Isn’t it strange that we are now examining and discussing managers’ responsibilities, especially when these responsibilities are supposedly familiar to everyone working in or specializing in

Business management by heart. Yet this widespread understanding of what managers do is precisely why we need to reconsider the subject and think about it anew.

In any case, the first thing that comes to mind when discussing what a manager does and their actual responsibilities is that their job is to strive to

achieve the best possible economic results using the resources available to them and at their disposal.

There is nothing wrong with this focus or with striving to achieve the best possible economic results. But when we look more closely, we discover that most

Managers’ time is wasted solving minor problems, causing the company to miss many opportunities that may have been available while managers were

busy dealing with secondary issues.

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Economic effectiveness:

What is the point of doing something perfectly when it should not have been done in the first place? This is the heart of the underlying problem:

confusing effectiveness with efficiency. A manager’s first responsibility is to devote their effort and time to achieving economic effectiveness, rather than wasting it on pointless tasks.

Managers therefore need to devise a way to identify where effectiveness lies and achieve the best possible results the company needs.

At the present time.

According to this view, attention to performance quality should come after identifying economic effectiveness and the best outcomes to achieve,

and then considering the best methods and strategies for achieving that economic effectiveness.

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Problems or Opportunities?

ما من بيئة عمل and involves some problems that may arise from time to time. This is not necessarily a bad thing—or at least, it is one of the realities of

working in the modern age. But let’s take a closer look at these problems.

These many and varied problems stem from specific departments or a particular group of workers and employees—incidentally, the group that does not want to work and

does not enjoy it in the first place. These problems include chronic absenteeism and complaints from employees on night shifts, among others.

These problems can be resolved by managers at lower levels, but under no circumstances should they distract senior managers from

seizing major opportunities that could transform the company.

It follows that a manager’s core and essential responsibilities should focus on economic effectiveness rather than efficiency. Nor should secondary problems

keep senior managers from seizing opportunities—and perhaps even creating them.