Developing Excellent Managers -The Key to Preventive Control


The key to preventive control lies in developing excellent managers; whose behavior, actions and direction to subordinates will minimize the chances of the occurrence of deviations.

Discussion about developing excellent managers could be analyzed into two categories:

(a) Efforts required on the part of managers themselves; and

(b) Efforts required on the part of the organization.

Let us describe the major factor towards developing excellent managers comprised in both these categories. 

(a) Efforts required on the part of managers themselves

Efforts required on the part of managers themselves towards developing excellent managers may be as follows: 

(i) Willingness to Learn

Managers should not base too much of their / learning on experience; and they must be aware of the dangers of experience as events or programmes of the past may not work in future – entirely different from the past conditions. Mangers must be willing to learn new concepts, principles, theories and techniques of management to avoid what is called managerial obsolescence. In fact, there is no end to new learning in management discipline; which is growing at a very fast pace.

(ii) Planning for Innovations and Inventions

The idea here is two-fold-planning of innovations, and planning for inventions. 

(1) Planning for Innovation

Managers are required to be innovative. New product ideas, new processes of production or new marketing ideas do not just occur, by chance or luck. Managers must constantly keep themselves involved in creative thinking; which will not only help them come out with innovations for the enterprise but also help themselves in turning into excellent management personalities.

(2) Planning for Inventions

Managers must try to develop more managerial inventions. Some historical material inventions have been: the Gantt chart, variable budgeting technique, PERT / CPM etc. Managers can give rise to inventions; if they take interest in management research and devote their time, efforts, creativity and skill towards planning for better and better managerial techniques. 

(iii) Tailoring Information 

Managers usually worry over the inadequacy of data on which they one forced to act. There is then a need for tailoring information i.e. obtaining the right information, in the right form and at the right time, for which managers must have their own designs. Information design must not be confused with the clerical work of information gathering and summarizing. 

(b) Efforts required on the part of the organization

Efforts required on the pan. of the organization towards developing excellent managers may be:

(i) Acceleration of Management Development Programmes

To avoid managerial obsolescence, it is necessary that the organization must design and implement schemes of managerial development; so as to transmit new knowledge and tools in the field of management in a simple and useful way to practicing managers.

Sending managers to attend seminars and conferences may be a useful means of managerial development in this context. Making available latest books and articles on new management knowledge to managers and motivating them to digest the same, is, yet another way to bring manager up-to-date on specific areas of new knowledge and techniques of management. 

(ii) Measuring managerial performance and rewarding it

As a measure to motivate managers to develop into excellent personalities; the organization must design schemes for measuring managerial performance and rewarding those managers who successfully accomplish their targets. Schemes of MBO, delegation of authority for challenging works etc. are some of the means, at the disposal of organization, in this context.

(iii) Need for management research and development

There is a great need to conduct more research into developing new tools and techniques of management. The level of research in the field of management is rather low; particularly because management research is complex and controlled laboratory experimentation is not possible. Further management research is expensive. However, organization must provide all facilities, funds and motivation to researchers. Perfection of analysis to include all kinds of variables in a research project must not be insisted on; as small contributions by researchers may provide building blocks for great researches, subsequently.

(iv) Need for Intellectual Leadership

There is a need not just for technically sound leadership; but intellectual leadership (based on imagination, foresight, human skills, conceptual skills etc.) to drive the vehicle of a productive organization towards its mission and goals. The enterprise top management must help create in environment in the enterprise which may be instrumental in developing intellectual leadership in managers. Intellectual leaders will help develop intellectual followers (i.e. subordinates); and a time may come when the entire organization will be full of intellectuals, in all walks of organizational life.