It ‘s all about Management by Maria Consuelo R. del Castillo

Reflecting on the paper, I realized how important management is.  Organizational growth as well as career and personal growth of workers in an organization  are both a function of how competent management is—from top to the lowest level.  Hence, taking care of an organization and its workers means putting only competent managers in position.

But  before lower-level management can be selected,  top management first, are put in place.   Hence, a big question to ask is, who is on top?  What kind of a manager is he or she?  If he is quite skewed—highly technical but cold and impersonal or not technically competent but kind-hearted, one may not be able to expect high performance from such organization.  Technical competence and real concern for workers, I believe are two qualities that have to be in a really excellent manager.  Having one quality but without the other may not work.  With top managers having both qualities, high performance of organization and workers are better ensured.  These excellent top managers can then do a good job in placing competent managers at the lower levels.

The lower-level managers play an even more critical role because they deal directly with the organization’s  soldiers—the ones on the ground and making sure the targets are met. These managers have to be technically competent because they tow the line in terms producing the outputs—the high quality outputs.  They have to be most human and therefore loving (because only humans I believe are the most capable of all beings to love and care for another) and most enlightened (in order to see the potentials in each of his subordinates) in order to guide his colleagues in aiming high for themselves and the organization and feel satisfied about themselves along the way.