The purpose of this essay is to establish and analyse who and what a manger is, what work a manger undertakes and ultimately the qualities managers possess in relation to one another. Three figures will be used to explore this idea: Charles the CEO of a multinational mining company, Sarah the manager of client services within a large charity and Tony, the team leader of a small manufacturing company. These three figures have one common quality; they are what are known as managers today. Each of these managers have a certain degree of responsibility for a specific level of work, however each manager commonly performs a certain set of managerial functions, roles and skills in order to achieve set goals. It is ultimately up to the manager and the degree of power they possess that will determine the functions, roles and skills they use.
Managers direct and review tasks that are set for subordinates to complete in an efficient and effective manner, so set objectives can be quickly and accurately achieved (Robbins, Bergman, Stagg, & Coulter, 2012). As stated before, all managers have a certain degree of responsibility at a specific level of work. Therefore, one must know what level of management they are responsible for in order to implement the right set of roles, skills and functions. There are three organisational levels a manager can be responsible for: Front-line management, middle management and top management, all which are set up within a hierarchical structure to divide certain roles and decision-making powers accordingly (Robbins et al., 2012).
In relation to our figures, Charles the CEO of a multinational mining company would be a figure of great importance in running his company and thus be categorised under top managemen...
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...ness maximises efficiency/profitability to reach set goals/objectives which she must report to top level managers. Whereas Tony a team leader, has direct contact with employees on a daily basis which would emphasise his use of organising (to maintain work schedules, ensure correct pay, stocktakes) as well as leading by example to motivate fellow staff by possibly helping employees with work as well as providing incentives to increase employee efficiency to meet set goals.
Works Cited
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A manger can handle tasks and responsibilities and ensure that others get their work done. A leader will inspire and motivate their team to achieve their goals.
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Critically discuss the extent to which Fayol's classical analysis of the management function has largely been made redundant by the more recent empirical studies of what managers actually do, such as that favoured by Mintzberg.
Managers are responsible for setting goal and objectives for their staff .And the setting objectives managers must work with team .Managers ensure that the team objectives are met when the objective individual and specific to team .They can easily focus their target, improving and increasing customer satisfaction.
Robbins, S. P., & Coulter. M. (2014). Management (12th ed.). Retrieved from: Colorado Technical University eBook Collection database.
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Over 50 years ago, English-speaking managers were directly introduced to Henry Fayol’s theory in management. His treatise, General and Industrial Management (1949), has had a great effect on managers and the practice of management around the world. However, 24 years after the English translation of Fayol, Henri Mintzberg in the Nature of Managerial Work (1973) developed another theory and stated that Fayol’s work was just “folklores”.
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In today’s competitive business environment, effective management plays a crucial role. The article Five Minds of a Manager by Jonathan Gosling and Henry Mintzberg, identify some important aspects of effective managers. According to the author, “The world of the manager is complicated and confusing.” Consequently, mangers need to think above ordinary employees. In particular, managers should, think global and act local, collaborate through competitions, be agents of change and maintain order. This paper provides a reflective review of the article Five Minds of a Manager by Jonathan Gosling and Henry Mintzberg.
"In everyday language usage, management refers to the people in organizations who manage, and to the activities they perform." (Fulop, Frith, Hayward 1992 p. 187) To be more specific, management is the process of organizing work activities with and through people to ensure the activities are completed efficiently and effectively (Robbins, Bergman, Stagg, Coulter 2006, p. 9). Through management, the goals of the organization or business are to be achieved. Henri Fayol, one of the most influential contributors to modern concepts of management, proposed that there are five primary functions for management, which consist of planning, organizing, commanding, coordinating and controlling. Nonetheless, the functions of commanding and coordinating have metamorphosed into leading (Crainer 2003).
Richard, DeVos, The Relevance of Chester Barnard for today?s manager. Graduate School of Management, Northwood University.
Managers nowadays do not actually do what a manager really should do back in the eighties. Changes that occurred in the new economy, the increasing use of technology in business, and the effects of globalisation towards business world have led management into a whole new dimension. New managers are expected to be able to manage on an international scale, act strategically, utilize technology, establish values, and of course, act responsibly as well. (Crainer, 1998) Henry Mintzberg once asked, "What do managers do?" After conducting his research based on a study of five CEOs, he concluded that managerial work involves interpersonal role, decisional role and informational role. And the fact is that, managers get things done through other people. Therefore, managers are required to possess certain skills and competencies which allow them to play these roles effectively and efficiently throughout the four functions of management. (Mintzberg, 1998)
function, managers need to analyse how activities and resources are to be grouped and carry out plans successfully (Bartol 2007). A manager have to understand their ability to manage the lower level employee which is the most valuable of the company as they are the key of output and implement in the planning. Then manager will coordinate the jobs between authority and responsibility that is to define the role position of them (MSG 2012).