Personal Development as Strategic Manager
As strategic manager working at the Directorate of Health, one of the strategic directions is to assist the organization to do a better job by providing the best health care services to clients. One way of doing this is by ensuring the employees are focused in their work. Another strategic plan is to make sure that all employees work towards achieving one goal. In order to achieve this, the organization has to plan on how provide better services to clients in order to increase income. The future of the organization will depend on the kind of service employees give to customers (Bryson, 408).
Strategic managers should have interactive skills as the organization has to focus its collective energy to achieve a common goal. Through the manager’s leadership, the manager is able to set clear goals of purpose, direction and ways to achieve the organizations objectives. The main responsibility of a strategic manager is to set direction of the organization and come up with a long time vision that can be used for over fifty years. This process involves setting up of long-term directions and obtaining them. The project manager of the Directorate of health lacks creativity in solving problems, and has no innovative ideas on how to meet the organization’s goals. The manager is not proactive in setting directions that last over a long period more perceptively.
The first thing a strategic manager has to do is to give the hospitals and the health centers a competitive edge. The manager has to create a favorable future and help the hospitals prosper by involving the stakeholders in creating the desirable future. The stakeholders should work together with the project manager to make this vision become a reality. The only way to create this future is through communicating and working together with the employees. The project manager will need to budget, plan, monitor, market the health centers through advertising, prepare reports and be in control of the operations.
To develop leadership skills, the project manager has to first honestly assess his individual leadership skills and attributes. The manager has to identify strengths and weaknesses and set a foundation for improvement. The manager should plan to be professionally competent to enable him earn the respect of the employees. The manager should be able to assess information and be able to solve problems. The manager should have job knowledge and be able to look at a problem from different angles.
The project manager will have to be flexible and not only set directions for the best course of the company, but also work with the employees to achieve the health centers and hospitals goals. For the health, center and hospital to succeed the manager will have to be an effective leader. The manager’s responsibility is to know where the organization is going and give directions on how to meet its goals and objectives (Bennis, 180).
The project manager at this stage knows the areas to capitalize on and he has to ascertain whether the progress is suitable and acceptable. The manager will assess how competitors are conducting their business and use a different approach in running the health centers and hospitals. The manager should conduct a SWOT analysis to know the strengths and weaknesses of the leadership skills. The SWOT analysis will include internal strengths and weaknesses, opportunities available externally and entities that threaten the hospitals and health centers. Because of this analysis, the manager should take precautionary measure, which might mean changing the whole strategy.
The project manager is able to evaluate the impact of the achievement, asking employees to give proposals on the best ways to make the hospitals and the health centers successful. This can be achieved through the budgeting process. The proposals will be assessed on how much revenues it will generate and the cost of the proposal. The manager should let the employees be accountable for the success of the organization. There should be incentives to motivate employees (Fulmer, 2008).
The project manager should have strategies that are focused on outcome, time remaining and priority of each strategy. The outcome should achieve the desired end of the goal. It should include planning of reaching a goal. The manager will have to pay attention to the time remaining in order to achieve a certain goal.
The manager can delegate tasks and responsibilities to ensure that employees are committed to achieving the objectives of the organizations. The manager should not let employees pursue multiple and conflicting goals. The employees should be rewarded for good performance and be held accountable for their mistakes. The staff should consider their work as important as their personal obligations (Brown, 128)
The way employees perform, their tasks determine whether an organization is able to achieve its objectives. A manager should develop methods that assist employees perform their task easily. When delegating duties the manager should chose a person who is most suited to perform that job. Employees should be trained to enable them perform the task correctly. The manager should monitor work performance to ensure that procedures are followed, and the desired results are achieved. The manager should plan work assignments, and they should avoid work interruptions. The manager can develop a system that pays bonus to employees that meet deadlines of assigned duties.
The way employees perform their duties is related to the way they are motivated. Motivating employees ensures that they work tirelessly to meet the organizations objectives and goals. Motivation makes employees work without feeling the pressure of work. The project manager can use motivation to make employees achieve their goals at work. The project manager should ensure that employees have job satisfaction. This will result in high performance in the workplace.
Bennis, Warren G. On Becoming a Leader. Reading, Mass: Addison-Wesley Pub. Co, 1989. Print.
Brown, Andrew D. Organizational Culture. London: Pitman, 1995. Print.
Bryson, John M. Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement. Hoboken, NJ: John Wiley & Sons, 2004. Print.
Fulmer, Robert M, and Jared L. Bleak. The Leadership Advantage: How the Best Companies Are Developing Their Talent to Pave the Way for Future Success. New York: AMACOM/American Management Association, 2008. Internet resource.