Successful vs. Effective Real Managers

Abstract

W hat do those who have been promoted relatively quickly have in common with those who have satisfied, committed subordinates and high performing units? Surprisingly, the answer seems to be that they have little in common. Successful in what we define as large and small mainstream organizations, mostly in the mushrooming service industry in middle America are not engaged in the same day-to-day activities as in these organizations. This is probably the most important, and certainly the most intriguing, finding of a comprehensive four-year observational study of managerial work that is reported in a recent book by myself and two colleagues, titled Real Managers.1 The startling finding that there is a difference between and may merely confirm for many cynics and passed over something they have suspected for years. They believe that although who are (that is, rapidly promoted) may be astute politicians, they are not necessarily effective. Indeed, the so-called may be the ones who do not in fact take care of people and get high performance from their units. Could this finding explain some of the performance problems facing American organizations today? Could it be that the managers, the politically savvy ones who are being rapidly promoted into responsible positions, may not be the managers, the ones with satisfied, committed subordinates turning out quantity and quality performance in their units? This article explores the heretofore assumed equivalence of successful managers and effective managers. Instead of looking for sophisticated technical or governmental approaches to the performance problems facing today's organizations, the solution may be as simple as promoting and learning how they carry out their jobs. Maybe it is time to turn to the real themselves for some answers. And who are these managers? They are found at all levels and in all types of organizations with titles such as department head, general manager, store manager, marketing manager, office manager, agency chief, or district manager. In other words, maybe the answers to the performance problems facing organizations today can be found in their own backyards, in the themselves in their day-today activities. The Current View of Managerial Work