God is the author of management. Each characteristic we have learned in good management and effective leadership is duplicated in Gods’ management of the world. Planning, organizing, leading, direction, and controlling are evident in Gods’ universe. The key basis in the management plan of the earth is recorded in Genesis 2:15 when God delegated the management of earthly resources to people: “take care of my creation”. The first management consultant was Jethro the father-in-law of Moses. He gave management counsel to divide the Israelites into manageable groups for governance and administration.

Managers are the leaders who are charged with responsibility for achieving the mission of the business or organization. To do so, managers are empowered with authority over resources necessary to carry out the vision and goals of the business. The essence of being a manager is responsibility – being accountable to those persons who own the business and for the resources which have been delegated to the manager. Management has several levels. Those at the top are required to have a high level of conceptual skill and leadership compared to the lower levels which have more technical skills.

There will always be two major challenges in management. First money then people, and money will be less of a problem than people. Peter Drucker has said that the most valuable and yet most unpredictable resource you have is people – “the only true resource of an organization”.

Management closely parallels an orchestra. As a conductor provides the expertise of timing and blending, so the manager directs the contribution of diverse individualistic performers into a harmonious; ordered production. Such results do not happen accidentally. The principal elements of this unified mission-oriented performance are the functions of management.

PLANNING: Process of preparing for change and coping with uncertainty by formulating purpose and future courses of action.

ORGANIZING: Developing structural units. Lines of responsibility and authority.

STAFFING: Filling jobs with appropriately skilled people.

DIRECTING: Getting individuals to pursue collective objectives through satisfying needs and expectations. Ensuring individuals understand and fulfill their organizational roles.

CONTROL: Comparing actual performance with prior plans and taking necessary corrective action.

Management has come a long way in understanding its role. Originally it took a work centered approach which assumed work was downright distasteful that must be performed in order to survive. Because of this dislike of work, people must be coerced, controlled, and threatened with punishment to get them to put forth an adequate effort toward the achievement of organizational objectives. The average person has relatively little ambition, and wants security above all.

In response to this approach came a people centered approach. This style assumed that people will exercise self-direction and self-control. Achievement of objectives is enhanced with rewards. The capacity to exercise imagination, ingenuity, and creativity is widely distributed in the business or organization. Today we have taken an integrated approach with a high degree of emphasis on the creativity of human resources. Management is given a high degree of flexibility to achieve the goals of the organization and respond to a series of if-then situations. It is a highly participative process.

Managers who try to do everything do not perform well. Effective managers have applied the essence of Pareto’s Law which states that a relatively small percentage of organizational activities invariably consume a substantial percentage of time and effort. These few activities have the strongest impact on the effectiveness of an organization. Likewise, there are a few dominant objectives that become the leading force in the organization. Having a clear view of these dominant objectives and their achievement is a strong indicator of success and effectiveness now, and in the future.

Strategic Management emphasizes future decisions and deals with the future of present decisions. The question facing the manager is not what his organization should do tomorrow, but what must be done now to insure a successful future. As an aid to answering this question, managers engage in strategic planning. To be sure the rate of change will be ever greater in the future. Dealing with this change is the task of the modern strategic manager. The essence of management is creation of, adapting to, and coping with change.

A significant number of small businesses suffer under the illusion that if they continue to emphasize their technical skills and work harder then they will become successful. This leads to critical decisions left to chance, which leaves the business vulnerable to failure. Management is very weak. The main reasons why a business fails are the following:

Inadequate strategic planning

Not understanding break-even analysis

No financial and productivity monitoring

Failure to manage cash flow

Ineffective marketing

Insufficient working capital and not managing growth

Insufficient insurance

Lack of training and development of employees

Not seeking professional advice when necessary

Failure to manage transitions.

Get the right people in the right position

Support people but make performance matter

Focus on financials

Manage the process and outcomes

Insist on innovation

Share personal values and vision

Choose how to compete

Management is often treated as if it can be ordered a la carte instead of the continuous and connected process that it really is. Strategic management and planning can develop action plans that move the business toward desired results. A management consultant can serve as a partner and coach to help assist in the development of sound management and leadership.

Today, business is more complex than ever. The political contest between people who make an independent living, on the one hand, and the administrative state with all its mighty forces on the other, is one of the key challenges facing todays’ business. The need for an independent consultant who is trustworthy, understands business, and the challenges it must face; is becoming a necessity. No business can afford to be with this kind of assistance.

Personal leadership is also an essential element of successful management. Effective leaders have the following characteristics:

They adapt and emphasize continuous growth

They establish strong relationships

They build teams

They are non-authoritarian

They are consistent

They are high performers

They are ambitious

Learn new things

See the big picture

Recognize problems

Accurately analyze critical information

Make good decisions

Set priorities

Communicate well

Work with others well

Have a big purpose

Be vulnerable and open to change

Be able to handle trivia

Management requires good workers. There are some basic work principles that are universal and apply to both management and workers alike.

Take the initiative in developing and performing your work

Undertake big and difficult jobs

Never give up until the objective has been reached

Pull the people around you. Don’t let them pull you.

Always have a plan. It will give you perseverance and hope.

Have confidence. It will give you power, tenacity, and depth.

Keep your brain active, observe everything. Don’t be caught off guard.

Don’t be afraid of friction. It produces progress and keeps you from timidity.

To maximize business success, you need to establish vital working relationships with an Attorney, Accountant, Insurance Advisor, and other similar resources. These resources provide vital assistance to help run your business.

However, you may not realize it, but it is just as important to have a relationship with a management consultant. The service is intangible but its effect is significant and the right one can greatly improve the bottom line, produce greater work satisfaction, and have more personal time. A good consultant solves your problems and often serves as the coordinator of all other advisors.

A management consultant can serve as your coach and guide throughout many years making your work less stressful and more productive. An open trustful relationship with a management consultant serves as an extension of your business and assures you of having someone already familiar with your practice when needed. This allows you to have a consultant who can truly facilitate lasting, positive change within your business. No business can afford to be without this type of business advisor.

How do you know which consultant engages in this kind of partnership? A thorough search process is required to find the right arrangement. Attention must be given to the range of services the consultant can provide. The personality and leadership style of the consultant must also be taken into consideration. Does the consultant have a full array of experience in all the major components of key business systems? The bottom line is that there has to be a gut-level fit, trust, and agreement with the scope and details of the management consulting proposal. A successful business can afford to be without this level of management advice.