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Responsibilities of human resource managers and their implications concerning diversity
Managing diversity through human resource management
Managing diversity through human resource management
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Managers are imperative for the effective functioning of any organization. They occupy the middle ground in an organization (Chapman 2001), and they coordinate and oversee the work of other employees in order to ensure that all work is carried out efficiently and effectively. Additionally, managers have other tasks to carry out, tasks that are not related to the work assigned to other employees. There are three key roles of managers; Interpersonal roles, informational roles, and decisional roles. Interpersonal roles refer to leadership activities, informational roles involve monitoring activities, and decisional roles include entrepreneur activities and negotiating activities. This division of managerial roles was put forward by Henry Mintzberg (Robbins, Bergman, Stagg and Coulter 2009).
The manager I have interviewed for the purpose of this essay is Shamal de Sylva (who will be referred to as Mr. S from here on), the managing director of TeaLink pvt ltd (which will be referred to as Company T). He has been working in the business of tea for over thirty years and is now the top level manager at Company T. Company T is a medium sized tea export company based in Sri Lanka. They export their goods to companies across the globe, some being Starbucks in the United States of America, Sara Lee in Europe, Cambiaso Hnos in Chile, and Wollenhaupt in Germany. As a tea trading company, they focus on these packers and supply them with their raw material, which is tea. The buyer does the final packing at the destination. As they are not a company that is involved in branding, Company T is not a competitor to larger companies.
The purpose of this essay is to analyze and evaluate whether or not Fayol’s four functions are relevant to the wo...
... middle of paper ...
... the business came to light. However, it was understood that the work that Mr. S undertakes is not affected by technological conditions.
Word count: 1580
References
• Griffin, G. 1998. Back to the Future: Lessons from the Past for a New Management Era. Management - Theory and Practice, p. 3.
• Robbins, Bergman, Stagg and Coulter. 2009. Management 5. 5th ed. Pearsons Education Australia.
• Tengblad, S. 2006. Is there a 'New Managerial Work'? A Comparison with Henry Mintzberg's Classic study 30 Years Later*. Journal of Management Studies, p. 1440.
• Chapman, J. A. 2001. The work of managers in new organizational contexts. Journal of Management Development, 20 (1), pp. 55--68.
• Hales, C. 1999. Why do managers do what they do? Reconciling evidence and theory in accounts of managerial work. British journal of management, 10 (4), pp. 335--350.