TGW’s aim is to broaden its position in the world market. Among other factors, this involves a consistent management culture in which managerial executives accept responsibility for leadership and are proactive in developing appropriate personal managerial roles.
1. Personal Managerial Commitment
Managerial responsibility is the highest responsibility managers can take on. Employees of TGW can also make expertise available – but it is a manager’s job to ensure that this expertise is used and exploited within the TGW organization. In short, expertise can be delegated – management cannot.
2. Responsibility for Resources and Employees
Managers are responsible for providing suitable resources required for the job. That means that enough expertise, money and time must be available to carry out the technical work and develop the organisation.
Bringing on suitable employees to make them eligible for managerial positions and looking for suitable persons in the labour market is a core duty of every manager. Responsibility for dismissing any employees reporting to them also lies with their direct superiors.
It is vital that work is carried out in good time and be of satisfactory quality. It is the manager’s job to ensure that suitable employees are in place and appropriately managed.
3. The Management Principle: Plan – Do – Check – Act
Every manager should delegate and demand arrangements on the p-d-c-a principle. It is therefore vital that
- tasks are clearly defined,
- performance is monitored, and
- appropriately evaluated, and
- the objective achieved.
There are of course shared objectives as well as delegated tasks.
