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The manager sits at the centre of the work web like a giant spider, controlling the work process and ensuring that the department completes its allotted task in the time allowed, at the correct level of competence. The customer, whether internal or external is the driver of the timings and the standards that have to be met. Business is won by the timely, cost effective competence of a reliable supplier.

The quality of a completed task is as important as the speed of completion and the manager has to be fully conversant with the minimum standards of each that will be accepted and this has to be communicated to the staff.

The problem with the role is that to achieve this level of competence and completion, many factors have to be manipulated and organised along the way, sometimes obscuring the primary function. It is only too easy to lose track in the small day to day niggles and find suddenly that you are unable to complete your duties function.

The key is to stand back and learn to judge your staff and their abilities. To understand each persons role that you manage is fine as long as it does not impinge on your overall judgement. To sit and problem solve on a database, or sorting out a customer query, or helping get a machine back on line are all commendable but not what you are being paid for. There are other people within the work force that are being paid as experts in these functions, so don't tread on their toes and make them redundant, report all the relevant information and leave it to them.

Focus on the prompt arrival of your staff and getting the work process moving, this means arriving in plenty of time to welcome your staff on board. Try to be happy and businesslike, your staff need to feel comfortable approaching you with a problem and communication is the key.

The manager needs to know what staff are needed where and the key cut off times to show that the work process can be completed. So find the key interfaces and put in checks to ensure they are being achieved. Side issues like attendance, sickness and discipline need to be dealt within your employers personnel procedures and need timely action. These are secondary to your role and need a standard allocation of time that does not draw your attention away from any of the key interface checks.

Health and safety needs to be part of your walking role, make sure your training is up to date and that you are fully aware of any particular issues in your particular employment area. Part of the managerial primary function is to look after the health and welfare of the staff, work place accidents are very costly and disruptive to the operation and will stop you achieving your aim.

Learn more about this author, Barbara Guess.
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