It now seems to me that what matters most in the majority
of organizations is to have reasonably intelligent, hard-working managers who have a sense of pride and loyalty toward their organization; who can get to the root of a problem and are inclined toward action; who are decent human beings with a natural empathy and concern for people; who possess humor, humility, and common sense; and who are able to couple drive with stick-to-it-iveness* and patience in the accomplishment of a goal. It is the ability to make positive things happen that most distinguishes the successful manager from the mediocre or unsuccessful one. It is far better to have dependable managers who can make the right things happen in a timely fashion than to have brilliant, sophisticated, highly educated executives who are excellent at planning and analyzing, but who are not so good at implementing. The most cherished manager is the one who says “I can do it,” and then does. Many business schools continue to focus almost exclusively on the development of analytical skills. As a result, these schools are continuing to graduate large numbers of students who know a great deal about analyzing strategies, dissecting balance sheets, and using computers — but who still don’t know how to manage! As a practical matter, of course, schools can go only so far in teaching their students to manage. Only actual work experience will fully develop the kinds of managerial traits, skills, and virtues that I have discussed here. *the ability and determination to continue doing something despite difficulties. Wegman, Knezevic, Bernstein. A reading skills book, 3.d ed. Mac Graw-Hill Companies, Inc. (adapted). Based on the text above, judge the items below.
The workers’ success depends on how good things come to happen.