Manager’s Job Characteristics

Congratulations on your choice to become a manager in your organization!

Our task is to help you realize this mission and transform it into a set of steady economic results through non-stop training and consultancy for managers and executives at all levels.

Among the most enduring specifics of a manager’s job, we usually talk about the following key aspects:


(1) Complexity. A society has many levels. Management activities at different levels have both common features and their own particularities. The management activities of different departments and industries also have their own characteristics. Even in the same unit, management activities vary in different development periods. Often a management work also involves many aspects such as politics, economy, law, technology, personnel, psychology and so on. This requires comprehensive and systematic planning, organization and coordination of all aspects of the relationship. In order to successfully complete the expected management tasks.


(2) Creativity. The problems that managers have to deal with are not only complex, but also changeable and lack of information. There are often no ready-made formulas and fixed models that can be used. When a manager solves a new problem, he must mobilize all his knowledge, experience, wisdom, talent, and all the information stored and possessed, and he must also widely solicit opinions from the masses and think tanks. Therefore, the manager’s work has the characteristics of creativity. The Institute of the University of California in the United States has made the following expressions on the characteristics of labor creativity: clever and rich intellect; often accumulating new experience; constantly experimenting; being able to get rid of unnecessary constraints and emancipating the mind; the pursuit of beauty; the strong desire for new things, sensitivity; flexibility and independence of thought; high creative enthusiasm; ability to focus the mind; will and perseverance to solve difficult problems. Managers should do their job well and handle various problems well, and they should work hard from the above ten aspects.


(2) Risk. Management activities are preceded by decisions and plans. Therefore, the issues to be solved by managers are often predictive. In particular, decisions on some major issues are bound to have certain risks. Managers are responsible for the work of the entire organization or a certain aspect or part of the work. Whether the manager’s decision is correct or not will affect a department or even the overall situation. Managers bear greater psychological pressure and take greater risks than ordinary people when making decisions.


(4) Policy. Management work generally involves the relationship between people and things, wealth and things, things and things, etc. The core is the relationship between people, and the relationship between people is complicated. The main one is the relationship between individual workers and unit collectives, unit collectives and the country and the whole people. Managers must properly handle the above-mentioned relationships in accordance with national regulations and policies. National regulations and policies reflect the interests of the people and reflect the will and aspirations of the people. Therefore, all managers must establish legal and policy concepts.


(5) Information labor. Most of the work of managers is carried out through oral and written forms. According to a survey, the senior managers of a large or medium-sized enterprise and public institution spend 70-95% of their daily working hours on receiving, processing and sending information by listening, reading, thinking, speaking, and writing. Therefore, some scholars regard the labor of managers as information labor. If a manager does not receive information from all aspects through his ears and eyes, it will be difficult for a manager to come up with good ideas, to make decisions, and to make plans. If managers do not communicate their thoughts, ideas, decisions, plans, and plans through oral and written forms, things will not be accomplished. Therefore, any manager must improve his observation ability, reading ability, oral and written expression ability, and more importantly, be good at using his brain. The brain-moving process is the information processing process. A lazy thinker is a poor decision-maker, a bad idea, and therefore incompetent. The manager’s oral and semantic expression ability will be more persuasive, and it will play an encouraging role for the manager, thereby improving the efficiency of management work.


(6) The indirectness of the performance of work results. The basic task of managers, especially senior and middle managers, is to “produce” information products such as decision-making, plans, programs, systems, and instructions. The applicability of these information products should also be tested by the work practices of front-line workers and proven by their work results. Whether a manager’s idea, proposal, method, or plan is scientific and reasonable, it must be concluded through the labor of the entire enterprise and the results of production output (service provision) and other operations.


We offer a series of courses and consulting areas dedicated to the activities of a manager and the organization of his daily work in line with solving complex managerial problems. For more information regarding your specific challenge or training needs please feel free to live an inquiry to our information department. We will reach you within 2-3 business days.

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