What Makes a Good Manager?

What makes a good manager? Effective management does require the co-ordination of analytical, administrative and organizational skills. But perhaps it also requires something else. Whether you're entering a management role for the first time, moving to a new level, or simply taking time to reflect, think about this question:

Would you agree with Peter Drucker that a manager is "the dynamic life-giving element in every business"?

Is this how you'd describe yourself, or your manager? Would the majority of your workmates? Do you think your management style or ability gets the best out of your team, or attracts the best people? Probably not, if research by Gallup is anything to go by. They've found that most employees say their manager is the person they would least want to spend time with. Hardly the right circumstances for displaying or inspiring dynamism!



Yet Peter Drucker argues that the manager's role is crucial.

In his seminal book: The Practice of Management, Peter Drucker lists the three functions of management as:

1. managing a business;
2. managing managers;
3. managing workers and work.

He states that "the manager is the dynamic, life-giving element in every business" and that management "is the organ of society specifically charged with making resources productive, that is, with the responsibility for organized economic advance."

Effective management thus requires the co-ordination of analytical, administrative and organizational skills, in order to "make a productive enterprise out of human and material resources". Acquiring and honing the practical skills of management are indeed fundamental.

However, these skills alone are not enough to make you a good manager. Even more crucial is your ability to deal with the lifeblood of any organization - its people.

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