Characteristics of the successful executive manager [Archives:2005/906/Opinion]
Prof. Abdulaziz al-Tarb
The Arab region is in a position where there should be coexistence with and acceptance of variables, as well as effecting modernization in its management aspects. The successful manager, whether president of a company or leader of a political party or organization, is capable of shouldering the responsibility of specifications and criteria he believes could meet his ambitions and orientations for serving the society, the party or the organization of which he is a part.
Owing to that, he must acquire and possess high proficiency and ability empowering him to deal with all types of incidents and make proper and timely decisions. This should be far-removed from self-interest, nepotism and bias toward any group or party. By this, he will prove the extent of his sincerity and the sincerity of others.
The executive manager is well aware of all matters and issues needing discussion, is not self-opinionated and should not utter coarse words or severe looks. He should entertain self-respect to be respected by all. He is a well-studied decision maker. Moreover, he is to be more patient toward employees responsible to him, giving them more than one chance to reconsider mistakes made before taking any action against them. An executive manager possesses a modern director's personality whose positive words endeavor to overcome and solve difficulties facing employees by increasing meetings with them. The successful manager also will not allow his temper to affect his management policy and therefore, does not make decisions out of anger over certain actions. He also should have an ever-alert conscience to grant rights to those who deserve them. We hail such a successful and understanding executive manager, from whom no one gets angry, except he who does not like justice.
In this respect, let us question why a successful manager sometimes changes into a dominating, obstinate and temperamental one hating discussion and teamwork and refusing to accept others' opinions.
I think the success of a director in managing subordinates depends on the subordinate's response, for example, the one who dilly-dallies in his performance and does not adapt to changes and incidents in daily work. The successful manager is not willing to waste time-believing that time is money-listening to subordinates' excuses. Such a manager can be found in many public and private institutions.
In my opinion, we can prepare managers, whatever their qualifications, through workshops, training courses and symposiums, provided their promotions and annual allowances depend on attending such courses and performance results. Even political parties can prepare their cadres in such workshops. Many countries and political parties have special institutes for this purpose but regretfully, they are not operative.
Is it possible to begin 2006 preparing to hold such courses and symposiums, especially since many cadres and officials here and elsewhere are about to be pensioned, so that we will bring trained persons at the expense of these positions and jobs? High-ranking state and party leadership, general managers and ministers who cannot prepare a second generation of employees should be held accountable. It goes without saying that authority can be authorized, but responsibility cannot. We must authorize authorities to create the second leadership generation and be far from centralization, which does not serve the ambitions of development and democracy.
Prof. Abdulaziz Al-Tarb is an economist and a professor in Political Science and an expert in administrative development. He is head of a number of professional associations, such as the Arab Group for Investment and Development.
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[archive-e:906-v:14-y:2005-d:2005-12-26-p:opinion]
