Management Standards for Effective Managers
The MAS Management Standards focus on the elements that provoke managers into exhibiting behaviours that encourage commitment, trust and engagement, as this leads to high performance without distress.
Managers run the risk of contributing to under performance by the workforce through their inability to manage people effectively.
There are many contributing elements to a high performing manager.
The skills required combine technical skills, knowledge and experience needed to support staff in their technical work, as well as the technical skills to provide direction, co-ordination and control for the organisation; skills in interaction that prevent hesitation, deviation or repetition in performance of the workforce; and skills to maintain a healthy organisation culture.
Managers, classically, have three functions –
- to provide a direction for everyone else,
- to co-ordinate everyone and everything to ensure the direction is reached, and
- to control everyone and everything to ensure that the direction is achieved and the co-ordination is effective.
All of this is done, normally, within an envelope of resources – a budget, income targets, expenditure targets, and profit margins. The manner in which managers fulfil their classical functions is critical to the success of the workplace, particularly to the budgetary and profit elements of resources.
However, managers do not function in isolation. The manner of their interaction with their team or staff is heavily influenced by the culture and working environment of the workplace. Some managers have a symbiotic relationship with the culture and working environment, each influencing the other, with the manager forging a key influence that may be cascaded to other managers. If the boss exhibits the attributes and behaviours associated with encouragement, commitment, trust and engagement, this cascades to other managers. On the otherhand, if the boss is, at best, disinterested in the workforce, this cascades outwards, and ultimately will have a detrimental effect on the productivity, performance and engagement of the workforce.
Management Standards for Effective Managers – structure
There are three inter-connected elements to be an effective manager.
- The capability of creating and sustaining a cultural environment within which staff are expected, encouraged and enjoy performing at their best.
- The capability of behaving towards staff in a manner that persuades them to feel commitment, trust and engagement between themselves, their manager and the workplace, as this produces psychological wellbeing and high performance at work.
- The capacity to form an attitude towards events that enables the manager cope with, tolerate, overcome and be enhanced by the event without experiencing distress.
Management Standards for Effective Managers – the purpose
These management standards provide the benchmarks to be attained by managers seeking to be effective in promoting consistent high level performance from their staff without the costs of distress.
Click here to download the MAS Management Standards for Effective Managers
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Health and Wellbeing Exhibition
6-7 March 2018
MAS exhibiting - Stand 160
Faculty of Intensive Care Medicine Annual Meeting
London 24th May 2018
Derek Mowbray presenting
on Personal Resilience
Jersey Nursing Association / Unite
Jersey 19th June 2018
Derek Mowbray presenting on
Personal Resilience and
the Managers Role in Resilience