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A good manager is proactive, and therefore rarely has to react to anything.
When reaction is required, it is usually to reach for the contingency plan that has already been prepared. (It may need to be adapted to the exact circumstances.)
When reaction is required, the basic steps are:
1) Deal with the immediate situation. Get medical help for the injured, seal the leak, douse the fire, whatever it is.
2) Inform briefly those who can help: senior management, suppliers, technicians, whoever.
3) Discover what the exactly what the real problem is
4) Make a plan to limit the damage
5) Implement it
6) Conduct repairs to the system to make it as functional as possible as quickly as possible
7) Do the permanent repair, learn the lessons, make sure it can't happen again, write a contingency plan in case it does, etc.
These steps are basically the same whether it's a fire at a chemical factory or discovering fraud in the accounts department.
Takes it as a good opportunity for imparting learning or self learning and seeks the best available options available to overcome that from the available resources.
it is essential first to recognize two fundamental challenges and dilemmas found in most of their jobs:
These are severe challenges with powerful implications for the traditional management functions of planning, staffing, organizing, directing, and controlling. To tackle those challenges, effective general managers rely on agenda setting and network building. The best ones aggressively seek information (including bad news), skillfully ask questions, and seek out programs and projects that can help accomplish multiple objectives.
During their first six months to a year in a new job, GMs usually spend a considerable amount of time establishing their agendas; they devote less time to updating them later on. Effective executives develop agendas that are made up of loosely connected goals and plans that address their long-, medium-, and short-term responsibilities. The agendas usually address a broad range of financial, product, market, and organizational issues. They include both vague and specific items.
Try to identify the problem
prioritize the issue in terms of causing loss/damage to the business
trace root of the problem
have an intermittent solution till to have a patch for the problem or foolproof solution.
more importantly all the above steps had to be get it done through the respective experts under him/her to fulfill his job/responsibility.
My2 cents. Thanks.
I Fully agree with the answer been added by ALAMGEER HUSSAIN HASHMI .......Thanks.
A Good Manager doesn't get disturbed and takes Problems as a Challenge.Problems are at the center of what many people do at work every day. Whether you're solving a problem for a client (internal or external), supporting those who are solving problems, or discovering new problems to solve, the problems you face can be large or small, simple or complex, and easy or difficult.
A fundamental part of every manager's role is finding ways to solve them. So, being a confident problem solver is really important to your success. Much of that confidence comes from having a good process to use when approaching a problem. With one, you can solve problems quickly and effectively. Without one, your solutions may be ineffective, or you'll get stuck and do nothing, with sometimes painful consequences.
There are four basic steps in solving a problem:1.Defining the problem.2.Generating alternatives.3.Evaluating and selecting alternatives.4.Implementing solutions.
