Textile industry :
The textile industry is primarily concerned with design and production of yarn, clothing, cloth and their distribution. The raw material may be natural or artificial using products of the chemical industry.
Management :
Management is the discipline of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria.
MANAGER:
Aperson who has control or direction of an institution, business, etc.,or of a part division, or phase of it.
What role effective manager should have
An effective manager is about more than just driving your employees to work harder -- or more efficiently. Forcing employees to work a certain way can breed resentment, even disloyalty, while being too soft can lead to bad habits, laziness or boredom.
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Listen and ask questions:
If someone doesn’t agree with your management style or doesn’t like the direction of the company, don’t silence that person. Listen. And ask questions of your entire team: What do you think of this? How do you feel about that? This open dialogue makes it easier to proactively identify problems and work together to create a mutually beneficial environment. It will also make your employees feel appreciated and acknowledged.
How should manager behave
• Manager hold position of authority that make them accountable for the ethical conduct of those who report to them .
• Managers monitors the behavior of employs in accordance with the organization’s expectations of appropriate behavior,and they have a duty to respond quickly and appropriately to minimize the impact of suspected ethical violations
• Manager may be responsible for creating and implementing changes to the ethical codes or guideline of an organization
• Manager may also be subject to a particular code of professional ethics, depending on their positions and traning .fiduciary duty is an example that applies to some managerial roles
What should be an effective
Management writes the rules and sets the goals for the organization. Management is often critical of failures and expects only success" (Kumle & Kelly, 2006, p. 11). Management handles the day-to-day complexities of organizations. Budgets, planning, meeting with investors, organizing, and maintaining company traditions all fall under management responsibility. As an organization grows managers tend to lose touch with employees. Managers think in terms of profit, goals, and company growth. Management operates on a need-to-know basis and can easily incite fear in their subordinate employees. Rumors of downsizing or a change in an organizations direction can often be eliminated by managers being more open with employees. Management has a tendency to protect itself at the expense of others. According to Kumle and Kelly (2006), " many managers are overly concerned with fitting in and not rocking the boat, those who emerge as leaders are more concerned with making important decisions that may break with tradition but are humane, moral and right" (p. 11). Good managers are also good leaders and tend to hire good leaders to represent them.
Managers have a multitude of formal responsibilities and are accountable for the actions of their employees. Managers must lead and direct an organization through manipulation and deployment of an organization?s resources. People in a management position are expected to carry out specific functions, jobs, and responsibilities; they must influence people, manipulate the environment, money, and time to achieve
Not all managers are leaders. There are managers that are not effective leaders, just as there are leaders that do not have a clue how to manage. Typically, a manager denotes a position whereas a leader can be someone who simply influences regardless of title or position. Warren Bennis, a pioneer in leadership studies explains that managers “do things right” and leaders “do the right thing” (Bennis, 1982). Managers have a fiduciary relationship normally requiring them to ensure the process or routine is maintained. Where managers produce
not having any interest in their suggestions to the employee that thinks they were hired
Supervisors and Managers share some similarities in that they oversee people however they have clear differences that can distinguish one from the other. Managers are usually occupied in four areas which include: planning, organizing, leading and coordinating activities for the organization. Like supervisors, managers give an organization purpose and leadership however their responsibilities are traditionally greater than that of a supervisor by executing responsibilities such as identifying goals, objectives, methods, resources needed to carry out methods, responsibilities and dates for completion of tasks (McNamara, 2010). Managers are considered to be the organizational group above supervisors and have supervisors carry out their mandates and have the goals reach out to the staff through the supervisors.
The managers of the various units or sub-units, or sections of an organization should know not only the objectives of their unit but should also actively participate in setting these objectives and make responsibility for them.
Controlling in management is a function of management that is concerned with making sure that all other functions of the management are put in place and operated effectively. Controlling ensures that it has taken into consideration the monitoring of the output of the employees as well as the establishing standards of performance that will guarantee that the performance of the will always meets the set standards (Spellman,
It is necessary for these managers to assure that their employees know what is expected of them. They also need to effectively communicate the company goals and strategies in addition to frequently giving feedback to their employees. Managers also need to have the confidence in their employees to allow them autonomy in their work roles.
The textile manufacturing industry is one of the biggest industries in the world that is currently worth nearly three thousand trillion dollars. The industry is constantly growing with the wants from consumers around the world. In order to meet and satisfy these wants from customer, “Development in the textile and clothing industry has focused on technological and cost aspects. Emphasis has been placed on keeping the price of the final product low and increasing efficiency in production.” (Niinimaki & Hassi, 2010, p. 1876) At the same time, with this expansion of the textile manufacturing industry and its consumption, pollution, climate change, fossil fuel and raw material depletion, and water pollution and shortage are constantly occurring
Textile production and consumption is an increasingly global affair as production continues to shift to developing countries. Developing countries have seen an explosion in the growth of their textile exports, and for many countries textiles are a significant portion of their total exports. In response to increasing competition from low-value imports from developing countries, industry leaders in developed countries have made significant capital investments in order to increase productivity and move into advanced market sectors.
Managers perform their duties by planning, organizing, leading controlling, and directing the members of a group or organization. Managers are best described as, “less charismatic individuals who are focused solely on getting things done”. (Wikibook, 2012) Overall, managing teams and groups is a process that
The world of business has undergone radical and dramatic changes in the last decade changes that present extraordinary challenges for the contemporary manager. A manager is an organizational member who is responsible for planning, organizing, leading, and controlling the activities of the organization so that the goals can be achieved. According to a widely referenced study by Henry Mintzberg, managers serve three primary roles: interpersonal, informational, and decision-making. Management is process of administrating and coordinating resources effectively and efficiently in an effort to achieve the goals of the organization.
Any organization needs to be managed, even a one-person company has to be managed. A manager has four key responsibilities: 1) planning, 2) organizing, 3) leading, and 4) controlling. Management can also be defined as the function that determines how the organization?s human, financial, physical, informational, and technical resources are arranged and coordinated to perform tasks towards achievement of strategic goals.
Good management is practiced in many forms and in a great diversity of business situations. There are basic principles of how to manage, but they would be applied differently in different situations. In an effective organization led by good managers, there is a clear set of strategic objectives I consider skill essential in an effective management such as: communication, motivation, teamwork and goals.
Management role is to provide powerful leadership and define goals and constantly ensure employees commitment to the organization in return the reward employees when targets reached. There is no fundamental conflict between the both sides and when the conflict occurs it presumed as abnormal behavior or an outcome of poor