Name: Goh Leng Peng
Age: 53
Designation: Chief, Corporate Planning
Company: JASO Group
Question 1: Briefly describe your job responsibilities as a manager.
Ok, here is a brief summary of what he said. First of all, he separates his job as a manager into five clear and distinct sections, managing the job, the staff or his subordinates, his bosses, the company's social standing and himself.
First, managing the job. What he has to do everyday is make sure that the specific objectives of the business group are met, and to ensure that profits are maximized, while costs are low. This is fairly straightforward.
Second, managing his staff. He has to distribute work for his subordinates, and if needed, teach them certain skills that might be needed for the task. "Delegate and Educate" he calls it. Merely giving out work to his staff and teaching them new skills every once in a while is not enough, obviously. He has to check and review performance of his team, and if anyone of his staff should lag behind, measures have to be taken.
Third, managing his bosses. He is a middle manager, and thus has to work with both higher ups and his subordinates regularly. With the information gathered by checks and reviews, he would have to report the what is happening in the company to the bosses.
Fourth, the company's social standing. It is vitally important that the public sees the company in a positive light. They are the shareholders after all. So, as a manager, he has to ensure the company upholds its social responsibilities. These include making sure the company does not engage in any activity that would harm the environment and making sure that safety measures are in place.
Last, but most definitely not least, managing himself. As a manager, he has to set a good example fo his staff. He has to be responsible, maintain a high level of creativity and obedience, and must always be loyal to the company.
Question 2: What is your management style?
He didnt really have think he had a fixed management style, but he did have something he calls "Management by Working". It is based on the Human Relations School of Management, but adds a little from Bureaucratic Management. He mentions that the well being of the workers is what's important, because, what's a head without a body to do the work? He finds that "if the physiological needs of the workers are not met, then there's no point, they won't work."
But he also finds that a specific hierarchy is very important. People work best when they know exactly what they need to do, and who they are working for.
Question 3: What are some difficulties you face as a manager?
"Difficulties? Managers don't have difficulties, we have challenges!"
Question 3 revised: What are some of the challenges you face as a manager?
"There are 2 main types of challenges; lack of experience, or lack of resources," he says.
Lack of experience is basically just that. If you have never done something before, and you are suddenly tasked with getting the job done, of course you will face a difficulty. Sorry, I mean challenge.
Lack of resources can be differentiated into lack of funds, manpower, knowledge or equipment. Lack of knowledge is different from lack of experience in that maybe you have had to do a certain job before, so you have the experience. Except this time you lack a certain piece of information that you need to finish the job.
Question 4: How do you overcome these challenges?
"First, you have to identify the challenge.Then you have to brainstorm and find a solution to the challenge. Work out the solution, and if it doesn't work, repeat the process till the desired outcome is achieved."
Question 5: In your opinion, what makes a good manager?
"Basically, the ability to do everything I just told you. And being able to handle stresses to lead a team. A good manager has to connect with both his subordinates and his staff, while not being to closely attached to anyone. This is important because there is no room for personal feelings in the working environment."
Ok, here is a brief summary of what he said. First of all, he separates his job as a manager into five clear and distinct sections, managing the job, the staff or his subordinates, his bosses, the company's social standing and himself.
First, managing the job. What he has to do everyday is make sure that the specific objectives of the business group are met, and to ensure that profits are maximized, while costs are low. This is fairly straightforward.
Second, managing his staff. He has to distribute work for his subordinates, and if needed, teach them certain skills that might be needed for the task. "Delegate and Educate" he calls it. Merely giving out work to his staff and teaching them new skills every once in a while is not enough, obviously. He has to check and review performance of his team, and if anyone of his staff should lag behind, measures have to be taken.
Third, managing his bosses. He is a middle manager, and thus has to work with both higher ups and his subordinates regularly. With the information gathered by checks and reviews, he would have to report the what is happening in the company to the bosses.
Fourth, the company's social standing. It is vitally important that the public sees the company in a positive light. They are the shareholders after all. So, as a manager, he has to ensure the company upholds its social responsibilities. These include making sure the company does not engage in any activity that would harm the environment and making sure that safety measures are in place.
Last, but most definitely not least, managing himself. As a manager, he has to set a good example fo his staff. He has to be responsible, maintain a high level of creativity and obedience, and must always be loyal to the company.
Question 2: What is your management style?
He didnt really have think he had a fixed management style, but he did have something he calls "Management by Working". It is based on the Human Relations School of Management, but adds a little from Bureaucratic Management. He mentions that the well being of the workers is what's important, because, what's a head without a body to do the work? He finds that "if the physiological needs of the workers are not met, then there's no point, they won't work."
But he also finds that a specific hierarchy is very important. People work best when they know exactly what they need to do, and who they are working for.
Question 3: What are some difficulties you face as a manager?
"Difficulties? Managers don't have difficulties, we have challenges!"
Question 3 revised: What are some of the challenges you face as a manager?
"There are 2 main types of challenges; lack of experience, or lack of resources," he says.
Lack of experience is basically just that. If you have never done something before, and you are suddenly tasked with getting the job done, of course you will face a difficulty. Sorry, I mean challenge.
Lack of resources can be differentiated into lack of funds, manpower, knowledge or equipment. Lack of knowledge is different from lack of experience in that maybe you have had to do a certain job before, so you have the experience. Except this time you lack a certain piece of information that you need to finish the job.
Question 4: How do you overcome these challenges?
"First, you have to identify the challenge.Then you have to brainstorm and find a solution to the challenge. Work out the solution, and if it doesn't work, repeat the process till the desired outcome is achieved."
Question 5: In your opinion, what makes a good manager?
"Basically, the ability to do everything I just told you. And being able to handle stresses to lead a team. A good manager has to connect with both his subordinates and his staff, while not being to closely attached to anyone. This is important because there is no room for personal feelings in the working environment."
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