougb
tbey are not extraordlnary, tbey are necessary ln tbe
workplace. ley do routlne jobs. ley take llre as lt comes.
ley may not bave ambltlons, but tbey work bard enougb
to sustaln tbelr jobs and progress at a normal rate ln tbe
organlzatlon. Wltbout tbem tbe company may not be able
to run. lowever, lr tbey leave, anotber manager wlll ll tbelr
posltlon. le Uoer Managers can be rurtber classled lnto
commltted doers and sblrkers. Sblrkers try to nd sbort
cuts and try to do mucb less tban wbat tbey are expected
to do. We do not deal wltb tbem ln tbls book. le Uoer
Managers are slncere and bard-worklng managers.
z. Achievers. lese managers do more tban wbat tbey are
requlred to. Many or tbem are outstandlng. Acblevers are
smart managers and tbey work bard and get tblngs done
rast. ley are notlced ln tbe corporatlon and consldered
as assets. ley bave career ambltlons but do not bave a
mlsslon or purpose ln llre beyond tbat. ley are wllllng
to move to any company tbat pays tbem a blgber salary or
uses tbelr competencles better. ley are career managers. lr
luck ravours tbem tbey may become CLOs at a relatlvely
young age.
!. Visionaries or entrepreneurs. vlslonarles are leaders. ley
are restless, creatlve, and tbey tblnk blg. ley bave long-term
goals. ley want to make an lmpact on tbe organlzatlon and
are largely drlven by creatlon or wealtb ror tbemselves
and otbers around tbem. lus, tbey make a lastlng mark on
soclety. lese managers are round ln varlous elds
government, soclal servlces, lndustry, trade, and commerce.
ley are orten entreprenuers and emplre bullders. ersonal
wealtb ls orten tbelr dlstlngulsblng tralt. Ueepak arekb,
kumar Mangalam 8lrla, Narayana Murtby, klran Mazumdar-
Sbaw, venu Srlnlvasan, Anll kbandelwal, Sblv Nadar, Azlm
remjl, Sunll Mlttal, vljay Mallya, A.M. Nalk, Mukesb Ambanl,
ln+aoouc+ion xl
Mtntcras Wno Mtkr t Uirrrarncr xll
Anll Ambanl, and many llM graduates llke Sbaratb 8abu all
t lnto tbls group.
4. Missionaries. lese managers are mlsslon drlven. lelr goals
are not personal but more soclal and communlty related.
ley are blgbly drlven by tbelr goals, and tbere ls an element
or sacrlce lnvolved ln wbat tbey do. Mabatma Candbl,
Motber 1eresa, Ur vergbese kurlen, A... Abdul kalam, lla
8batt, klran 8edl, and vlkram Sarabbal are all examples or
mlsslonarles. 1ype ! managers may also quallry to be ln tbls
category tbe moment tbey rocus slngle-mlndedly on soclal
objectlves ratber tban emplre bulldlng. One sucb example
ls Narayana Murtby. As managers, our goal mlgbt usually
stop at type !arter all, tbe vlslonary ls tbe arcbetyplcal
manager and not all or us want to cbange soclety. lowever,
all or us bave mlsslonary elements ln our nature and lt ls
lmportant we acknowledge type 4 as tbe ultlmate klnd or
manager.
le dlstlnctlon between types ! and z ls sometlmes blurred.
le dlstlnctlon between types z and ! ls clear. 1ype z managers
are employees wblle type ! are usually selr-employed or employers.
lere are, bowever, varlous exceptlons to tbls. |or example,
Ueepak arekb ls mlsslon drlven but a proresslonal manager and
vergbese kurlen was appolnted by tbe Covernment or lndla to
bead tbe Natlonal Ualry Uevelopment 8oard (NUU8) ror several
years and brougbt ln tbe wblte revolutlon. 1ypes ! and 4 dedlcate
tbelr llves to one cause. Wblle type ! and type z sblrt organlzatlons
wben lt sults tbelr career goals, as tbey settle down and nd tbelr
vocatlon or cause and substltute lt as a mlsslon tbey become type
! and wben tbey make sacrlces and lnuence large numbers or
people tbey become type 4.
All rour types descrlbed above are managers. 1ypes z, !, and 4
are also leaders but tbe degree or tbelr leadersblp varles. 1ype z
managers demonstrate several leadersblp competencles ln terms
or settlng standards and comlng up wltb new ldeas ln tbelr spbere
or actlvlty. 1ype !s leadersblp competencles are ln ldentlrylng new
areas or actlvlty and settlng new goals. ley are entrepreneurlal
leaders and tbelr spberes may vary rrom small to large to emplre
bulldlng. Some or tbem may even rewrlte tbe rules llke klran
Mazumdar-Sbaw, Narayana Murtby, Ueepak arekb, venu
Srlnlvasan, vljay Mabajan, and move closer to type 4. lowever,
some or tbem may not yet be ldentlable as type 4, as tbe most
dlstlngulsblng reature or tbls type ls belng mlsslon drlven and
maklng personal sacrlces ror tbe sake or larger goals and not ror
personal wealtb. Some or tbe cbaracterlstlcs or tbe rour types or
managers are presented ln table ! .
THE QUALITIES OF A GOOD MANAGER
Imagine the four levels of managers to be four rungs of a ladder.
Your aim is to climb as high as you can. One or tbe objectlves or
tbls book ls to belp tbose ln type ! to move to z, tbose ln type z
to !, and tbe ones ln type ! to 4.
lls book ls based on two bellers. |lrst, tbat tbe better a
manager you are, tbe blgger your vlslon ls and tbe more value-led
you are. Wblle l wlll rocus on tbe core skllls you wlll need to be an
eectlve manager, l wlll constantly polnt to tbe blgbest level to
wblcb all managers sbould asplre. Second, tbat tbe managers wbo
make a dlerence exblblt certaln qualltles tbat can be emulated
and developed. lelr tbougbt processes, outlook, values, and
motlves can all be acqulred. Managers are not born, tbey can be
made and eacb one or us bas tbe capaclty to extend ourselves. As
a result l bave empbaslzed buman resource (lk) tools sucb as
ln+aoouc+ion xlll
A
r
e
a
T
y
p
e

1
T
y
p
e

2
T
y
p
e

3
T
y
p
e

4
L
i
f
e

G
o
a
l
s
D
o

o
n
e
s

j
o
b
,

p
e
r
h
a
p
s

d
o

i
t

w
e
l
l
;

k
e
e
p

g
r
o
w
i
n
g

i
n

c
a
r
e
e
r
T
o

b
e

o
u
t
s
t
a
n
d
i
n
g

a
n
d

h
i
g
h

a
c
h
i
e
v
e
r
;

t
o

b
e

n
o
t
i
c
e
d

a
n
d

m
a
k
e

a

d
i
f
f
e
r
e
n
c
e
;

t
o

d
o

o
n
e
s

w
o
r
k

w
e
l
l

o
r

t
o

a
n

o
u
t
s
t
a
n
d
i
n
g

d
e
g
r
e
e

t
h
a
t

i
t

g
e
t
s

n
o
t
i
c
e
d
;

b
u
i
l
d

c
a
r
e
e
r
;

u
s
e

o
n
e
s

p
o
t
e
n
t
i
a
l
T
o

b
e

i
n
d
e
p
e
n
d
e
n
t
;

t
o

d
o

s
o
m
e
t
h
i
n
g

d
i
f
f
e
r
e
n
t
;

t
o

s
e
r
v
e

a

c
a
u
s
e
;

t
o

a
t
t
a
i
n

h
i
g
h
e
s
t

p
o
s
s
i
b
l
e

t
y
p
e

i
n

o
n
e
s

c
h
o
s
e
n

e
l
d
;

t
o

b
e

a

s
e
l
f
-
s
t
a
r
t
e
r

o
r

s
e
l
f
-
e
m
p
l
o
y
e
d
;

t
o

p
r
o
v
i
d
e

e
m
p
l
o
y
m
e
n
t

a
n
d

o
t
h
e
r

o
p
p
o
r
t
u
n
i
t
i
e
s

f
o
r

o
t
h
e
r
s
;

t
o

c
r
e
a
t
e

w
e
a
l
t
h

f
o
r

s
e
l
f
,

f
a
m
i
l
y
,

a
n
d

o
t
h
e
r
s

c
l
o
s
e
r

t
o

t
h
e
m

a
n
d

p
e
r
h
a
p
s

s
o
c
i
e
t
y

a
t

l
a
r
g
e
T
o

w
o
r
k

f
o
r

a

c
a
u
s
e
;

t
o

b
e

v
a
l
u
e

d
r
i
v
e
n
;

t
o

t
h
i
n
k
,

d
r
e
a
m
,

l
i
v
e

t
h
e

m
i
s
s
i
o
n

f
o
r

w
h
i
c
h

o
n
e

i
s

w
o
r
k
i
n
g
;

t
o

b
e
n
e
t

a

l
a
r
g
e

s
e
c
t
i
o
n

o
f

t
h
e

s
o
c
i
e
t
y
;

t
o

e
x
t
e
n
d

t
h
e
m
s
e
l
v
e
s

a
n
d

s
e
r
v
e

o
t
h
e
r
s
;

t
o

w
o
r
k

f
o
r

u
n
u
s
u
a
l

g
r
o
u
p
s
,

w
e
a
k
e
r

s
e
c
t
i
o
n
s
,

p
o
o
r

p
e
o
p
l
e
,

t
h
e

l
e
s
s

f
o
r
t
u
n
a
t
e
,

a
n
d

s
o

o
n
;

f
o
c
u
s

o
n

s
u
p
e
r
-

o
r
d
i
n
a
t
e

g
o
a
l
s
T
A
B
L
E

1
:

T
Y
P
E
S

O
F

M
A
N
A
G
E
R
S
M
i
s
s
i
o
n
N
o

m
i
s
s
i
o
n
C
a
r
e
e
r

r
e
l
a
t
e
d
;

s
e
l
f

f
o
c
u
s
e
d

m
i
s
s
i
o
n
L
a
r
g
e
r

m
i
s
s
i
o
n
;

w
o
r
k

f
o
r

a

c
a
u
s
e
;

s
e
l
f
-
f
o
c
u
s
e
d

a
n
d

a
t

t
h
e

s
a
m
e

t
i
m
e

i
n
t
e
g
r
a
t
e
s

c
o
m
m
u
n
i
t
y

o
r

l
a
r
g
e
r

g
r
o
u
p

g
o
a
l
s

i
n
t
o

s
e
l
f
T
o
t
a
l
l
y

m
i
s
s
i
o
n

d
r
i
v
e
n
;

l
i
v
e
s

t
o

a
c
h
i
e
v
e

t
h
e

m
i
s
s
i
o
n
;

d
i
r
e
c
t
e
d

a
t

o
t
h
e
r
s

p
r
i
m
a
r
i
l
y

a
n
d

i
s

w
i
l
l
i
n
g

t
o

m
a
k
e

s
a
c
r
i
c
e
s
V
a
l
u
e
s
M
a
y

o
r

m
a
y

n
o
t

b
e

s
p
e
c
i
c
A
r
t
i
c
u
l
a
t
e
s

v
a
l
u
e
s

a
n
d

h
a
s

c
l
a
r
i
t
y
V
a
l
u
e

d
r
i
v
e
n
;

f
o
c
u
s
e
d

o
n

c
u
l
t
u
r
e
;

c
o
u
l
d

b
e

s
p
e
c
i
a
l
i
s
t

v
a
l
u
e
s
H
i
g
h
l
y

v
a
l
u
e

d
r
i
v
e
n
;

i
n
t
e
g
r
a
t
e
s

m
i
s
s
i
o
n

a
n
d

v
a
l
u
e
s
;

c
h
a
r
a
c
t
e
r
,

i
n
t
e
g
r
i
t
y
,

h
o
n
e
s
t
y
,

t
r
u
t
h
f
u
l
n
e
s
s
,

v
a
l
u
e
s

r
e
q
u
i
r
e
d

f
o
r

a

h
e
a
l
t
h
y

s
o
c
i
e
t
y
;

P
r
o
m
o
t
e
s

a
c
t
i
v
e
l
y

t
h
e
s
e

v
a
l
u
e
s

a
m
o
n
g

t
h
o
s
e

w
h
o

w
o
r
k

w
i
t
h

t
h
e
m
T
i
m
e

M
a
n
a
g
e
m
e
n
t
T
a
k
e
s

t
i
m
e

a
s

p
e
r

t
h
e

o
r
g
a
n
i
z
a
t
i
o
n
s

o
r

e
m
p
l
o
y
e
r
s

r
e
q
u
i
r
e
m
e
n
t
s
F
i
n
d
s

t
i
m
e

f
o
r

s
e
l
f
-

e
x
p
r
e
s
s
i
o
n

a
n
d

c
r
e
a
t
e
s

t
i
m
e

f
o
r

o
u
t
s
t
a
n
d
i
n
g

t
h
i
n
g
s
;

w
o
r
k
s

h
a
r
d

a
n
d

w
o
r
k
s

s
m
a
r
t
W
o
r
k
s

h
a
r
d
;

u
s
e
s

t
i
m
e

f
o
r

s
e
l
f
-
i
n
i
t
i
a
t
e
d

m
i
s
s
i
o
n

a
n
d

p
e
r
s
o
n
a
l

g
o
a
l
s
W
o
r
k
s

h
a
r
d
;

w
o
r
k
s

w
i
t
h

h
i
g
h

c
o
m
m
i
t
m
e
n
t
;

u
s
e
s

a
l
l

t
h
e

t
i
m
e

f
o
r

t
h
i
n
g
s

r
e
l
a
t
e
d

t
o

m
i
s
s
i
o
n
;

e
a
t
s
,

d
r
i
n
k
s
,

a
n
d

l
i
v
e
s

t
h
e

m
i
s
s
i
o
n

a
n
d

c
a
u
s
e

f
o
r

w
h
i
c
h

h
e

w
o
r
k
s
D
o
m
i
n
a
n
t

M
o
t
i
v
a
t
i
o
n
M
i
x
e
d
;

t
a
s
k

m
o
t
i
v
a
t
e
d
;

c
o
u
l
d

b
e

d
e
p
e
n
d
e
n
t
;

m
a
y

r
e
s
p
o
n
d

t
o

c
o
n
t
r
o
l
s
;

r
u
l
e
s

a
n
d

r
e
g
u
l
a
t
i
o
n
s
H
i
g
h

a
c
h
i
e
v
e
m
e
n
t

a
n
d

p
e
r
s
o
n
a
l

p
o
w
e
r
;

m
o
d
e
r
a
t
e
;

i
n
d
e
p
e
n
d
e
n
c
e
H
i
g
h

a
c
h
i
e
v
e
m
e
n
t
;

s
o
c
i
a
l

p
o
w
e
r
;

i
n
d
e
p
e
n
d
e
n
c
e
;

m
i
l
d

e
x
t
e
n
s
i
o
n
H
i
g
h

e
x
t
e
n
s
i
o
n
;

h
i
g
h

a
c
h
i
e
v
e
m
e
n
t
;

h
i
g
h

s
o
c
i
a
l

p
o
w
e
r
;

i
n
d
e
p
e
n
d
e
n
c
e
kU (errormance kevlew Ulscusslon) and !60 degree reedback
wblcb belp lndlvlduals lmprove tbrougb selr-examlnatlon.
A summary or tbe qualltles (lmpllclt ln our dlscusslon or tbe
rour types) every manager must possess to a varylng degree ls.
!. knowlng and perrormlng varlous roles and actlvltles
eectlvely (versatlllty)
z. llgb sense or ecacy or selr-lmage
!. le ablllty to recognlze tbat success or rallure comes rrom
tbelr actlons tbrougb bard work and perseverance
(lnternallty)
4. value drlven and blgbly etblcal
. Cood team workers, collaboratlve by nature. ley manage
tbelr teams well and belp create good managers ln turn
6. Lngage wltb tbelr colleagues and are trusted and respected
by tbem (lnterpersonal engagement)
7. Strong and credlble communlcators wltb good networklng
skllls
8. Cood delegators wbo manage tlme and talent eclently
9. roactlve, cbange orlented, and problem solvers (creatlvlty)
!0. ossess a powerrul comblnatlon or motlves and approprlate
leadersblp styles and skllls
Or tbese qualltes, tbe rollowlng rour are largely lnternal or
cbaracter drlven altbougb tbey can be developed. selr-ecacy,
lnternallty, values, and creatlvlty. le rollowlng rour are tbe
practlcal skllls every manager requlres, altbougb, as we wlll see,
tbese dler rrom level to level. team bulldlng, lnterpersonal
engagement, tlme and talent management, and communlcatlon.
ln tbls book we wlll begln by looklng ln detall at tbe dlerent
qualltles a manager must possess and tben go tbrougb eacb or
tbese qualltes provldlng case studles, exerclses, and tests wbere
ln+aoouc+ion xvll
Mtntcras Wno Mtkr t Uirrrarncr xvlll
posslble. We wlll end on a more general note looklng at tbe
dlerent leadersblp styles a manager can work wltb and tbe
motlvatlons tbat pusb tbem. lt ls my bope tbat by tbe end or lt
you wlll become a better manager and asplre to cbange tbe world
around you.
You are tbe master or your tbougbt, tbe molder or your cbaracter
tbe maker and sbaker or your condltlon, envlronment and destlny.
Man ls bueted by clrcumstances as long as be belleves blmselr
to be tbe creature or outslde condltlons. 8ut wben be reallses tbat
be ls a creatlve power and tbat be may command tbe bldden soll
and seeds or bls belng out or wblcb clrcumstances grow, be tben
becomes tbe rlgbtrul master or blmselr.
ames Allen, As a Man Tinketh
1
Versatility
Roles and Activities of Effective Managers
Wbat do eectlve managers do: low do tbey spend tbelr
tlme: Wbat actlvltles ougbt tbey to perrorm lr tbey are to make
a dlerence and be called eectlve managers: le answers to
tbese questlons lead to one or tbe key dlerences between tbe
varlous levels or managers. Almost all or us are glven job descrlptlons
wben we joln work, but to be eectlve managers we need to go
beyond tbese tasks and alm to do mucb more. Some or tbese
asplratlons wlll be explored ln greater detall ln tbe rollowlng
cbapters. lls cbapter provldes an overvlew and looks at bow a
manager can balance bls core dutles and tbe addltlonal ones,
between transrormatlonal and transactlonal actlvltles, and bow
ln ract tbe addltlonal dutles can belp blm graduate to blgber levels
or management.
THE MANAGERS JOB: FACT AND FOLKLORE
Wbat do managers really do: lats sometblng people outslde
tbe corporate world know very llttle or. lronlcally, managers
tbemselves cannot always be sure wbat tbelr prlmary runctlons
are or ougbt to be. McCllls lenry Mlntzberg ldentled some or
Mtntcras Wno Mtkr t Uirrrarncr z
tbe common mytbs about managerlal runctlons and compared
tbem wltb ndlngs rrom bls own studles. leres wbat be round.
Henry Mintzberg, (1990), The Managers Job Fact and Folklore,
Harvard Business Review, MarchApril 1990, pp. 163176
Folklore Fact
The manager is a reective
and systematic planner
Study after study has shown that
managers work at an unrelenting
pace, that their activities are
characterized by brevity, variety, and
discontinuity, and that they are
strongly oriented towards action
and dislike reective activities
An effective manager has
no regular duties to
perform
Managerial work involves
performing a number of regular
duties, including rituals, ceremonies
and negotiations, and processing
soft information that links the
organization with its environment
The senior manager needs
aggregated information,
which is best provided by
a formal management
information system
Managers strongly favour verbal
media, telephone calls, and
meetings over documents
Management is or is at
least quickly becoming a
science and a profession
Managers programmes
schedules, processes, decision-
making tools, and so onremain
locked deep within their brains
Some or Mlntzbergs otber observatlons are wortb notlng bere.
le dlscovered tbat balr or tbe actlvltles engaged ln by ve cbler
executlves lasted less tban nlne mlnutes eacb and only one out
or ten actlvltles exceeded an bour. ln anotber study or rty-slx US
roremen lt was round tbat on an average tbey carrled out 8!
dlerent actlvltles ln an elgbt-bour sblrt. lls worked out to almost
one actlvlty every 48 seconds. And ln a study wbere tbe dlarles or
!60 8rltlsb mlddle and top managers were analysed, lt was round
tbat tbey worked wltbout lnterruptlons ror balr an bour or more
only about once every two days. lr you tbougbt managers are
partlcularly good at delegatlng responslbllltles, tblnk agaln.
Mlntzbergs studles lndlcate tbat managers seem to cberlsb verbal
lnrormatlon, partlcularly gosslp, bearsay, and speculatlon. 8ecause
or tbls prererence ror verbal transactlons, a lot or strateglc
lnrormatlon ls stored ln managers mlnds. lt takes tlmewblcb
tbey dont baveto convert lt to a wrltten rorm, bence tbe
dlculty ln delegatlng. Te inability to delegate means there are
more things a manager needs to do himself, and he becomes more
burdened than before and may be compelled to do certain jobs
supercially. More lmportantly by belng bogged down by everyday
tasks (transactlonal actlvltles), tbe manager may be unable to look
at tbe blgger plcture and tbe larger goals (transrormatlonal
actlvltles) or bls department or organlzatlon. Conslder tbe
rollowlng two case studles.
Case 1: The Finance Director
le cbalrman or a sugar manuracturlng company once observed
tbat most or bls dlrectors were not avallable most or tbe tlme
wben be needed tbelr advlce. le complalned tbat tbey seemed
to be busy wltb meetlngs all tbe tlme. lls led tbe |lnance Ulrector
vrast+iti+v !
Mtntcras Wno Mtkr t Uirrrarncr 4
to llst all bls actlvltles and tbe tlme be spent on tbem. Some or
tbese were.
resentatlon or accounts to tbe board every quarter and f
annually.
le seemlngly slmple task or maklng accounts avallable on f
tlme every quarter ln uly, October, anuary, and Aprll lnvolved
worklng wltb audltors to reduce delays and transactlon cost
dlscusslng tbe audlt reports wltb tbe sta and bulldlng tbelr f
competencles, recrultlng accounts sta, lnductlng tbem, and
cbecklng ror gaps ln SA operatlon. (SA ls a rorm or enterprlse
resource plannlngalso rererred as Lkwblcb manages all
tbe lnrormatlon and runctlons or a buslness rrom sbared data
stores). lt ls a commerclal sortware package tbat provldes
lntegratlon or all tbe lnrormatlon owlng tbrougb a company)
operatlon.
Maklng and meetlng tbe nanclal strategy ror buslness f
tbrougb rund management. lls lnvolved meetlng potentlal
lenders and bankers to explore and arrange alternatlve sources
ror prepayment, accesslng runds tbrougb commerclal banks
and otber agencles.
le |lnance Ulrector llsted about twenty dlerent types or f
meetlngs be was requlred to attend (some every montb, some
quarterly, and so on, totalllng over !0 ln a year) sucb as project
meetlngs, SA steerlng commlttee, lk steerlng commlttee
meetlngs, S8U (strateglc buslness unlt) lncentlve meetlngs,
lenders rund ralslng meetlngs, Ulrectors lnrormal meetlng,
accountants meetlng, new product sales revlew, project
nance, meetlngs to scbedule meetlngs, tender commlttee,
tax status revlew, audlt commlttee, board meetlngs, legal cases
revlews, meetlngs to arrange dlrect payment to key suppllers,
lnvestor relatlons meetlngs, and so on.
ln addltlon to all tbls be bad to perrorm many actlvltles to f
ensure tax plannlng and tax management sucb as monltorlng
tbe lnternal and external audlt (mannlng tbe lnternal audlt,
put ln place an external audlt agency, traln lnternal audlt
sta), presentlng tbe audlt to tbe board, and settlng up l1 and
SA envlronment to racllltate buslness declslons.
Untll be presented tbese polnts to tbe cbalrman and accounted
ror bls tlme, neltber be nor tbe cbalrman bad an exact ldea or bow
tbe |lnance Ulrectors tlme was belng spent. Once llsted, botb
reallzed tbat tbe |lnance Ulrector was lnvolved ln too many
transactlonal actlvltles.
Case 2: Branch Manager of LIC
Wben asked about bow bls tlme was spent, a 8rancb Manager or
tbe tbe Llre lnsurance Corporatlon or lndla (LlC) wbo dld not bave
an M8A degree gave tbe rollowlng llst or actlvltles tbat be
undertook wltb tbe approxlmate tlme spent on tbem.
!. Ulscusslng perrormance plans (s) wltb junlors ln tbe
group
z. reparlng and sbowlng tbe perrormance plan to senlors
!. kevlewlng tbelr s quarterly
4. Montbly meetlngs to sbare ldeas, experlences, and
knowledge
. Meetlng top cllents personally twlce a year (about a bundred
or tbem)
6. Contactlng tbem over tbe pbone on speclal occaslons
7. Conductlng tralnlng programmes ror sta and development
agents (once a week)
vrast+iti+v
8. Accompanylng agents and development ocers (UOs) (ten
tlmes a montb or more)
9. Montbly tour and vlsltlng agents ror elgbt days a montb (
bours a day)
!0. Montbly meetlngs and recognltlon or outstandlng
perrormers
!!. Weekly reedback and rollow-up (! bours a week)
!z. Learnlng and developlng or ldeas (z bours every week)
!!. Uata analysls and lnterpretatlon (one slttlng every
rortnlgbt)
!4. One unlt meetlng eacb per montb ror seven UOs (! bour
eacb)
!. uttlng up stalls, etc., at local restlvals
!6. Organlzlng, managlng, and supervlslng veblcle campalgns
(once every 6 montbs)
!7. Customer meetlngs tbrougb agents (once a montb)
!8. Montbly revlew meetlng wltb all sta
!9. errormance revlew meetlngs (twlce a year)
Lacb or tbese actlvltles bas many sub-actlvltles. |or example,
dlscusslng s may lnclude sub-actlvltles llke readlng tbe ,
maklng notes and comments, xlng tbe meetlng, maklng
tbemselves avallable ror meetlngs by xlng tlme ror vlsltors
accordlngly, actual dlscusslon, wrltlng sbort notes, and so on.
lowever, all tbese are grouped lnto one.
lls 8rancb Manager classled all bls actlvltles under tbe
rollowlng seven beads.
!. errormance plannlng ror selr and junlors (z bours)
z. Customer relatlons development and sensltlvlty (!0 bours)
!. Marketlng team development (00 bours)
4. 8uslness development (00 bours)
. 8rancb management (z0 bours)
6. Meetlng and managlng superlors (96 bours)
7. Motlvatlng and managlng lnsurance agents (! bours a day
and z60 days amountlng to a total or 780 bours).
le tlme glven ln brackets ls tbe actual tlme be spent ln tbe
prevlous year.
WHAT EFFECTIVE MANAGERS MANAGE
le two case studles we see are or typlcal doer managers wbo
ensure tbat tbey perrorm all tbelr dutles. 8ut by dolng so tbey are
also maklng a number or mlstakes. ley are neglectlng some
crltlcal actlvltles tbat tbey are requlred to perrorm to provlde
leadersblp roles to tbelr sta. |or example, a |lnance Ulrector bas
to go beyond managlng tbe nances or tbe company. le}Sbe
sbould be artlculatlng tbe vlslon, communlcatlng values, creatlng
a team splrlt and a work culture, meetlng customers, and tbe llke.
le 8rancb Manager or tbe lnsurance company ls engaglng ln rew
or tbe actlvltles tbat can be consldered leadersblp actlvltles llke
developlng junlors and meetlng customers ln tbe case or tbe
lnsurance manager but tbat ls not enougb. Strateglc tblnklng and
collectlng competltor lnrormatlon, bencbmarklng, vlslon
development, cbange management, and tbe llke, sbould benet
botb 8rancb Manager or LlC and tbe |lnance Ulrector.
An old perceptlon or managers may bave been or someone
wbo got tblngs done. lndeed, tbls ls stlll wbat ls expected or tbe
average doer sucb as tbe LlC brancb manager and tbe nance
dlrector. 8ut lncreaslngly, managers are expected to make tblngs
happen. Wben lt comes to acblevers, vlslonarles, and mlsslonarles,
tbe rocus ls on transrormatlon ratber tban slmple dellvery.
vrast+iti+v 7
A competent manager ls someone wbo dlscbarges bls}ber day-
to-day admlnlstratlve responslbllltles eclently. lese tasks orten
lnclude plannlng, organlzlng tblngs (labour, materlal, and otber
resources), monltorlng tbe perrormance or teams or departments,
taklng declslons, dlrectlng and lnstructlng, negotlatlng deals or
projects, preparlng strategles ror buslness growtb or marketlng,
moblllzlng and scbedullng resources, appralslng perrormance, and
conductlng meetlngs to bralnstorm about new ldeas. Uoers are
usually adept at managlng routlne runctlons or tbls sort. lese
are essentlal actlvltles, and central to an organlzatlons perrormance.
8ut lr one seeks to make a greater and more lastlng lmpact as a
manageras acblevers, vlslonarles, and mlsslonarles are constantly
trylng to doone needs to develop a broader vlslon and a rocus
on certaln otber strateglc and ultlmately transrormatlve actlvltles,
sucb as.
Artlculatlng and developlng tbe vlslon and values or tbe f
company
Lnsurlng adberence to tbe vlslon and values f
Collectlng buslness lnrormatlon and rormulatlng pollcles and f
strategles
lannlng and settlng goals (long term and sbort term) f
Ueslgnlng and lntroduclng new systems f
Managlng systems and tecbnology f
lnsplrlng, developlng, and empowerlng sta f
Culture bulldlng f
1eamwork and team bulldlng f
Understandlng lnternal customers and servlclng tbem f
Llalson wltb boss and top management f
lnuenclng tbe tblnklng or tbe boss and top management f
vrast+iti+v 9
Ceremonlal roles lncludlng networklng, publlc relatlons, and f
deallng wltb government agencles
Lxternal customer relatlons and cllent management f
Henry Mintzeberg in fact identied ten roles that managers perform,
and organized them into three categories:
A. Interpersonal Roles:
1. Figurehead roles: Ceremonial roles such as taking a customer
or dignitaries out to lunch, or showing visitors round a plant;
2. Leader roles: These include hiring, training, motivating,
encouraging, coaching, and setting a vision and goals;
3. Liaison roles: Here, a manager deals with people outside his
vertical chain of command like peers or people outside the organization
such as suppliers, consultants, etc.
B. Informational roles:
4. Monitoring roles: These nd managers canning information,
interrogating subordinates and others, and receiving unsolicited
information;
5. Disseminating roles: This involves passing information on to
others, particularly juniors;
6. Spokesperson roles: In which managers pass information to
seniors, inuential parties, and the government.
C. Decisional Roles:
7. Entrepreneurial roles: In which managers seeks to improve the
functioning of the unit or department and adapt it to changing
environment by looking for new ideas, implementing new ideas,
initiating projects, planning new projects and activities;
8. Disturbance handling roles: In which the manager responds to
pressures, problems, and emergencies;
9. Resource allocation roles: In which the manager decides who
will get what, allocates work, authorizes important decisions;
Mtntcras Wno Mtkr t Uirrrarncr !0
10. Negotiator roles: In which managers negotiate with customers,
suppliers, contractors, team members, handle grievances, etc.
Managers may not perform all these roles in an integrated way.
Good performance depends on how well the person understands
his job and has insights into it. Managers who are introspective about
their jobs are likely to be effective in them (Mintzberg, 1990).
Some or tbe roles descrlbed above are clearly transrormatlonal
and need to be undertaken ror tbe ruture or any organlzatlon.
le rest are largely transactlonal. errormlng transrormatlonal
actlvltles ls wbat creates a vlslonary leader. lese actlvltles are
dlscoverlng new goals, settlng new prlorltles, and are largely drlven
by vlslon. Acblever managers do transrormatlonal actlvltles well
or better tban otbers and brlng about lmprovements ln
processes.
ARTICULATING AND ADHERING TO A VISION
AND VALUES
Lvery managers job ls to get work done by bls}ber subordlnates.
8ut employees tend to work better and wltb greater lnvolvement
lr tbey work ror a purpose. lr tbey are convlnced tbat tbelr work
belps otbers and lr tbey bave berore tbem a larger goal tban
meetlng a partlcular target or deadllne, tbey wlll almost certalnly
work wltb greater motlvatlon. As kobln Sbarma polnts out, ones
pay cbeque needs to be llnked to ones purpose, and purpose ls
tbe most powerrul motlvator ln tbe world (Sbarma z00!. !). A
good manager ougbt to perlodlcally remlnd people or tbelr
purposeor tbe benets people derlve rrom tbelr work and tbe
large numbers or people tbey serve. lls keeps employee morale
blgb. vlslonarles and mlsslonarles ln partlcular tend to lnsplre
tbelr colleagues tbrougb tbelr unlncblng sense or purpose and
tbelr deslre to lnstll lntegrlty, cbaracter, and courage ln tbelr
colleagues. As Narayana Murtby remarks. Leadersblp ls about
creatlng vlslon, communlcatlng tbat vlslon to ones rollowers, and
exbortlng tbem to move towards tbat vlslon. (Cbary z00z. 77)
Under Murtbys leadersblp, lnrosys bas proved ltselr a paragon
among lndlan companles wben lt comes to preservlng tbe dlgnlty
or every lndlvldual, malntalnlng tbe blgbest standards or corporate
governance, strateglc plannlng, and long-term goal settlng.
An eectlve manager needs to.
Communlcate tbe top managements vlslon ror tbe f
organlzatlon to all tbe employees ln bls}ber department}
dlvlslon,
Uevelop and artlculate values and a vlslon ror bls own f
department and monltor bls sta to ensure tbat tbese are
adbered to,
Lead by example and practlce wbat be preacbes. f
A key lesson ror managers and buslness leaders ls to relterate
tbelr goals and vlslon ror tbe ruture tlme and agaln, and engage
employees ln tbe spirit or tbe endeavour ratber tban slmply ln tbe
endeavour ltselr. Leadersblp messages need to be communlcated
repeatedly untll tbey are vlrtually lnternallzed by a companys
employees. ack Welcb, CLs legendary cbalrman, bad tbe
companys values prlnted and dlstrlbuted to all tbe employees at
every level or tbe company. Welcb also lncluded tbem ln tbe
annual letter to sbarebolders, mentloned tbem ln bls speecbes to
tbe CL board, and ln bls talks wltb tbe nanclal analysls teams. lt
ls sald tbat all tbe employees bave tbe companys values gulde
wltb tbem ln tbelr wallet}purse. lt means everytblng to tbem and
tbey llve by lt. Uo remember tbat as a manager and leader you
vrast+iti+v !!
Mtntcras Wno Mtkr t Uirrrarncr !z
are constantly under scrutlny by your subordlnates and tbere
must be a close t between your words and actlons.
le mlsslon, vlslon, and values or tbe company as communlcated
and llved by tbe top management determlnes market perceptlons
and employee commltment. lt communlcates tbe UNA or tbe
company to tbe outslde world. Your UNA tells otbers wbo you
are. Your mlsslon tells tbem wbo you want to be. le vlslon
conslsts or lntermedlate, measurable, and tlme-bound goals tbat
you promlse to yourselr and your stakebolders. Annual plans and
resource allocatlons ow rrom tbat and make sure tbat lndlvldual
employee eorts are allgned to tbem. le vlslon and mlsslon glves
meanlng to employees and enbances tbelr engagement and
enjoyment at work.
FORMULATING POLICIES, PLANNING,
AND SETTING GOALS
Narayana Murtby ramously commented tbat lnrosys takes a long-
term vlew or buslness and llre. We remember tbat success ls
epbemeral. We remember tbat we are as good as tbe results or
our last quarter. We rully belleve tbat we are runnlng a maratbon,
not a sprlnt, and our strategles and pollcles reect tbat. As a
manager you need to set botb sbort- and long-term goals ror your
department or unlt. lls means tbat you bave to be dlscernlng
and resourcerul enougb to collect crltlcal lnrormatlon about tbe
buslness development, strategy rormulatlon, and perrormance
lmprovements. You also need to take a close look at matters sucb
as systems, servlces, quallty costs, recoverles, and lnnovatlon. Or
course, tbe sort or goals you wlll nd yourselr settlng wlll depend
on not just tbe type or manager you are, but also your posltlon
ln tbe organlzatlon. lr you are a doer or a acblever, your strategles
are more llkely to relate to tbe sbort term. Acblevers wlll probably
look ror smarter ways to acbleve tbelr sbort-term goals and may
even try to ralse tbe level or tbe goals tbey set tbemselves and
tbelr department.
vlslonarles and mlsslonarles wlll probably bave tbelr eyes
tralned on tbe medlum and long term. lence CLOs tend to be
lnvolved prlmarlly wltb creatlng and lmplementlng tbe rms
long-term strategy, and spend mucb or tbelr tlme deallng wltb
lssues outslde tbe rm sucb as competltors, customers, market
trends, and tecbnologlcal developments. ley delegate day-to-day
operatlons or tbe buslness to otber managers and senlor colleagues.
Make sure tbat you lnclude every part or tbe company wben
you are retblnklng tbe corporate strategy or maklng otber rar-
reacblng cbanges. ln tbese turbulent tlmes, you cannot aord to
leave any dlvlslon, unlt, or lndlvldual on tbe sldellnes. ln !99z,
l8Ms tben CLO obn Akers bad developed a plan to break up bls
company lnto several small unlts. 8ut on Cerstners (CLO, l8M)
rst major declslon upon taklng tbe relns ran ln tbe opposlte
dlrectlon. le declded not to break up tbe company, argulng tbat
lmplementlng tbe plan would spllnter l8M lnto a collectlon or
plece-part provlders. lere wasnt golng to be an l8M, tbere was
golng to be slx or elgbt l8Mseectlvely no l8M. So we made a
very early declslontbe most lmportant declslon lll ever make
ln my buslness careerto reverse tbat dlrectlon and keep l8M
wbole.
Wbetber youre a doer or a vlslonary tbougb, you need to tblnk
and act llke a cbess player wbo sees two or tbree moves abead.
So wbatever tbe level at wblcb you operate, you wlll nd yourselr
a wlse leader, looklng lnto tbe ruture ror tbe role you wlll be playlng
and armlng yourselr wltb tbe skllls youll need ln tbose new roles.
lr you do not contlnuously collect buslness-related lnrormatlon
and keep maklng new strategles and buslness plans to explolt
vrast+iti+v !!
opportunltles your corporatlon wlll be lert beblnd. lls role,
tbererore, ls crltlcal ror tbe survlval or an organlzatlon ln a
competltlve world.
MANAGING TECHNOLOGY AND SYSTEMS
1oday, managers must be tecbnologlcally savvy as tbey are
expected to understand tbe l1 system requlrements or tbelr
department and ensure tbat tbese are ln place. ley must also
try to bulld tbe necessary development capabllltles ln tbelr sta.
l8Ms Lou Cerstner says, le lnternet ls ultlmately about
lnnovatlon and lntegratlon. 8ut you dont get tbe lnnovatlon
unless you lntegrate web tecbnology lnto tbe processes by wblcb
you run your buslness. lavlng lnstltuted tbe requlred systems,
bowever, a certaln amount or awareness, tralnlng, and commltment
ls needed to ensure tbat employees use tbem to operate wltb
maxlmum eclency. Azlm remjl remarks tbat tecbnologlcal
knowledge becomes obsolete very rast lndeed, so lts lmperatlve
to keep readlng, attendlng semlnars, and teacblng and tralnlng
otbers to remaln updated. Managers need to be aware or tbe ways
ln wblcb new developments ln tecbnology make older management
metbods redundant. ln larger rms, wbat managers sbould alm
to create ls an eectlve corporate memorya dlgltal resource
centre tbat allows teams or lndlvlduals to retrleve earller records
or projects slmllar to tbe one(s) tbey may be worklng on tbemselves.
A rm may bave a large corporate memory but unless tbese
dlgltlzed documents can be easlly be retrleved or searcbed, tbe
database lsnt really an asset.
A 1. v. kao Learnlng Systems (1vkLS) study or !74 senlor-level
lndlan managers seemed to lndlcate tbat tbey are generally ratber
slow ln upgradlng tbemselves and tbelr departments as compared
to tbelr Western counterparts. Among lndlas top-notcb
proresslonal managers tbere were alarmlngly rew wbo bad actually
recognlzed tbe benets or a tecb-savvy organlzatlon.
1o return to our typology or managers, we nd tbat doers are
usually bappy enougb to malntaln tbe status quo and are not
overly keen on new tecbnologlcal lnnovatlons wltbln a department.
Acblevers are blgbly tecbnology drlven. l1 systems are an lntegral
part or vlslonarles and mlsslonarles goals ror tbe ruturetbey
are usually qulck to leverage tbese to tbelr advantage.
lndlan publlc sector banks (S8s) are one good example or bow
managers can leverage tecbnology to command superlorlty. ln
tbe early !980s most S8s could not lntroduce computer-enabled
servlces ror rear or unlons wbo relt tbat l1 would create job losses.
Lven tbe keserve 8ank or lndla (k8l) ralled. le scenarlo bas totally
cbanged today. As tbe recently appolnted lk Commlttee on S8s
observed.
lougb lnltlally slow and baltlng, S8s bave caugbt up wltb
tecbnology, e-cbannels, and otber customer-centrlc lnnovatlons
ln tbe last decade or so. Almost all S8s bave deployed advanced
tecbnology and networked tbelr brancbes, rolled out core banklng,
set up a vast network or A1Ms, launcbed many lnnovatlve products
and enlarged tbe basket or oerlngs to tbe customer. Marketlng
and sales are becomlng tbe buzz words ln many S8s and tbey are
reposltlonlng tbelr key brancbes as sale and servlce outlets.
Ueclslon-maklng macblnery bas been ne-tuned and many bave
lmproved tbelr response tlme.
As a result S8s bave provlded strong competltlon to tbe S8s
tbat are emerglng ln tbe country and bave lmproved tbelr nanclals
ln recent tlmes . A large part or tbls credlt goes to people llke C.
kangarajan, rormer Covernor or k8l and lnnovatlve CLOs or banks
llke tbe State 8ank or lndla, 8ank or 8aroda and so on.
1o summarlze, tbererore, an eectlve manager.
vrast+iti+v !
lntroduces new tecbnologles relatlng to tbe departments f
runctlon
8ullds tbe tecbnologlcal competencles or employees ln a f
department tbrougb tralnlng, and so on
keeps abreast or tecbnologlcal developments ln related f
lndustrles and runctlons botb ln tbe country and globally
lntroduces new systems or management to manage varlous f
actlvltles and operatlons eectlvely
Monltors tbe eectlve lmplementatlon and utlllzatlon or f
systems and processes relatlng to bls runctlon
INSPIRING, DEVELOPING,
AND EMPOWERING STAFF
lr you create an envlronment wbere people truly partlclpate, you
dont need control, says lerb kelleber, CLO or Soutbwest Alrllnes.
ley know wbat needs to be done, and tbey do lt. le more
people devote tbemselves to your cause on a voluntary basls, tbe
rewer blerarcbles and control mecbanlsms you need.
eople management ls a large part or every managers
responslbllltles. Normally managers bave a denlte jurlsdlctlon or
span or controltbls could be about elgbt to ten people (or
perbaps more) ln a department. le addltlon or large numbers or
junlors orten puts a manager under pressure to devote more tlme
ln supervlslng and mentorlng. 8ut management and mentorlng
lsnt a one-way processyou need to value your subordlnates
ldeas purely on tbelr merlt ratber tban tbelr status or credentlals.
le ldeal result or eectlve mentorlng ls to belp people artlculate
ldeas and strategles tbat are clever, orlglnal, and workable. 8y dolng
tbls you lessen your load as a manager. Wlpro takes tbe ldea or
teacblng, tralnlng, and developlng people very serlously lndeed.
Azlm remjl notes tbat over 40 percent or Wlpros revenue ls spent
on compensatlon, and 6 percent or lts compensatlon ls lnvested
ln teacblng. le company runs a tralnlng and development unlt
wblcb ls about tbree tlmes tbe slze or tbe lndlan lnstltute or
Management, Abmedabad (llMA). l belleve tbat belplng people
ln bulldlng careers by paylng carerul attentlon to tbelr development
ls very lmportant, says remjl. One or our major dellverables at
Wlpro bas been to persuade and attract excellent managers and
leaders to work ror us.

(Cbary z00z. 67)
As a developer or teams and talent, every manager must.
lan and organlze varlous actlvltles ror tbe development or f
sta
Act as a role model, motlvate and lnsplre junlors, gulde and f
counsel tbem
rovlde a sense or ownersblp and lmportance to employees f
Set clear-cut perrormance goals ror tbe department f
rovlde tbe lnrormatlon and resources necessary ror tasks to f
be perrormed well
Monltor sta perrormance f
rovlde perlodlc reedback and encourage lnnovatlveness f
landle sta grlevances, resolve conlcts, and belp sta f
members resolve conlcts
Malntaln conslstency and objectlvlty ln relatlon to sta f
declslons (rewards, promotlons, placements, and so on)
C.v. rasad, CLO or Ur keddys Laboratorles, ls a good example
or a manager mentorlng bls junlors ln a systematlc way. Arter
dlscoverlng bls strengtbs as strateglc and entrepreneurlal tblnklng
and mentorlng tbrougb a !60 degree reedback, be extended bls
mentorlng eorts to cover a large number or young managers by
appolntlng tbem as bls executlve asslstants and provldlng tbem
vrast+iti+v !7
an opportunlty to observe blm and learn. le reports tbat tbls
enabled blm to develop a pool or competent managers ln bls
company. Lvery rew montbs be appolnts new managers to work
wltb blm and sends tbe ones be bas already mentored to otber
departments. lls also creates a posltlve culture.
8ulldlng junlors lnto potentlal leaders requlres a manager
to be a carerul and compasslonate llstener, keep promlses,
recognlze tbelr eorts ln a routlne way, and reward tbem ror
tbelr work tbrougb genulne and beartrelt appreclatlon. 8ulldlng
on tbese qualltles belps managers to become excellent coacbes
and mentors.
Wblle tbere ls a separate cbapter devoted to tbls lssue, as tbls
also requlres speclal skllls, lt ls suclent to say bere tbat tbere are
a number or actlvltles to be perrormed by a manager ln a planned
way to acbleve tbe objectlves or tbe organlzatlon. Most managers,
ror example, dont undertake slmple actlvltles llke provldlng
perlodlc perrormance reedback to tbelr junlors and a rew or tbem
dont even tblnk or llstenlng to employee grlevance as part or tbelr
job and delegate lt to tbe lk department. As a result tbere ls a
gap ln credlblllty and morale lssues. le questlonnalre glven at
tbe end or tbls cbapter llsts at least rteen dlerent actlvltles tbat
could be undertaken to lnsplre, manage, and motlvate employees.
Uoers carry tbem out as per requlrements. Acblevers do tbem
skllrully but nd lt dlcult, sometlmes, to nd tlme. lt ls vlslonary
and mlsslonary managers wbo glve adequate attentlon to tbe
actlvltles and perrorm tbem well.
CULTURE BUILDING
ln !989, CLs CLO ack Welcb launcbed a countrywlde Work Out
programme. lts purpose was to roster a new boundary-less culture
cbaracterlzed by speed, slmpllclty, and selr-condence. CLs work
culture was to be made more lnrormal and open, everyone was
expected to sbare ldeas and learn rrom eacb otber. lese meetlngs
used to be ror tbree days. 8erore one or tbe Uay ! meetlngs began,
Welcb notlced a man standlng outslde tbe meetlng ball and asked
blm wbat be was dolng tbere. le man sald be was tbere ln case
tbe bulb or tbe overbead projector needed to be cbanged. 1o tbls
Welcb replled tbat tbere were ve englneers lncludlng tbe
cbalrman and one or tbem could certalnly replace a llgbt bulb.
An organlzatlons culture ls a set or key prlnclples and values
tbat bolds tbe organlzatlon togetber, by provldlng standards ror
lts members bebavlour. areek llkens organlzatlonal culture to a
strong rlm ror a rast movlng wbeel, wblcb lntegrates several ractors
and blnds tbem togetber so tbat dlcult and unpredlctable
terraln can be negotlated. lr artlculated clearly and well, an
organlzatlons culture becomes mucb easler to promote and belps
reduce tbe lnconslstency or peoples actlons.
Cood managers rocus on bulldlng a strong culture and set or
values at tbelr workplace. 8ut tbey sbouldnt expect to be rewarded
ln tbe sbort term ror tbls contrlbutlon. lts only ln tbe long run
tbat tbe culture a manager bas rostered dlstlngulsbes blm}ber
rrom otbers. ley prepare tbe ground ror tbe perrormance or
otber employeesas sucb tbelr bellers and practlces bave a lastlng
lmpact. lr you are ln a managerlal posltlon, and want to lnculcate
a certaln work culture, you bave to walk tbe talk and llve tbat
culture yourselr. venu Srlnlvasan, CLO or 1vS, malntalns tbat
culture lters down to tbe lower levels or an organlzatlon only
wben department beads and tbe top management are seen to
bebave ln a conslstent and credlble way. Mucb llke tbe metbods
needed to empower sta, managers need to.
vrast+iti+v !9
Mtntcras Wno Mtkr t Uirrrarncr z0
Artlculate tbe culture (norms, values, and organlzatlonal f
processes) tbat sbould cbaracterlze tbe department
erlodlcally remlnd members about tbe organlzatlons f
culture
Set a personal example, monltor tbat employees t wltb f
organlzatlonal values, and lnstltute processes and mecbanlsms
to bulld tbe deslred culture
vlslonarles and mlsslonarles are blgbly culture drlven. ln tbe
case or mlsslonarles ln partlcular, a certaln work culture guldes
tbelr actlons, tbe way tbey llve and wbat tbey stand ror. arrys
M.v. Subblab, kavl . Mattbal, Narayana Murtby, and A... Abdul
kalam bave bullt a reputatlon ror tbemselves ror tbelr slmple
llvlng, blgb tblnklng, approacbablllty, and tbe conslstency between
wbat tbey preacb and practlce.
Certaln tools allow managers to, subtly and eectlvely,
communlcate an organlzatlons culture to lts members. ln your
lnteractlon wltb junlors, draw upon storles tbat bave to do wltb
tbe organlzatlons rounders and anecdotes or bow tbe workrorce
tlded over troubled tlmes. lese narratlves reect a companys
culture and values, and legltlmlze current patterns or bebavlour.
1ry to establlsb certaln ritual practices: ror lnstance, lt ls an
unwrltten law at Mcklnsey tbat one employee sbould return a
pbone call or respond to a message rrom anotber wltbln twenty-
rour bours. lese are not rormal rules but evolved tbrougb
conslstent practlce. lt ls also a good ldea to encourage your team
to lnternallze some or tbe lingo partlcular to your organlzatlon.
lls belps create a sbared culture towards wblcb loyalty grows
steadlly over tlme. MLCL ls a bugely popular catcbword at
Mcklnsey, and a prlnclple tbe rms consultants swear by. lls ls
an acronym ror Mutually Lxcluslve, Collectlvely Lxbaustlve, and
ls bow consultants rerer to tbelr collectlon and organlzatlon or
buslness data berore tbey begln to apply tbelr problem-solvlng
tecbnlques.
le culture or Soutbwest ls probably lts major competltlve
advantage. le lntanglbles are more lmportant tban tbe tanglbles
because you can always lmltate tbe tanglbles, you can buy tbe
alrplane, you can rent tbe tlcket counter space. 8ut tbe bardest
tblng ror someone to emulate ls tbe splrlt or your people. Our
esprlt de corps ls tbe core or our success. lats tbe most dlcult
ror a competltor to lmltate. ley can buy all tbe pbyslcal tblngs.
le tblng you cant buy ls tbelr dedlcatlon, devotlon, loyalty
reellng you are partlclpatlng ln a cause or crusade. (lerb kelleber,
CLO, Soutbwest Alrllnes ln erey z00!. !78)
TEAMWORK AND TEAM BUILDING
ack Welcb always belleved tbat mlddle managers bad to be tbe
best or team members and coacbes. le relt tbat lr CL bad tbe best
manuracturlng person wltb tbe best numbers, wbo produced blgb
quallty goods on tlme, but wouldnt talk to people ln englneerlng
and manuracturlng, tben someone would replace tbls person
someone perbaps not qulte as perrect, but wbo was a team player
and would llrt tbe teams perrormance. Wbereas tbe earller person
worked at !00 or even !z0 percent, be got only 6 percent out or
tbe team. 8ut under bls replacement, tbe team operated at 90 to
!00 percent. Ultlmately, tbe latter was rar more lmportant.
8uslness leaders recognlze tbe buge lmportance or teams and
teamwork. lerb kellebers mantra ror recrultment at Soutbwest
ls. lr youre an altrulstlc, outgolng person wbo llkes to serve otbers
and enjoys worklng wltb a team, we want you. (Cbary z00z. 98)
8ut tbe most successrul managers also reallze tbat strong leaders
bulld strong teams. Lectlve Managers are tbose wbo can exerclse
lnltlatlve and leadersblp lndependently, and can operate as
vrast+iti+v z!
Mtntcras Wno Mtkr t Uirrrarncr zz
colleagues or assoclates ratber tban submlsslve rollowers.
Moreover, tbey are adept at tbe art or team bulldlngselectlng
tbe rlgbt people wltb tbe rlgbt skllls, posltlonlng tbem so tbat
tbey can make tbe greatest contrlbutlon, and rosterlng tbelr sense
or mutual responslblllty ror acblevlng tbe organlzatlons mlsslon
and vlslon. le carerul allocatlon or responslbllltles wltbln a
teamractorlng ln members strengtbs and weaknessesls a
crltlcal managerlal runctlon and decldes tbe eclency or outcomes.
As Narayana Murtby polnts out, A strong team brlngs togetber
a set or complementary skllls, expertlse and experlence. lt ls
essentlal tbat tbe team operates on a common value system and
malntalns tbe dlgnlty and respect or every lndlvldual ln every
transactlon.

(Cbary z00z. 98)

Strong and cobeslve teams are tbe
most lmportant development tools an organlzatlon could bave.
lence managers need to engage actlvely ln tbe rollowlng team-
bulldlng actlvltles.
|osterlng team splrlt tbrougb group meetlngs, reedback, and f
dlrectlons
Creatlng a reellng or oneness (a we reellng) and a collaboratlve f
culture
Managlng dlerent vlewpolnts among tbelr own team f
members
rovldlng lnrormatlon and asslstance requlred by colleagues f
to racllltate teamwork and collaboratlon
Acknowledglng tbe contrlbutlons or every team member f
venu Srlnlvasan malntalns tbat team bulldlng, rlgbt rrom (QC)
clrcles to suggestlon scbemes, to cross-runctlonal task rorces, all
belp ln denlng tbe lndlvldual roles or people.
lncreaslngly, organlzatlons are recognlzlng tbe need to bulld
teams. ley use outward-bound programmes ln wblcb tbe entlre
team or managers ls taken out on an expedltlon to an unknown
place wbere tbey undertake unusual actlvltles and are all requlred
to work as a team. lese unusual actlvltles may lnclude
constructlon or tbelr tents, cooklng, mountaln cllmblng, and so
on. lese actlvltles belp tbem sbed tbelr lnblbltlons and get tbem
closer to work as a team.
Most organlzatlons oer team rewards ln addltlon to tbe
lndlvldual rewards to promote teamwork and ensure energlzed,
entbused, and motlvated teams. One example or a team reward
lnstltuted by an organlzatlon ls tbe Quest ror Lxcellence award
lnstltuted by Moser 8aer to recognlze outstandlng acblevement
ln buslness results. 1ata Motors also oers quallty-llnked payments
ror acblevlng blgb productlvlty ln tbe manuracture or veblcles,
glven ln groups based on tbe ratlngs or cross-runctlonal teams.
|or example, a team award was glven wben tbe truck ACL was
produced ln record tlme. le 1rallblazer team award bas been
lnstltuted by Uabur lndla ror recognlzlng best perrormlng teams.
ln |ebruary z009, tbey recognlzed tbe good work done by tbelr
ammu unlt team durlng tbe polltlcal and soclal turmoll wblcb
lasted ror about two montbs. le team ensured tbat tbe
productlon scbedules were adbered to conslstently desplte tbe
constralnts, wblle ensurlng tbe sarety and securlty or tbe
employees.
LIAISON WITH THE BOSS AND
TOP MANAGEMENT
Understandlng, lnuenclng, and managlng your boss, and meetlng
bls}ber expectatlons ls llkely to take up mucb or your tlme as a
manager. You wlll need to communlcate and llalse wltb tbe boss
and otber top management to keep tbem lnrormed or varlous
vrast+iti+v z!
developments and declslons. You bave to be botb sensltlve and
dlplomatlc to get your bosss or tbe top managements support,
and wln tbe resources you mlgbt need. 8e candld, but also be
open to any good advlce or guldance tbat your superlors mlgbt
bave to oer you.
You mlgbt tblnk tbat managlng a person or a body wbo ls your
superlor ls lnberently problematlc, and lndeed lt usually ls. 8ut
tbats wben some carerul strateglzlng may belp you convert your
problems lnto opportunltles. Wben tbe Mlnlstry or etroleum
lntroduced tbe concept or memorandums or understandlng
(MoUs) ln tbe late !990s, and pusbed oll companles to set and
acbleve annual targets, tbe lndlan Oll Corporatlon lncluded an
organlzatlonal cllmate and employee satlsractlon survey ln lts
MoU. le petroleum mlnlstry relt tbat lt mlgbt lndeed be a good
ldea to survey employee satlsractlon and organlzatlonal culture.
le survey lndlcated clearly tbat tbe absence or a reward system
and lncentlves ror good perrormers was a major reason ror
dlssatlsractlon. le mlnlstry read tbe report and asked tbe oll
company wbat tbelr plan or actlon was. le company responded
by saylng tbat as tbey bad no rreedom to recognlze and reward
outstandlng perrormers, tbey could not provlde an actlon plan.
le mlnlstry ended up grantlng tbem tbe autonomy to reward
employees tbrougb speclal lncentlves. lus tbe CLO or tbls
company used a government requlrement to manage tbe
government and get wbat be wanted ror bls employees.
le ablllty to lnuence your superlors ls a slgnlcant aspect or
leadersblp. vlslonarles and mlsslonarles are orten tbelr own
bossesratber tban managlng lndlvlduals wbo are blerarcblcally
tbelr superlor, tbey need to manage and negotlate wltb
governments, pollcymakers, and regulatory bodles. |or doers and
acblevers tbougb, tbe matter or managlng lndlvlduals ls a very real
one, and sometblng tbey bave to deal wltb rrequently.
CEREMONIAL ROLES, NETWORKING, PUBLIC
RELATIONS, AND DEALING WITH GOVERNMENT
AGENCIES
ln anotber crltlcal role, managers partlclpate ln recelvlng
lnrormatlon, learnlng about tbe envlronment, meetlng government
oclals and otber regulatory bodles, suppllers, and otber partles.
Senlor managers are also requlred to perrorm ceremonlal roles
sucb as lnauguratlng brancbes and lnstltutlons, glvlng speecbes,
attendlng soclal gatberlngs, restlvals, etc. lese bolster bls posltlon
as an lmportant member or tbe communlty. le lmage or a
buslness leader or senlor manager as an lnvolved and compasslonate
cltlzen tends to bulld tbe organlzatlon as a brand, ralses tbe morale
or employees wltbln tbe organlzatlon and dlssemlnates lnrormatlon
about tbe organlzatlons mlsslon and vlslon.
Nomlnal roles are generally taken very serlously by lndlan
buslness leaders. Wben k.v. kamatb accepts tbe cbalrmansblp or
tbe Conrederatlon or lndlan lndustry (Cll), Narayana Murtby tbe
cbalrmansblp or tbe 8angalore lnternatlonal Alrport, wben Ueepak
arekb accepts to be on commlttees to award buslness excellence
awards, or wben tbey agree to belp turn around Satyam Computers,
not only are tbey consclous or tbe larger soclal good, tbey are also
dlscbarglng some or tbelr soclal responslbllltles. vlslonarles try to
use every ceremonlal posltlon strateglcally.
|or example, ln tbe tblck or beated dlscusslons and securlty
concerns arter tbe Cujarat rlots, Azlm remjl addressed tbe
convocatlon at llMA. Uurlng bls vlslt, be made lt a polnt to meet
bls customers. Wben be was oered securlty be was reported to
bave sald tbat be needed no securlty to meet bls customers. Wblle
addresslng tbe workers or tbe 8bllal Steel lant on bls rst vlslt
tbere, Ur v. krlsbnamurtby round blmselr surrounded by tbe press.
le kept sllent ror a wblle and let tbe pbotograpbers and cameramen
vrast+iti+v z
do tbelr job. len arter a rew mlnutes be asked tbem to leave tbe
room saylng, l dont want to bave anyone between me and my
managers.
!
lls statement establlsbed bls mlsslon ln one llne ror
tbe rest or bls tenure. Comlng rrom tbe beart, tbls was a strateglc
statement tbat won over tbe otber managers.
Mlsslonarles can lobby ror a llcence, a cbange ln pollcy, or
dlssemlnate tbelr vlslon. ley wlll use tbem to lnuence tbe publlc
at large, clarlry tbelr mlsslon, and reacb out to more rollowers rrom
varlous sectlons or soclety. lts lmportant ror asplrants to senlor
managerlal posltlons to try to become lnvolved wltb a rew
ceremonlal actlvltles as tbese are terrlc networklng opportunltles.
EXTERNAL CUSTOMER RELATIONS AND CLIENT
MANAGEMENT
lere ls only one boss, says Sam Walton, tbe customer. And be
can re everybody ln tbe company rrom tbe cbalrman down,
slmply by spendlng bls money somewbere else.

(Sam Walton ln
krames z00!. !97)
vlslt any brancb or a natlonallzed bank ln lndla, and youll nd
a plcture or Candbl wltb tbe quote. le customer ls klng.
roresslonal researcbers, managers, marketlng speclallsts bave all
come to tbe same concluslon. Organlzatlons, companles, non
governmental organlzatlons (NCOs) and governmental
organlzatlons (COs) all exlst to serve tbelr customers. lr youre a
manager, you certalnly need to understand your customers, tbelr
needs, and perspectlves. You also need to meet external customers
and suppllers rrequently, get to know tbem better, evolve strategles
to lmprove customer satlsractlon, communlcate wltb otber
sta about customer requlrements and concerns, understand
!
Autbor was present a tbat tlme.
tbe dlcultles commonly raced by customers, and act on
tbelr reedback.
Mlcbael Uell says tbat tbe secret or bls companys success ls lts
customer base. |rom tbe start, our entlre buslnessrrom deslgn
to manuracturlng to saleswas orlented around llstenlng. Around
llstenlng to tbe customer, respondlng to tbe customer, and
dellverlng wbat tbe customer wanted.

(krames z00!. 4z) leres
wbat you can do to cultlvate closer relatlonsblps wltb tbe end-
users wblle also generatlng key lnrormatlon and product
reedback.
Spend more tlme wltb tbe customer f
Use your tlme wltb customers wlselyget speclc reedback f
about tbelr needs and prererences
lnvlte key customers to speak to key unlts f
Use tbe lnternet and otber non-lntermedlated means to f
create an ongolng customer relatlonsblp
Make a commltment to learn more rrom your customers f
lr your company doesnt already do so, try to conduct at least one
customer satlsractlon survey eacb year ln an area tbat would
benet rrom lncreased customer knowledge.
le very word customer lmplles a degree or transactlon. 8ut
lt would be a grave error to tblnk or your customers needs as
lncldental. You need to broaden your perspectlve and tblnk or
customers not just as partners but close assoclates. Ueepak arekb,
cbalrman or lU|C, uses tbe word aectlon ln a somewbat
speclallzed sense to rerer to tbe mlndset wltb wblcb a manager
ougbt to approacb bls customers. lt ls bardly surprlslng tben tbat
old-tlmers wbo bave met arekb personally and beneted rrom
tbe vlslonarys bome loan rerorms, stlll rerer to blm as apna
Ueepak. vlslonary leaders are lntensely customer rocused, but
vrast+iti+v z7
mlsslonarles take tbelr customer orlentatlon to an altogetber
dlerent level. At kurlens cooperatlves and at Sewa, beneclarles
or tbe organlzatlons servlces are rererred to as llne members
or partlclpants.
CONCLUSION
Clearly, managers bave to be aglle and versatlletbelr job demands
tbem to multl-task eectlvely. Clven tbat tbelr bectlc scbedules
leave tbem wltb very llttle tlmeonly about z,000 bours a year
all tbelr actlons need to be rocussed. Carerul plannlng and tlme
management are or tbe essence and we wlll devote a cbapter on
belplng you bulld tbese skllls. lr you want to be an acblever-
manager (and become a vlslonary) rocus on tbe transrormatlonal
actlvltles dlscussed ln tbls cbapter. lowever, lrrespectlve or wbat
klnd or manager you asplre to be, you sbould try and perrorm all
tbese actlvltles. versatlllty ls tbe key to becomlng an eectlve
manager.
You mlgbt want to llst tbe actlvltles you need to perrorm,
organlze tbem under dlerent roles, keep track or tbe tlme spent
on varlous actlvltles, take stock or wbat you bave been dolng and
wbat you tblnk you sbould actually be dolng, and enllst tbe belp
or a secretary or asslstant to ease your workload. Uont lose slgbt
or tbe ract tbat you are a team leaderso wblle you lntrospect
about your tasks by yourselr, dont rorget tbose regular debrleng
sesslons wltb subordlnates. Use tbelr analytlcal lnputs to step back
and see tbe larger plcture. kespond to lssues tbougbtrully ratber
tban bastlly or superclally.
Adopt a step-by-step approacb.
lave a clear vlslon or your outcome f
Create posltlve pressure to keep yourselr lnsplred f
Never set a goal wltbout attacblng a tlmellne to lt f
lr tbls lnvolves tbe adoptlon or a new work routlne, you mlgbt
need to malntaln lt actlvely ror tbree weeks berore lt crystalllzes
lnto a bablt. Once you bave a scbedule, a routlne, and a tlmellne
ln place you wlll nd lt a lot easler to streamllne your actlvltles so
tbat you can rocus on tbe ones you really need to. As Yogl kaman
says, le golden key to tlme leadersblp ls really dolng wbat you
planned to do, wben you planned to do lt . le startlng polnt
ls selr-dlsclpllne. (Sbarma z00!. !8!)
MANAGERIAL AND LEADERSHIP ACTIVITIES
QUESTIONNAIRE
Assess yourself on how versatile you are as a manager by assessing
how well you are performing the following managerial and leadership
activities. You may use a 6 point scale for each of the purposes: (5 =
I am performing this activity extremely well; 4 = I am performing this
reasonably well; 3 = I am performing this somewhat satisfactorily,
2 = I am not performing this to my satisfaction; 1 = I am not at all
performing this activity satisfactorily; 0 = I am not performing this
activity at all.
I. Vision and values
Articulating or developing a vision for ones department/
section/unit
Communicating the top managements vision of the
organization or business to all employees in the department/
division/unit
Clearly stating the values of the department/section/unit. For
example, customer service, service quality, punctuality, cost
effectiveness, etc.
vrast+iti+v z9
II. Policy formulation, planning and goal setting
Securing critical information required for business
development, strategy formulation, and performance
improvements of the department/section/unit
Setting long-term goals and objectives for his/her department/
unit/section
Setting short-term tasks and targets and clear-cut performance
goals for his/her department/section/unit in various areas of
operation
Fair allocation of work to staff in his/her department/section/
unit
Formulating strategies and thinking strategically for getting
results through systems, services, quality, costs, recoveries,
innovation, etc.
III. Technology and systems management
Introducing new technologies relating to his/her function.
Building technological competencies of employees in the
department/unit through training, etc.
Keeping in touch with technological developments in related
industry and/or function in the country and globally
Introducing new systems for the effective management of
various activities and operations
Monitoring the effective implementation and utilization of
systems and processes relating to his/her function
Thinking globally, communicating global thinking and
awareness of global standards and benchmarks to others in
his/her areas of work
Achieving goals, meeting targets, and delivering results
Thinking entrepreneurially, coming up with alternative, cost-
effective, time-saving, competitive methods to achieve plans
Show high degree of ownership and commitment in whatever
he/she undertakes
Setting personal example and being a role model for others
to imitate
IV. Inspiring, developing, and empowering sta (juniors
and others reporting to her/him)
Investing time and effort in the growth and development of
staff
Motivating and inspiring them to be excellent performers
Providing information and the resources necessary for the
staff to perform their tasks well
Monitoring staff performance
Providing periodic feedback, guidance, and coaching to
enhance their impact and performance
Recognizing and encouraging good performance of
employees and providing a sense of ownership
Listening to problems, grievances, difculties, and conicts
of employees/staff, and diagnosing issues
Handling staff grievances and resolving problems and
conicts
Maintaining consistency and objectivity in relation to staff
decisions (rewards, promotions, placements, etc.)
Encouraging innovativeness among the staff
V. Culture building
Articulating the culture (norms, values, and organizational
processes) that should characterize the department/unit
vrast+iti+v !!
Mtntcras Wno Mtkr t Uirrrarncr !z
Setting personal example in terms of following the norms,
values, and culture
Instituting processes and mechanisms in the department/unit
to build the desired culture
VI. Teamwork and team building
Fostering a spirit of teamwork and collaboration among the
staff in her/his department/section/unit
Creating a feeling of oneness (we feeling) and team spirit
among the employees of her/his department/unit/section
Developing methods and systems (incentives, reviews, etc.)
to foster teamwork and team spirit
Acknowledging the contributions of every member of the
team periodically
VII. Management of colleagues/internal customers
(Colleagues = peers, internal suppliers and other functionaries
having interdependencies)
Developing good working relations with colleaguesby
interacting with them, respecting them and being polite and
frank
Understanding the needs, expectations, and requirements of
the colleagues/internal customers
Meeting the requirements and expectations of colleagues in
the organization wherever possible
Acknowledging the contributions of colleagues and internal
customers and getting their co-operation
Learning from colleagues/internal customers and beneting
from their experiences
VIII. Liaison with boss and top management
Communicating and liaising with the boss/top management
to keep them informed about various developments,
decisions, issues, etc.
Understanding the expectations of the boss and the top
management
Inuencing the thinking of the boss and getting the necessary
support and resources
Taking guidance and learning from the experiences of the
boss and other seniors
Getting the support needed from the boss and the top
management
IX. External customer relations and client management
Meeting external customers/suppliers frequently and getting
to know them better
Evolving strategies to improve customer satisfaction
Communicating to other staff about customer requirements
and concerns
Understanding the difculties and solving problems of
customers
Seeking suggestions from customers in order to improve
services provided by the unit and taking the suggestions
seriously
Add your scores. lr your scores exceed z00 polnts you are a
blgbly versatlle manager. lose wbo score below !00 need to step
up tbelr eort to perrorm some or tbe crltlcal roles. erbaps tbey
are actlng at tbe level or doers ratber tban as acblevers. Ulscuss
vrast+iti+v !!
wltb your senlors and rate eacb ltem on lts lmportance to
your job.
kesearcb by Ur kaju kao at 1vkLS bas lndlcated tbat star
perrormers are rated by tbelr senlors, junlors, and colleagues as
perrormlng eacb or tbe actlvltles mentloned ln tbls questlonnalre
rar above tbe average perrormers.
lose wbo perrorm well on tbese ltems are sbowlng a tendency
to be leaders and perbaps are llkely to move lnto tbe vlslonary
category rrom tbat or tbe acblevers. !, z, !, 4, , 8, 9, !0, !!, !z, !4,
!6, !8, !9, z!, zz, z4, z8, z9, !0, !!, !4, 40, 4!, and 47.
vlslonarles and mlsslonarles may not perrorm some or tbese
actlvltles well but rocus on dolng some or tbem to an extraordlnary
degree. ley are llkely to become versatlle vlslonarles and
mlsslonarles lr tbey also master perrormlng a number or tbe
actlvltles mentloned ln tbls tool.
REFERENCES
A. krames erey (z00!), What the best CEOs Know, New York. Mc Craw
llll, pp. 4z and !78.
kobln S. Sbarma (z00!), Leadership Wisdom, Mumbal. alco ubllcatlons,
p. !.
kobln S. Sbarma, Leadership Wisdom, p. !8!.
S.N. Cbary (z00z), Business Gurus Speak, New Uelbl. Macmlllan lndla.
lbld., pp. 67.
lbld.
Sam Walton, ln krames A. erey (z00!), What the Best CEOs Know,
New York. McCraw-llll.

Managers Who Make A Difference PDF

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Managers Who Make A Difference PDF

Uploaded by

Copyright:

Available Formats

Introduction

You might also like