Super Manager

By Thomas Dixon

Thomas Dixon is a Chartered Certified Accountant, a Chartered Management Accountant and a Chartered Secretary. He is a senior partner in the firm of Thomas R Dixon & Company, a successful accountancy practice in Newcastle upon Tyne, which has been going for 40 years.

He was for some time a Senior Lecturer at Northumbria Un

• Language: English
• Publisher: Thomas Dixon
• Release date: Aug 3, 2021
• ISBN: 9781802271324

Thomas Dixon

Dr. Dixon Thomas is an Associate Professor at Gulf Medical University (GMU) and Pharmacist at Thumbay Hospital, Ajman, UAE. He had completed his Diploma, Bachelors, Masters, and Doctoral Degrees from India in Pharmacy, Psychology, and Education. The latest of his qualification is from Gulf Medical University, Graduate Diploma in Health Professional Education. Dr. Thomas chairs the Department of Pharmacy Practice, Quality Assurance & Program Evaluation Committee, and the Program Director of Master of Pharmacy in Clinical Pharmacy at College of Pharmacy, GMU. Also, Dr. Thomas contributes to pharmacy profession through different projects by leading pharmacy organizations, invited lectures, and publishing. Dr. Thomas had editing responsibilities to publications by ISPOR Asia Consortium and Indian Pharmaceutical Association (IPA). He contributed to international projects by International Pharmaceutical Federation (FIP) and International Society for Pharmacoeconomics and Outcomes Research (ISPOR).

Book preview

Super Manager

Thomas Dixon

PUBLISHED BY:

THOMAS R DIXON & COMPANY

Bermuda House,

1A Dinsdale Place,

Sandyford

Newcastle upon Tyne

NE2 1BD

Telephone: [phone]

Copyright Reserved.

ISBNs:

Paperback: 978-1-80227-131-7

eBook: 978-1-80227-132-4

Introduction

I wanted to write a book on what managers need to know in order to help them become more effective. There are many books about management and, in this respect, I felt rather like Elizabeth Taylor’s eighth husband on his wedding night – knowing what to do but not being exactly sure how to do it!

I decided, therefore, to write in a manner, which is audaciously simple and seemingly superficial. In this way, it would be easy to read and still have all the salient points concisely and clearly set out. It takes courage to keep things simple, especially in an academic environment, but, in the philosophy I am expounding in this book, there are only a few things a good manager needs to know but he needs to know and understand them well.

20% of what we do governs 80% of our success – this book is about that 20%.

Self Management Development

The effective executive and time management

Introduction

Self Management Development

Management Self Development

The effective executive and time management

Self appraisal takes courage

Asking questions – The socratic method

The greatest cause of managerial ineffectiveness is - overwork

Portrait of an ineffective executive

Checklist - Self Rating Assessment

Highest Standards

The Lazy Man’s Approach

Effectiveness

Effectiveness means getting results

Your key effectiveness areas

Key effectiveness areas

Priorities

Planning

Checklist - Your planning and organisation

Organisation

What makes a manager effective?

Ten effective practices

Ten effective practices

How to have will power

Habit

Recognising strengths and weaknesses

Self perception

Decision making

Can we learn from history

Analysing success

In search of excellence

Management by exception

Delegation

Checklist on delegation

Times Management

Time management

Time log

Classification of activities

Express each of your activities as a percentage of your total time

Planning your time

Plan your day and week

A weekly plan of work

Schedule of activities

Commanding and controlling time

People

Travel tips

How the span of control affects organisation structure

Meetings

Effectiveness and money

T.I.P.P.Y.

The morning commands the day

Ways to avoid work

Do it now

Paperwork simplification

Using your time more profitably

My action plan for better time management

Qualities of a Good Leader

Qualities of a good leader

Getting productivity - needs of people

Basic guides which can help you in working with people

Assertiveness

Picking people

Rating checklist for interviewers

Interruptions management - Fort Knox

Selecting a secretary

Checklist for making the best use of your secretary

Buck passing

Money - the creation of wealth

How to be a successful entrepreneur

Control

Accountancy - Pictures of the Business

Interpretation of accounts - spotting symptoms of inefficiency

Management informatiom

Management accounting, budgetary control and standard costing

The master budget

Costing - or being a cost reduction tiger

Communications

The communication process

A few rules for good communications

Public speaking

Memory

The art of negotiating

How to persuade

Ideas

Reading people - Emotional Intelligence

Tension and Stress

Tension and stress - the hidden handicap

The stress sucker - the burnt out syndrome

Write yourself a love letter

A positive mental attitude

Defeat

Budget your life to be at least 90

Daily affirmations

Boredom

Avoid worry

Sense of humour

Your philosophy

Maturity

The art of relaxation

Energy

Fitness

Fitness - isometrics

Ways to beat fatigue

Thoughts to steer by

Reading list

Management Self Development

A great many people are in high management positions without ever having been trained in the subject of management. Certainly they have qualifications but these do not necessarily mean they can manage professionally. Once they have acquired their necessary abilities, what managers need most are the skills of dealing with people, of teamwork and of handling information. In more detail, these are the skills of leadership and motivation: team building: staff recruitment, training, counselling and appraisal: listening: delegation and, above all, the ability to develop these skills on others. The management skills they need are those of setting objectives, making decisions, planning and controlling, solving problems, communicating and the ability to analyse past successes and failures. With these skills and this approach managers can plan and improve future performance.

But before all of this, managers most need SELF ANALYSIS and SELF DEVELOPMENT.

They cannot hope to manage others unless they can first manage themselves. Industry, ability, intelligence, imagination and knowledge are all wasted without the skills to convert them into results.

Too many executives do not take responsibility for their own managerial development. They lie back and let their company make the pace and their SUCCESS/POWER lies like an untapped oil field.

Experience in the United States shows the opposite situation. The responsibility is very definitely that of the manager who researches, plans and seeks out every opportunity for wider knowledge and career development. The manager is thus able to realise their true potential and accomplish what others might not achieve in half a dozen lifetimes.

Like an iceberg, is most of your management potential and success power under the surface?

The effective executive and time management

It is sad that we do not put people into accounting statements and give them an economic value to the most precious resource in any organisation – its human assets. Perhaps, if we did, we would place a far greater value on people, exploit their ability and talent better and make them more accountable for their performance and achievement.

Unquestionably, the success of an enterprise is directly related to the efficiency and effectiveness of its top people – the executives and managers – and this is reflected in ability and a high return on the capital invested. Winning companies highly compensate and place a great value on effective top people. If managers and executives are ineffectual, it permeates through the whole organisation and, like a contagious disease, is caught by the people working below them.

But many companies are still getting it all wrong! They have work-studied their offices, the shop and factory floors, their transport and distribution systems but, only a few have actually undertaken a systematic work-study of their top directors and managers. Yet this is a high priority area where a close study could produce a very high payback.

The message coming back from work-studies of company directors and managers, professional people such as lawyers, doctors, academics, civil servants and government administrators is that few of them are REALLY effective. The average performance seems to be just that – average.

Good managers appear to be scarce. Sometimes like only 10% of managers seems to have the necessary qualities for effectiveness.

Only by developing good management skills can we ever hope to succeed in increasing our achievements, productivity and wealth, enhancing our job satisfaction and creating a happier life style.

Self appraisal takes courage

Have you recently questioned your own:

PERSONAL PRODUCTIVITY

PERFORMANCE

ACHIEVEMENTS

JOB SATISFACTION

If not, you may be getting into a rut and the only difference between a rut and a grave is the depth. Many management people are blind and deaf to their own ineffectiveness and are so embroiled in their daily activities that they fail to regularly re-appraise and evaluate their own work and life performance. Yet a systematic study practised with objectivity and strong self-discipline, can lead to the most rewarding and meaningful results.

The old Greek adage, know thyself, takes on a real significance in the world of management. Self-knowledge is the result of a candid and sometimes painful appraisal of personal qualities and it is a discipline, which can convert inherent weaknesses into strengths. All of us have a self-deception facility so we need to re-appraise our performance regularly to improve. Sir Walter Scott said, O, what a tangled web we weave, when first we practise to deceive.

Search for the truth by penetratingly questioning your habits, your self-deceptions – both within and without -, your prejudices and your stale dogmas, all of which can blind you to reality. In 1917, the Russian Tsar ignored the obvious signs of revolution and reassured himself by concentrating on trivia. How wonderful the power of self-deception.

To be yourself and to know yourself calls for a daily review of your conduct under the stresses and tensions of your daily business and social life.

There is a need for all of us to regularly put the two most important things managers should have on their desks – their feet (THINKING TIME) and we should be carefully STOPPING, LOOKING AND LISTENING and systematically considering a radical appraisal of personal effectiveness and accomplishments.

Start by asking:

What are you? What is the main purpose of your job?

Are you acting and meeting targets?

What are your strengths? Are you exploiting them?

What are your weaknesses? Are you putting them right?

What are you NOT DOING that you should be?

What should you stop doing?

Are you achieving success in your work and improving your quality of life?

Some call this ‘helicopter’ management where one hovers and looks down to get life and work into perspective.

A story that illustrates the need to question our beliefs concerns an Irish/Jewish Catholic priest named Zolly Murphyberg who died and went to heaven. But, when he got there, God told him that he was too early and sent him back to earth. This was the first time this had ever happened and the Roman Catholic hierarchy anxiously questioned him as to what God looked like. Despite their attempts, the priest refused to answer. Eventually they took him to Rome where the Pope demanded to know what God looked like. He finally replied, She was Chinese!

Think about it!

Once you have got the answers from your own questioning, have the courage and maturity to seek OTHER PEOPLE’S OPINIONS – your wife’s, your superiors’, your co-workers’ and ask someone from outside your own business environment. These opinions can be very valuable because you may be missing something, which is perfectly obvious to an outsider, and other people often perceive things so very differently. Such opinions can sometimes rape your own ideas and avoid your management suicide.

There are three angles to the question of self-concept:

What we are? What we think we are?, What other people think we are?.

Be prepared to criticise your own work regularly and be on the look out for