In eight pages a good manager is defined in terms of contemporary considerations such as management skills, communications, organizational savvy and their impact upon employee productivity. There are ten sources cited in the bibliography.
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a "good" manager. While management skills used to be based on the "hard" skills such as education, organizational skills and experience, recently it has been found that "soft" management skills
are what are needed to be considered within the definition of a good manager. Good managers today not only need the basic hard skills which relate to education and organization
but also need open and ongoing communication practices with their employees. Overall, these communication skills include goal and priority setting, praising good work, integrity, sincerity, mentoring, and delegating responsibility to
employees among other practices found to create higher morale, and better productivity and retention within the business environment. The definition of good management
practices and what is considered to be a good manager has changed greatly over the past several decades. Recently, the Universities of Sheffield, Manchester and Loughborough in the United Kingdom
in partnership with 14 other universities undertook a "Good Management Practice" fund and program to help research and develop processes considered to be essential for good managers in term of
long term career planning through the development of personal and professional skills (CRS, 2000). The project outlined the main components of "good management practice" to be: attracting and recruiting the
right people for the positions; effective induction; motivation and setting of goals; regular monitoring and reviewing; ongoing support; and, effective use of exit strategies (CRS, 2000). Despite the basics
outlined in the university management project, other studies and management projects have found that some other management skills are needed to be considered within the definition of a good manager.
Warren Wint, throughout his "Total Success Training" management course has found that generally, "the credo of the managing and supervising people rests on the implementation of three ideas, namely: the