How To Become A Better Managing Director
The best management management advice for the next 50 years is to be a better managing director, a study by the Centre for Business Research (CBR) has found.
In a study of more than 2,000 leading management courses published between 2006 and 2020, the research team found that graduates of the best management courses had the best track record for managing companies in the next five years.
The findings were released as part of the 2017 Strategic Management in Australia study, which surveyed 1,300 senior managers from leading organisations across Australia.
The study also found that a number of the courses were tailored specifically for the management market.
“We know that managers are good at what they do, and we want to ensure that we’re teaching them the right skills and techniques to be successful in their chosen fields,” study leader Professor David Friesen said.
“But in order to be the best manager you need to have an understanding of how to manage the entire organisation and its stakeholders, from management to finance, communications and so on.”
Professor Friese said the findings showed that there were “major opportunities” for those wishing to be better managers to start by focusing on how to make the organisation more efficient and effective.
“This means getting to grips with how to think strategically and how to organise effectively.
This means being able to get your own way, as opposed to the other way around,” he said.
The centre’s study looked at a range of topics, including governance, business processes and organisational structure, as well as the roles of managers and leaders.
Prof Fries, who has a Bachelor of Business Administration degree, said the key to becoming a better manager was to learn about the organisation’s business processes.
“For instance, a management organisation might be run on a business model where the whole business is managed by a team of four managers, and then the CEO sits on a board of directors,” he explained.
But if you’re not an expert, you’re going to struggle.” “
You might think of yourself as an expert on the business, or you might become an engineer.
But if you’re not an expert, you’re going to struggle.”
The study found that managers were “the most effective at managing their own organisations” when it came to their “business processes”.
“For the most part, managers can learn from other leaders in the organisation, and those people can help them make the right decisions,” Professor Faresen said, “but the key is to recognise that the managers that you’re around are experts in their particular fields and know how to apply that expertise to the organisation in general.”
The studies findings also highlighted the need for managers to be “self-aware”.
“The more you learn about your role in the organisations organisation, the more you will realise that it’s not just about what you’re doing, it’s also about who you are and what you represent, and it’s important to take a conscious approach to that,” Professor David said.
As well as studying the impact of organisational change on people, Prof Furesen said managers needed to understand the “disposability” of their roles.
“One of the key things managers need to do is to understand how organisations are managed, and how people are used,” he added.
“They need to understand what the business needs to be doing and how it works, so that when people feel like they’re not being taken seriously, they will leave the organisation and move on.”
The report also found a lack of understanding of the importance of leadership in organisations, with managers “not understanding” that leadership could be the “key driver of organisability and the success of the organisation”.
Prof Fares said the research showed that the “failure to understand leadership and the role of leadership is at the heart of many organisational problems”.
“I think it’s really important that we understand that leadership is very much a social process, and that it is an important part of any organisation,” he told the ABC.
He added that managers needed a strong organisational culture, and this could be achieved by developing a strong “team spirit”. “
And I think that leadership can help in many ways, but it needs to come from the centre of the organisational system.”
He added that managers needed a strong organisational culture, and this could be achieved by developing a strong “team spirit”.
“We’ve got to build organisations that are highly motivated, and very passionate about doing the right thing, and I think the leadership culture can do a lot to help with that,” he concluded.
“When you’re an organisation, you need a strong, cohesive, professional culture, so people will be motivated to work together, and will have a positive, confident, positive culture.”
The research is part of a broader study into the leadership skills needed for the future.
The research also included the roles and responsibilities of key people in a variety of organisations,