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Let’s now go back to the second aspect – creativity, and let’s see what it means: “Creativity – producing or using new and effective ideas, results, etc”[26]. When we think about creativity, we imagine people who are gifted, talented, and different from others, whose ideas, decisions, and actions are situated out of the every day’s life borders. In culture, creativity is associated with such a people like Bach, Van Gogh, and Einstein; in business with Steve Jobs (co-founder of Apple Computers), Jack Welch
(General Electric), and Anita Rodick (The Body Shop).[27] Today creativity is a way of thinking, the way to integrate you visions and ideas into relationships and business. This process can be presented as following:

Figure 3: Critical thinking

Brainstorming processes

Free association, etc.

Source: Becoming a Master Manager, By:Robert E.Qiunn,Sue R.Faerman,Michel
P. Thomson, Michael R. McGrath; USA,2003

The use of creativity in the decision making process or in problem solving allows manager to increase the effectiveness and encourage creative thinking among employees. An effective manager will use creativity as a tool of motivation. When employees are encouraged to use creativity in their problem solving and in everyday work, they are more likely to feel unique, valued and important for their organization[28]. In this way a manager can not only develop effectiveness but also create a group of like- minded employees.

For an effective manager of the future creativity or creative thinking should become the natural way to think. But to reach this ideal situation each manager should avoid the following barriers:

1. “A negative value of fantasy and reflection as a waste of time, a sign of laziness, or even a bit crazy”[29]

2. the ideas that only children may play and fantasise but adults must be serious

3. the idea that problem solving is a very serious an responsible process and you must forget about creativity and humour

4. a negative image of feeling and intuition, which are regarded as illogical an impractical

Although it is very difficult sometimes to change the society’s cultural barriers and to change the image of creativity, each manager should try to overcome pragmatic influences and think individually.

4. Developing of managerial knowledge and manager’s teaching role

Every manager must be sure that he or she will develop the competence and knowledge of those they supervise. Every employee has a potential for personal and professional development, and a good manager should discover and develop this potential. We will start with the idea that each person wants to know more. When a young employee comes to the company he has a lot of theoretical knowledge, personal ideas and visions. He has read a lot of books and articles, but he is still asking himself a lot of different questions. In that moment he needs someone to teach him how to become successful.
When you are a small child your parents teach you how to walk, and when you make your first steps in your career you also need a “parent” to teach, to give support, to empower and whatever else necessary. The effective manager is always ready to become such a “parent”. He is always open to his employees and colleagues, he shares his knowledge, and he inspires others with his own experience and example. During the process of teaching he always remains patient and supports everyone in every step of the way. And of course leaders take the time to thank employees for a job well done.
But teaching doesn’t mean only sharing manager’s knowledge with someone; it also means that the manager takes a role of mentor. The term "mentor" has been used quite often in recent years. Jacqueline D. Heads, academic advisor for the Rutgers University College of Pharmacy in New Jersey defines this term as the following “A true mentor motivates you and impels you to move to the next level, mobilizes you by advising you on how to get there, and finally, like a guide, a mentor informally monitors your progress to make sure you are moving in the right direction,"[30]
But why should we pay so much attention to teaching role of manager or his mentoring role? The answer is obvious: teaching is a core competency the effective manger should have. The idea of effectiveness changed the vision of teaching and today more authors speak not only about teaching or mentoring but about a developmental manager.[31] That means that instead of taskmasters and evaluators, managers are most effective as coaches, motivators, symphony conductors and employee developers”[32] We will pay more attention to this idea.
Developing happened not at home but mostly at the work place during the work itself or during the special classes. That is why it will be useful for each manager to create and to follow a development plan to avoid pointless talks and wasting of time. The idea of “A+ employees takes A+ managers”[33] seems to our group to be a very interesting and future oriented idea of cooperation between manager and employees. According to this idea you should follow these rules while developing people:

. Appreciate uniqueness of the people

. Assess capability of their team members

. Anticipate the future (leads others in the future)

. Align aspirations (create win/win partnerships built on trust and loyalty)

. Accelerate learning
But in practice the theory is always confronted with reality. One of the main problems of teaching or developing people is that a lot of managers are afraid of teaching other people. The main reason for such an attitude is idea, that if you as a manager will teach someone everything you know and after that he may become better and smarter then you, and take your place. Of course it can happen. But then manager should turn back to his main values and decide what is most important to him: his own career or his company’s success.
At the same time, if you are going to share your knowledge with someone, to teach, to develop and to become a mentor you must broaden your own knowledge. The individual becomes a manager because he was chosen to get results and to use his knowledge, not because he won a popularity contest.
Employees are not going to listen to a person who has no knowledge in what he is talking about or gives out false information. People need to believe that a manager has the proper skills and abilities to carry out what he claims to be experienced in. Only then a manager will earn a respect and employees will become his like-minded team. How will you be able to do this?

Some authors[34] say that as a manager and especially as an executive manager you are responsible for all fields of business in your company: for marketing and sales, for finance, for information technology etc. You should understand how things works (the IKEA-case and Kamprad’s attention to all details can illustrate this statement) and also how employees work whose knowledge in one particular field are deeper then yours. These are two main corner stones of success. How to reach them? The best solution can be continuous replacing inside organization. As a result manager receives variety of experiences and knowledge in different functions, business units, companies, and even countries. The positive effect of such a
“moving” results in understanding, how the whole business operates; of the impact of managerial decisions on the rest of the organization. Managers can also transfer best practices to new areas while moving; he learns how to lead in a variety of situations and he develops strong networks inside and outside the organization[35].

Some other authors[36], especially from the business world, used to think that an effective manager must not be satisfied with his education degree and training, but must always be ready to catch advanced education opportunities. The advanced degree is MBA-program; if this level was reached then never avoid additional seminars, courses and workshops. In contrast to the thirst group of authors who are speaking about continuous replacement, these theories accept the idea of receiving deep knowledge in one particular area.

These two approaches and also all theories about teaching show us how important is for every manager to develop himself and his employees.
Continuous self-development, learning and teaching are the best ways to success and effectiveness.

1 Motivation of employees

Like the previous characteristics, the ability to motivate your employees to work is also an indispensable one if you want to be effective as a manager. The psychology of motivation is tremendously complex, and what has been unravelled so far with any degree of assurance is very small. What I will do here is (1) give a definition of what motivation is, (2) very briefly going across the major theories, classical and contemporary ones, and (3) address some possibilities how an affective manager can implement the ideas the theories offered in reality, which is of most importance. But first some theory.

Stephen P. Robbins gives us the following definition of motivation in his book Organizational Behavior (2001, p. 155)[37]: “[…] the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal”. Thus intensity (1) is concerned with “how hard a person tries”, with direction (2) we mean “toward attaining the organizational goals“and persistence refers to “how long a person can maintain his or her effort”.

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