What is the most important thing you have learned about management?

Thanks

Many thinks

• There is no stability in business and market. even it is so.
• You should be friendly with your team.
• You should create two bases for yourself , one on the top with level of managers and top management and the second on the low level with employees " both of them will protect you , one of them will eat you".
• You should achieve extra tasks even it is not yours , that will be useful some day " not yours tasks will help you someday with your tasks".
• Gain as much as you can experience, Gaining experience is not an easy job , you will discover that when you will be unemployment.
• Do not waste your time.
• Do not say Yes and do not say No, think and let your mind say what you need to say. 

Regards

MANAGEMENT: THE MOST IMPORTANT THING  TO DO

Recently, I sat on an airplane behind a woman with3children under the age of5. She was doing her bestto keep them under control during the2-hour flight,but the kids had her flummoxed. She spent most ofthe2 hours politely correcting misbehaviors—whichoccurred approximately every seconds. At theend of the flight, she was exhausted and apologizedto all of us in the vicinity. The kids, meanwhile, wereunfazed and continued their wayward behavior aswe deplaned. What had happened here? Mom hadtried her hardest to manage theperformance of her “direct re-ports”, thinking that “constructivecriticism” would motivate behaviorchange. When her technique wasunsuccessful, she did not knowwhat else to do. So, she keptdoing the same thing—expectingimproved performance if she juststayed the course. This is howmany managers approach theperformance management proc-ess.Managers spend far too muchtime critiquing employee perform-ance. They catch employeesdoing something wrong, point itout, and expect improvement. Ifpeople do not improve, the man-ager thinks, they just need to hear the criticism againand again until they change. Criticism is used as asubstitute for training. This approach is the one usedby the woman on the airplane, and it doesn’t workvery well. In recent years, some managers havebeen taught to couch their critique in a “feedbacksandwich” of praise-criticism-praise. It is a variationof the old adage that “a spoon full of sugar helps themedicine go down”. This approach maytemporarily inspire improvement but, once the noveltywears off, employees hear what they want to hear inthe “feedback sandwich” or they detect the manipula-tive quality of this method and resent it.Financial RewardsSome managers try to control employee perform-ance with the purse strings. They give bonuses forabove average performance and withhold raises forsubpar performance. They mayalso give “spot rewards” such atickets to sporting events, week-end getaways, fancy dinners, orother “prizes”. Financially-basedrewards do work—temporarily. Inour experience, a bonus checkboosts performance and moralefor about days. Then, employ-ees regress to their previous levelof functioning. If employers wantto keep performance at an aboveaverage level, they need to keepproviding such incentives everyfew months. Dr. Fred Herzberg,former Director of Research atPSP Metrics, referred to this as“jumping for the jellybeans”.Dr. Herzberg’s ideas on perform-ance management are best stated in his famousMotivator-Hygiene Theory. In his theory, goodwages, good supervision, and good working condi-tions are basic prerequisites for obtaining “a fair day’swork” from people. Money, in other words, does notmotivate people to do more—at least not for verylong. It just prevents people from becoming dissat-isfied and doing subpar work. If employers want tomotivate workers to sustain higher level performance,

Herzberg says, they must use non-financial rewards.Herzberg’s motivators include six factors:recognition, opportunity to achieve, meaningful workassignments, responsibility, continuous learning op-portunity, and promotion/advancement. Managershave control over many of these factors in motivatingthe performance of their employees.The Role of PraiseA special word on recognition is in order. Relativelyfew managers spend a significant amount of theirtime praising their employees. To many managers,merely doing one’s job deserves no particular praise.After all, employees are being paid to do their jobs---their paycheck is their reward. Why praise people fordoing what they are supposed to do? This approachflies in the face of years of behavioral scienceresearch. Psychologists over the years consistentlyhave demonstrated in a wide variety of settings withpeople of all ages that positive feedback improvesperformance. What’s more, positive feedback notonly increases the chance that the desired behaviorwill occur again, but also that other desirable behav-iors will be displayed as well. In other words, praisegeneralizes. So, one simple way for managers toimprove employee performance is to pay more atten-tion to their praise-to-criticism ratio. If a manager isnot praising employees at least3 times more oftenthan critiquing them, a great opportunity to improveperformance is being missed.Another way to improve performance, not mentionedby Dr. Herzberg, is to set up a competition amongemployees. A creative way to do so is for the man-ager to compare employees to each other and rankthem on key dimensions. The dimensions can bewhatever is appropriate for a work group. For exam-ple, work quality, work quantity, reliability, initiative, orcooperation could be used. After completing the rank-ings, the manager can let each employee see his orher rank on each dimension (without revealing namesof other employees) and let their naturally competitivespirits take over. Few employees are satisfied beingat the bottom of the list on one or more dimensions.They will strive to do better so that they can rankhigher the next time a list is created. For managerswho would like input on rankings from other peoplebesides themselves, there are tools available thatpermit multiple raters to compare employees to eachother quickly and accurately

Keys to Exceptional ResultsManaging work performance is not easy under thebest of circumstances. It requires clarity in goals/objectives, thorough training of workers, reasonablecompensation for a fair day’s work, heavy dosesof positive reinforcement, occasional critique, andan appeal to employees’ natural competitive spirit.These methods are available to virtually all managerstoday. Using these methods does not guarantee highlevel performance, but it is difficult to obtain consist-ently exceptional results without them. Exceedingperformance expectations requires both deliberateintention and good management technique. Perform-ance management is the most important thing thatmanagers do. It is worth doing well.

The most important thing is to remember that you are managing people, not things.

leadership

how to effect on other

I agree with Mr Omar answers, thanks for the invitation. ....

A good answer given by experts. Thanks

 I leave the answer to the experts, specialists in this field 

• You need to choose the right people
• You have to be and excellent people's person
• Training people should be a priority
• Succession planning needs to addressed

I agree the answer Mr  Omar

Agree with experts answer <<<<<<<<<<<<<<<<<<<<

Thanks for the invite ............................ patience and wisdom