Complexity of Management

Complexity of Management

INTRODUCTION

To manage can be defined in several ways however according to The Concise Oxford Dictionary Ninth Edition "To organise, regulate, be in charge of an organisation, team etc.; to succeed in achieving; to meet one's needs with limited resources." Although the fundamentals of management stay the same throughout different industries, different sizes of organisations and different levels of management there are variations in the roles played by managers. These variations are determined by the differences in the environment and the differences in the challenges presented to managers in their individual sectors. The roles of managers, complexity of the managerial role, and the significance of managers to organisation performance, management in the small business sector and public sector and variations within the managerial role will be discussed.

THE ROLES OF MANAGERS

(Davidson & Griffin, 2003, p 16 – 17) states that Henry Mintzberg, a management researcher studied the day to day activities of a group of CEOS and established that managers perform 10 different roles and these roles then fall under 3 basic categories. These categories are interpersonal, informational and decisional.

The interpersonal category involves the manager dealing with other people. It includes the roles of figurehead, leader and liaising officer. The figurehead role played by managers includes activities that are ceremonial and symbolic. Motivating, supporting and training employees enable the manager to play a leadership role. The liaising officer role is where the manager acts as a coordinator between communication of people, groups or organisations.

The roles of monitor, disseminator and spokesperson involve proce...

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