... as learned opportunities, rather than a reason for a chewing out - we'll deal with constructive criticism later on in this paper). Beyond that, however, the good manager needs to know why employees are at the particular job they're doing. For some, it's the money. For others, it's the job security. Some people are there because they sincerely like the jobs they're doing and can't think of anything they'd rather do. It's up to a good manager to know all of these things and to use them when trying to encourage higher production from the workforce. In addition, a good manager needs to know basic skills. These include human resources skills (we'll examine this a little later in this paper); administrative skills to carry out work routines and to plan ahead for progress (Cribbin, 2002). Finally, a manger knows him or herself (Cribbin, 2002). He or she knows his/her assets and works ...

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