In this essay, we are going to focus our research on the organizational management, we are going to find out the roles of a manager in a typical organization, discuss some of the traits an individual should posses to be an effective manager and finally, we going to elaborate on how those traits fit the four functions of managements. While providing proper citing sources and professional references of all our finding.
We can start by saying that not everybody is cut out to be a manager and that some of us are put in this position by accident. To be a manager means that you have to be ready to get things done through others. According to Harold Koontz and Heinz and Weihrich, Management is "the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims." (Rao, 2010).Management is as old as human civilization and integral part of human life. ‘Management principles are practiced voluntarily or ‘involuntarily and consciously or subconsciously.
Moreover, people of all walks of life plan their activities before starting their work. Similarly, they organize different kinds of resources necessary for carrying out the activities, employ people or utilize their own and family members direct and lead people, coordinate all kinds of resources like people, money, material, machinery and knowledge resources in the process of performing activities. Further, we check and supervise whether we are doing the activities as planned. If, the activities are not happening in the planned manner, we take corrective measures. (Rao, 2010)
The role of a manager in a typical organization varied but the main one are planning, organizing, directing and controlling. A manager's ma...
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...organizational strategy. (Rao, 2010)
As we continued our researches we also found out some the traits that an effective manager should have in order to be successful in the workplace. Good Communication, Functional knowledge, Motivate & Inspire, Create a congenial Environment and Rewards & Recognition. Lastly we also learned how all four functions are very much related to all the traits a manager should have.
References
Jones, G., & George, J. (2011). Essentials of contemporary management. (4th, Ed.) Boston: McGraw-Hill Irwin.
Mintzberg, H., & James, R. M. (1988). The Manager's Job, The Strategy Process. New Jersey: Prentice-Hall.
Rao, P. S. (2010). Asford university Library. Retrieved July 15, 2011, from Principles and Practice of Management: http://site.ebrary.com/lib/ashford/docDetail.action?docID=10416059&p00=roles%20manager
Robbins, S. P., & Coulter. M. (2014). Management (12th ed.). Retrieved from: Colorado Technical University eBook Collection database.
George, Jennifer M. "Chapter 12." Contemporary Management. By Gareth R. Jones 8e ed.N.p.: n.p., n.d. 366-400. Print.
Robbins, S. P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson
First and foremost, effective managers are of course, required to have the basic management skills in order to be able to manage an organisation. Any managers has to possess certain technical skills which allow them to perform specialised task, particularly those first-line managers as they spend more time helping employees to solve work-related problems and they are mostly involved in supervising individual performance and instructing subordinates, for instance, ensuring that the products and services are being delivered to customers on a daily basis. (Robbins and Coulter, 2005) In other words, managers are required to possess "the ability to utilise tools, techniques, and procedures that are specific to a particular field." (Lewis, Goodman, and Fandt, 2004:12) In fact, managers are the first to look up for whenever employees encounter problems. (Griffin & Ebert, 2004)
Jones, G. R., & George, J. M. (2011). Contemporary management. (7 ed.). New York, NY: McGraw-Hill.
Robbins, S, DeCenzo, D, Coulter, M and Woods, M 2014, Management: The Essentials, 2nd ed, Pearson, Frenchs Forest, NSW.
Robbins, S., Decenzo, D., & Coulter, M. (2013). Fundamentals of management. Upper Saddle River, NJ: Pearson Education, Inc.
Robbins, S, DeCenzo, D, Coulter, M & Woods, M 2011, Management: The Essentials, Pearson Australia, NSW, Australia, 1st Edition
...sect. If the article identifies a seamless integration, between the three aspects, then, the article would have achieved its mandate. I feel that the author has achieved commendable results through the identification of the mindsets of effective management, however I feel that the author needs to emphasize on the need to combine the three factors. Instead, the author has emphasized on the mindset of effective management. In either case, effective management is all about mindset and not the capacity and environment. I believe that although different individuals are gifted differently, everyone can be an effective manager if given a chance.
In order to achieve the goals of the organisation, managers have to set goals and developed a workable plan to complete the goals. Organising is one of the processes to organise people, activities and other resource in a logical way (Davidson 2009). Through the organising
Management is a very tough job in today’s world of ambiguity, uncertainty, stiff competition and threatening environment. You have to be mentally and physically very strong to cope up the challenges posed by the current business environment. Following are the most important management skills and qualities needed for a successful manager.
Bateman, T.S., & Snell, S.A. (2011).Management: Leading and collaborating in a competitive world (9thed). New York, NY: McGraw-Hill Irwin.
"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).
Robbins, S.P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
Robbins (1997) defines managers as those who are all oversee the activities of other people with the purpose of accomplishing organizational goals. Therefore, in order to provide organizations with the best outcome, effective managers are urgently needed for modern organization. This is simply because, according to Hunsaker (2001), that the increasing recognition is given to the importance of having managers with strong interpersonal skills rather than, that twenty years ago, managers were only valued primarily for their technical know-how.