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The Work and Skills of Managers within the Organization
ABSTRACT
The aim of this essay is to investigate whether the work and skills of a manager are the same regardless of the level of their position within the organization. Through research conducted into three main theorists namely Henri Fayol, Henry Mintzberg and Robert L. Katz it is concluded that the core work functions a manager does are the same irrespective of position. The work roles in which a manager occupies within the organization are dependent upon the organization and their position within the organization. The skills that are needed by managers are universal to all managers but the composition of these skills is largely dependent upon the manager's position.
The work and skills of managers are the same irrespective of the level of their position within the organization.
Introduction
A manager's job is essential to the smooth operation and profitability of an organization. Can we say that the work and skills that managers need are the same irrespective of their level within the organization?
The short answer to the question posed above is yes and no. The long answer is that managers of all levels will perform the same basic management work functions. The role and consequently the type of work the manager does will be dictated by the level of their position within the organization and the type of organization. To accomplish these work functions the manager needs core sets of skills, however the composition of these core sets of skills is dependent upon their level within the organisation.
Work Functions of Management
Henri Fayol (1841-1925) first proposed the ideas of an ordered set of management functions (Robbins, Bergman, Stagg, Coulter 2003, p. 41). Through Fayol¡¯s involvement as managing director of a large French coal-mining firm he developed a framework of management activities (Robbins, et al., 2003, p. 41). The functions of management that Fayol devised included planning, organising, commanding, co-ordinating and controlling (Lamond 1998, p. 6). The idea of core functions that pervades every level of management was revolutionary when Fayol first wrote it and is still used as a framework for many textbooks (Robbins, et al., 2003, p. 9). Through refinement of Fayol¡¯s five management functions it is now recognised that there are four distinct management function...
... middle of paper ...
...n be seen that the work of management of all levels consists of the four main management functions, namely planning, organizing, leading and controlling.
Works Cited:
Carroll, S. & Gillen, D. (1987), ¡°Are the classical management functions useful in describing managerial work?¡±, Academy of Management Review, Vol. 12, No. 1, pp. 38-51.
Koontz, H., O¡¯Donnell, C. & Weihrich, H. (1982), Essentials of Management, (3rd edn), McGraw-Hill Inc., Sydney.
Lamond, D. (1998), ¡°Back to the future: Lessons from the past for a new management era¡±. In G. Griffin (Ed.), Management Theory and Practice: Moving to a New Era, Macmillan.
McKenna, S. (2004), ¡°Predispositions and context in the development of managerial skills¡±, Management Decision, Vol. 23, No. 7, pp. 664-677.
Mintzberg, H. (1975), The Manager¡¯s Job: Folklaw and Fact, Harvard Business Review, July-August, pp49-61.
Peterson, T. & Van Fleet, D. (2004), ¡°The ongoing legacy of R.L. Katz An updated typology of management skills¡±, Management Decision, Vol. 42, No. 10, pp. 1297-1308.
Robbins, S., Bergman, R., Stagg, I. & Coulter, M. (2003), Management, (3rd edn.), Pearson Education Australia, Frenchs Forest.
Overviewing our information, there is evidence of ethical wrongs and rights when considering sexual reassignment treatments for minors. Also, there are multiple options to choose from when transitioning and risks and gains that come with each. As we read from Dr. Kaufman and Dr. Beaver, the natural effects of puberty are irreversible while the effects of puberty blockers and hormones are reversible. Then from Dr. McHugh, gender dysphoria belongs in the family of similarly disordered assumptions about the body and should be treated in other ways than blockers, hormones, or
“The faint figure behind seemed to shake the pattern, just as if she wanted to get out.” The woman had started seeing another female in the wallpaper, imprisoned behind bars and shaking the paper to be freed. The wallpaper began depreciating, and so did the conquering influence that male hierarchy forced on women. Women arose to reason out of line, be conscious of their overthrow, and conflict patriarchal statute. The development of the yellow wallpaper and the narrator, within the story, indicates to a triumph over John.
In conclusion, keeping Gender Dysphoria as a diagnosis aids the most vulnerable population in seeking treatment and care, options, protection, and guidance. As society and medicine moves forward, we may be able to steer away from mental health bias and general discrimination towards non-conformity, but for now it is important to protect the patients who are helped by the diagnosis. Gender Dysphoria currently allows patients to be treated under their insurance, have access to care, and fight for their
Coulter, M., Decenzo, D. A., & Robbins, S. P. (2013). Fundamentals of Management (8th ed.). Upper Saddle River, New Jersey: Prentice Hall.
Through the narrator’s obsession with the wall, she begins to envision a woman, that is trapped behind the Yellow Wallpaper. “By daylight she is subdued, quiet. I fancy it is the pattern that keeps her so still.” (pg. 166) From this line, it is made clear to the reader that the pattern of the wall symbolizes the social constraints women face daily. While the woman behind the wallpaper is just a figment of the narrator’s imagination, she metaphorically represents the speaker and her desperation to break free of the mental and physical oppression that has been placed upon her not only by her husband but also society as well; this is seen in the line “I suppose I shall have to get backs behind the pattern when it comes night, and that is hard”
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.
The process of their working is different but sometimes they work together. Managers are maintaining the organization structure and status. On the other hand leaders are setting goal, direction, find new ways and challenging. Manager’s activities depend on human, time, money and equipment included decision making, problem solving, planning, budgeting, controlling, discipline etc. Leader’s activities depending and leading on inspiring and empowerment included inspiration, motivation, team work, make relationships, teaching and couching etc.
Robbins, S. P., Decenzo, D. A., & Coulter. M. (2013). Fundamentals of Management (8th ed.). Upper Saddle River, NJ: Pearson.
Robbins, S.P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
According to the DSM-5, gender dysphoria is “the distress that may accompany the incongruence between one’s experienced or expressed gender and one’s assigned gender” (American Psychological Association, 2013). Even though studies have shown that not every individual suffers from distress, it is still possible that an individual might suffers from distress due to the hormonal treatment or surgical procedure(s). In the past, gender dysphoria has been referred to as “gender identity”. However, gender identity, by the DSM-IV definition is “a category of social identity and refers to an individual’s identification as male, female, or occasionally, some category other than male or female” (American Psychological Association, 2000). Individuals that identify themselves with another gender tend to change their sex, which has been proven to be a hard and long process.
Robbins, S. P., & Coulter. M. (2014). Management (12th ed.). Retrieved from: Colorado Technical University eBook Collection database.
Jones, G. R., & George, J. M. (2011). Contemporary management. (7 ed.). New York, NY: McGraw-Hill.
Robbins, S.P., DeCenzo, D.A., & Coulter, M. (2013). Fundamentals of management (8th ed.). Upper Saddle River, NJ: Prentice Hall.
Stephen P. Robbins and David A.Decenzo, Fundamentals of management: essential concepts and applications (USA: pearson prentice hall, 2003), PP.13-14.
Nowadays, management has become an important part of the society. The role of management is to assist the organisation to make the best use of its resource to achieve its goal. Base on the aim of management, one of the theorists Henri Fayol proposed the four necessary management functions: planning, organisation, leading, controlling are the tools managers use to achieve these goals. (Jones 2006) This essay is going to describe and discuss these functions.