please check the answer

please check the answer Read the fob owing DB"ggø• eareruuy: pASSACE 1 00 t. Yean an when I was a young at the Harvard Business School, I Vhought the or business was to develop future managers who knew all about the various functioau bu•inee', to touch them how to define problems succinctly, anal these problems and identify alternatives in' a clear. Logical fa•hion and finally, to teach them to rnake an decision. 2, My thinking gradually bæame tempered by living and working outside the United States and by sewing seven years as a college president. ng presidency of Babson College, I added several additional traits or that I felt a good manager must possess. g. One must have the ability to express oneself in a clear articulate fashion. Good oral and written communication skills are absolutely essential, if one is to be an effective manager. One must that intangible set of qualities called leadership skills. To be a good leader, one must underatand and be •ensilive to people and be able to inspire them towards the achievement Of common goal Effective managers must be broad-mind«i human beings who not only undorsiae,d the world of bu•iness but also have a sense arthe cultural. social, litical, historical and (particularly today) the international aspects of life and society, is •uggesß Ihat expo•ure to the liberal art,' und hunxanities should be part of every manaver'e edueacior,. 4. A good mnnagerin mu•t have ouragennd a strong sense ofintegrity. Hear She must know where to draw the line the right and the wrong. 6. can be agonisingiy difficult, Drawing a line in a eorporate setting .ometimes involves having to mako a choice between what appears to be conflicting 'rights'. For example, if one i' fared with a deei•Lon whether or not to close an ailing factory, whose interests should prevail? Those of stock-holders? Of employees? Of cusiorners ? Or those of the eommunity in which the faetory is loc:atd' is a tough choice. And the typical munager faces many others. 6. these ehøiceg involve simple questions of honesty or truthfulness. More often they are more subtle and idsues as having to decide whether to 'cut comers' and economise io meet profit objectives that may be E-wneficial in the short run but that are not in the best long-term interests Of the various groupa being sewed by one's company Making the right choice in situations such as these clearly demands integrity and the courage to follow where one's integrity loads. 7. But now I have behind the cap and gown ofa president and put on the hat of Chief Executive Otileer (CEO). A' a result of my experience as a corporate CEO. my list ofdesirable managerial traits hos beeome still longer. 8. It now to me that what matters most in the majority of organisations is to have reasonably intelligent. hard working managers who have a sense of pride and loyalty towards their organi.ation; who can get to the of a problem and are inclined towards aetion; who are decent human beings with natural empathy and concern for people; who possess humour. humility and and who are able to couple dave with reailience and patience in the accomplishment of a goal. p. It is the ability to make positive things happen that most distinguishes the successful manager from tho mediocre or unsueeessrul one. It far better to have dependable manaærs who can make the right things hoppen in a timely fashion than to have brilliant, sophiyticated, highly educated executives who ore excellent at planning and analysing. but who are not so good at implementing. The most cherished manager is the one who says can do it" and then does. 10. Many business •ehmls continue to almost exclusively on the development ofanalytical skills. As a result, these schools are continuing to graduate large_numbers of MBAs and $8 • (RENINO)