1. Pleasant and cordial behaviour:
Firstly, a competent administrator should be pleasant and cordial to his subordinates or employees in his organisation.
The greatest asset a person has is good behaviour. High social prestige and achievement in all areas are rewards for good behaviour. A person who behaves effectively is capable of completing all of his tasks successfully and has a peaceful mind.
Honesty, nonviolence, faith in God, love, and respect for other creatures are the main qualities of a person who is honest.
Virtuous people never transgress, thus they have nothing to fear. They surround themselves with kind people and a pleasant environment. They back up their claims with actions.
Workplaces are communities formed by the interactions we form with our coworkers. When these bonds are strong, they can provide a source of energy, knowledge, and support. However, when they fracture, even if only temporarily, they become causes of frustration for people as well as organisations. Even minor disagreements can quickly escalate into rage and bitterness if left uncontrolled.
In the workplace, having a good relationship with each other enhances the likelihood of collaboration and success for the entire team. Members of the team will feel more at ease discussing their ideas, issues, and experiences with you.
2. Impartial and unbiased:
He should act in a neutral, unbiased, and unprejudiced manner.
Being impartial is a skill that can and should be developed. And it is an important component of establishing a reputation as a good manager and leader.
The trait of being fair and unbiased in one's judgement or behaviour is referred to as impartiality. It signifies that one is not swayed by personal feelings, prejudices, or external variables that can impact the outcome of a choice or action. In other terms, an impartial individual is objective and neutral, making judgements only on the facts and information offered.
Unbiased and impartial are synonyms for the trait of being fair and objective. However, being objective particularly means that one is not swayed by one's preferences or ideas, which could have an impact on how a decision or action turns out. In contrast to impartiality, which denotes a lack of outside influences, unbiasedness denotes a lack of personal biases.
3. Knowledgeable:
A good administrator should be well-versed in the rules and regulations of the organisation for which he works, as well as how to apply these rules. A good administrator must have the following knowledge and ability to run his office smoothly:
v Knowledge of laws, rules, regulations, and policies.
v Knowledge of how to operate and perform simple maintenance on a variety of office and communications systems.
v Knowledge of certain letter, memo, and report formats.
v Knowledge of how to prepare a budget.
v Knowledge of office management and supervisory principles.
v An ability to make decisions and exercise independent judgment in analysing situations.
v Capability to organise, plan, manage, and evaluate the work of subordinates carrying out a range of tasks.
v Ability to read and interpret written materials. Ability to comprehend and follow verbal and written directions.
v Possessing the ability to use different office tools and computers.
v Having the ability for effective written and vocal communication.
4. Monitoring housekeeping:
It is required of a good administrator will regularly check the organization's facilities to assess their cleanliness and other factors.
Workplace dangers can be reduced or eliminated with good housekeeping. Numerous incidents are frequently caused by poor housekeeping procedures. If paper, clutter, garbage, and spills are considered as common occurrences, then other, more serious dangers might also be taken for granted.
Not merely cleanliness is part of housekeeping. It includes maintaining clean and organised work environments, keeping hallways and floors clear of trip and fall risks, and removing waste and other fire dangers from workplaces. It also necessitates paying attention to crucial particulars including the design of the entire workspace, aisle marking, the suitability of storage options, and upkeep. A fundamental component of incident and fire prevention is good housekeeping.
Effective housekeeping is a continuous process; it is not a one-time or sporadic cleanup. Cleaning up in a "panic" is expensive and ineffectual at lowering incidences.
5. Supportive and helpful:
In times of need, he should step forward and offer his staff and employees any assistance he is able to provide.
Ideally, supportive leaders do more than just delegate responsibilities. They also demonstrate honesty and real interest in those with whom they collaborate.
Building trust, inspiring others, and assisting colleagues in overcoming obstacles are all examples of supportive leadership. Leaders who want to be more supportive of their teams should foster teamwork, pay attention to member relationships, and demonstrate commitment.
6. Firm and strict:
He should be forceful and not be afraid to deal harshly with his organization's mischievous staff.
Intelligent administrators recognise that effective leadership necessitates being both severe and accommodating. They establish clear goals and expectations for their personnel and keep them accountable. Tough leaders do not blame others and instead applaud those who deserve it.
Heavy-handed leadership based on authority and toughness can mobilise people to achieve specific goals, but it is a poor long-term bet for leaders, employees, and organisations. Still, a good leadership style necessitates some roughness. Aspiring leaders should never mistake this type of firmness for unbridled despotism.
Effective leadership toughness does not seek to intimidate or instil fear in others. Its existence is based on well-earned respect and trust. It defines itself by being transparent, predictable, and fair.
7. Cost consciousness:
A smart administrator should keep track of the many areas where the majority of the organization's revenue is spent.
The government's mandate is to direct the economy towards growth while maintaining good service delivery to citizens. This necessitates new programmes and significant spending. While the government has usually been successful in carrying out this mandate, the execution of these operations has been aided by its ability to incur debt and raise taxes, both of which are becoming less possible in the current global economy. The presence of this safety net has produced a government culture that prioritises residents at all costs, resulting in a mindset that does not fully consider the need for long-term cost reduction.
From the government's standpoint, the fundamental idea of cost consciousness is to adhere to the fundamental rules for financial propriety set forth in the General Financial Rules, which are as follows:
(i) Every officer is expected to exercise the same vigilance in respect of expenditure incurred from public money as a person of ordinary prudence would exercise in respect of expenditure of his own money.
(ii) The expenditure should not be prima facie more than the occasion demands.
(iii) No authority should exercise its powers of sanctioning expenditure to pass an order that will be directly or indirectly to its own advantage.
(iv) Expenditure from public money should not be incurred for the benefit of a particular person or a section of the people.
