by Barnaby Meins

Created on: January 23, 2007   Last Updated: April 13, 2007

What distinguishes the successful managers from the typical ones is their serious attitude towards the organizational bottom line in the long run. Indeed, in order to increase profits while cutting costs, the best top manager must possess great foresight so that he can perform strictly managerial functions well with the right aim in mind.

Firstly, the successful managers usually cause a breakthrough by understanding and satisfying the customers' need well. This could mean providing the best service or giving the most value out of a product for the price paid. Successful managers thus have to understand marketing of the product or service by means such as diversifying a product line to capture new market and to please the ever-changing needs of existing customers. To do so, the manager will have to understand and exploit dynamic environmental trends which include keeping up with technological advances to improve efficiency and venturing into overseas market in recent times when globalization is necessary.

Bringing in diverse employees in this globalized economy could well be a task successful managers engage in and this brings us to the point that successful managers must be bold in implementing organizational plans, which includes restructuring organizational manpower through modification of current staff, bringing in of fresh talents, delegation of tasks well and personal training of managers so as to develop deep executive benches while insisting peers to do likewise.

The successful managers display excellent leadership because not only do they have to ensure the right managers with the expertise is heading the correct department, also they have to coordinate the specialized efforts of each department and keep their subordinates focused on organizational goals.

Furthermore, successful managers do not stick entirely to conventions. They exercise entrepreneurship by attempting unconventional marketing methods. Examples include complementing organizational business by cooperating instead of competing with competitors. They are not afraid to win their partners over and set rules for them. They also develop new technology through research to compete face-on with competitors even though their novelty may not be an answer to customers' changing tastes.

They make the most out of given resources by improving routine but indispensable operations such as logistics. Given limited resources, they acquire profitable business and sell sluggish ones while pushing sales, always keeping in mind the growth of the company's bottom line.

In conclusion, successful managers carry out their managerial functions beyond expectations in their desire to achieve organizational goals.

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