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But for a world class manager these SKA's should be at a superlative level. In addition to this, a world class manager must be oriented towards anything new. He must be able to observe new situations, to accept them and to apply them in order to take his company to the next level.
A world class manager should have superior leadership skills and abilities compared to other managers activating on a lower level. The manager must understand that leadership is a group process that requires the interaction of at least two people in implementing a certain course of action (Frank, 1993). The manager must understand that he establishes the direction, and that he also needs others to help him follow this direction. The manager must understand that leadership is the process through which he establishes the purpose or the direction for one or several people and determines them to act together with competence and full dedication in order to accomplish them (Clement, 1991). A world class manager must definitely have certain innate qualities, like intelligence and charisma, but other required characteristics are built in time, as they are the result of years of education and experience (Bennis, 1992).
Any organization that activates on a global level goes through significant changes quite often. Therefore, such an organization requires a manager that knows best how to anticipate and how to handle these changes. A world class manager...
He focuses on providing value, loyalty, and overall satisfaction to the clients, employees, and owners. This manager should be oriented towards human aspirations. He must spend his time dealing with problems regarding his employees, as he must determine them to give their best. A world class manager understands that the human resource is a critical one that requires special treatment. A world class manager should know when to combine individual responsibilities with group responsibilities (Katzenbach, 1996).
Given the current turbulent environment that organizations develop their activity in, managers become even more important than the management methods and techniques they use.
Reference List
Bennis, W. 1992. Becoming a Leader. Jossey Bass, San Francisco.
Clement, J. 1991. Executive Leadership. Casai Hall, Arlington.
Frank, M. 1993. The Essence of Leadership. Public Management, Vol. no.22, Issue no. 3.
Katzenbach, J. 1996. New Roads to Job Opportunity from Middle Manager to Real Change Leader. Strategy & Leadership, No. 4.
Rundle, J. 2007. 'What Makes a World Class Manager?. International Journal of Applied Management Education and Development, Vol. no.2, Issue no.1. (online). Retrieved May 20, 2007 at http://www.managementjournals.com/journals/education/article234.htm.
Reference List
Bennis, W. 1992. Becoming a Leader. Jossey Bass, San Francisco.
Clement, J. 1991. Executive Leadership. Casai Hall, Arlington.
Frank, M. 1993. The Essence of Leadership. Public Management, Vol. no.22, Issue no. 3.
Katzenbach, J. 1996. New Roads to Job Opportunity from Middle Manager to Real Change Leader. Strategy & Leadership, No. 4.
Rundle, J. 2007. 'What Makes a World Class Manager?. International Journal of Applied Management Education and Development, Vol. no.2, Issue no.1. (online). Retrieved May 20, 2007 at http://www.managementjournals.com/journals/education/article234.htm.
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