Abstract
This essay examines the question of whether managerial work, roles, and skills are same throughout the world. Academic journals and textbooks are used in this essay to provide some evidences and examples to support the conclusion. The academic journals and textbooks were obtained from Monash University’s library. Conclusion of this essay indicates that organizational level and cultural diversity have significant influence on degree and emphases of the managerial work, roles, and skills performed by managers throughout the world.
Introduction
In all societies, people are involved in managing things. Everyone manages, but not everyone is a manager. “A manager is someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals” (Robbins, Bergman, Stagg and Coulter, 2003, p.6). Robbins and DeCenzo (2005, p.10) stated that “A manager is a manager regardless of where he or she manages”. The statement has led to one question. Are the manager’s job and activities universal?
It is believed that there is no such thing as universal manager. Managers around the world perform similar work, roles, and skills. However, it should not be interpreted that the activities of all managers are the same. The differences are of degrees, importance and emphasis they put on their work, roles and skills due to some factors such as organizational level and size, culture, political and economic condition. This essay will only emphasize on organizational level and cultural factors.
The purpose of this essay is to discuss and examine whether the work, roles, and skills of a manager are the same throughout the world. Analytical discussion will be constructed with the use of evid...
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..., Wariszak, R. & Hartmann, L. (1997), "What do managers like to do? Comparing women and men in Australia and the US”, Australian Journal of Management, Vol. 22, No. 1, pp. 71-97.
Wilson, F.M. (1999), Organizational behaviour: a critical introduction, Oxford University Press, Oxford.
Lenartowicz, T. & Johnson, J.P. (2002), "Comparing managerial values in twelve Latin American countries: an exploratory study”, Management International Review, Vol. 42, No. 3, pp. 279-307.
Peterson, T.O. & Van Fleet, D.D. (2004), "The ongoing legacy of R.L. Katz, an updated typology of management skills”, Management Decision, Vol. 42, No.10, pp. 1297-1378.
Lubatkin, M.H., Ndiaye, M. & Vengroff, R. (1997), “The nature of managerial work in developing countries: a limited test on the universalist hypothesis”, Journal of International Business Studies, Vol. 28, No. 4, pp.711-734.
The Competing Values Framework is originated by Quinn and Rohrbaugh. It emphasizes the organizational problems and choices faced by managers. The framework is divided into various managerial roles corresponding situations, as well as specific organizational environments. For instance, the facilitator and mentor roles rely on cohesion and morale to bring about human resource development within the organization. While the innovator and broker roles rely on flexibility and readiness in order to receive the growth and resource needed to perform an effective organization. The director and producer roles are more applicable for planning and goal setting skills and will result in productivity and efficiency. The monitor and coordinator roles are intended to managing information and communicating. The framework can also be divided into two main roles. The first four mentioned above are the transformational roles, and the last four are the transactional roles (Belasen, 1996). The transformational roles are more aimed toward making changes and developments, while the transactional roles have strong emphasizes on managerial authorities. The key to becoming a master manager is to be a successful manager who is able to perform each role in order to cope with all difficulties being faced as a manager (Quinn, 1988). A successful manager is also someone who is perceived by others as performing all of the eight roles more frequent than a normal manager and recognizes each of its importance thoroughly (Denison, 1995). A study by Bono (2004) also shows that giving importance to any specific working environment, such as rational goal model, may lower the effectiveness of other areas. Denison and Spreitzer (1991) stated that when a manager does not gi...
This Journal Report is looking at how the managers work with their employees. It explores the differences people have even those working in the same organisation under the same management. However, this report gives a clear way of effective management. It also explores different ways of dealing with staff members who have different attitudes, values and beliefs, However, all these 3 are very close related.
Management is an important aspect in today’s global society because it helps in controlling the interdependence of the relationship between businesses and the society. The management of this interdependence is increasingly important for managers in today’s corporations, public administration, and organizations. Preparations to be effective as a manager would require management education that provides knowledge regarding management principles and functions. In light of the increased globalization in today’s society, the most important skills a manager should possess include strategic thinking, emotional intelligence, collaboration, critical thinking, communication, motivation, feedback, and coaching. Moreover, managers need to see the world not only as a group of national marketplaces, but a source of knowledge, competence, and information (Churchwell, 2003). In order to improve these skills, I will undergo formal training in a university while consulting management journals and articles for more information.
(2006) If a company cannot manager their employees, their employees are always decreasing, it must because of the manager don’t have the enough abilities of the leadership and did not control their workers very well (p.97-114). The leadership skills has not been precisely defined, because it sufficiently complex but there always has the way to slove those problems. Schermerhorn(2011) stated that OSIM company is the leader of the all over the world, the company has produce th...
A good definition for what a manager is says that anyone who allocates and oversees the use of resources is a manager (Plunkett, 2013). Although that may be a good definition of the job itself, there are many factors that play into the everyday of a manager that cannot easily be formed into a definition. Likewise one definition for management states that it is one or more managers individually and collectively setting and achieving goals by exercising related functions and coordinating various resources (Plunkett, 2013). As any manager should know, the functions that managers use to achieve the goals that they set are planning, organizing, staffing, leading, and controlling. Another way management achieves goals is by coordinating their various resources that include information, materials, money, and people. Managers within a firm should always be working towards the same goal, no matter how managers there are in the firm. Some companies may have levels upon levels of management who are in charge of overseeing large operations. Others may have only one manager which is typic...
"There seems to be overall agreement that effective managers must be effective in conceptual, interpersonal, technical, and political skills."(Robbins&Decenzo, 2003).
Peterson T.O. & Van Fleet D.D. (1967). The ongoing legacy of R.L. Katz: An updated typology of management skills. Management Decision, 42(1), 1297-1308. Doi: 10.1108/00251740410568980
Usually Managers have the role to manage the company’s performance; therefore they must be trained professionally in the field of administration management, Project Evaluation and Maintenance management. The must also be well versed with the adhering to the objectives of performance management in a given company or a business organization. On the other hand, employees of the same organization must be sure and certain of their duties and roles. Certainly, they will work with an aim and focus to achieve specified goals of the company. An organization with suitable management acquires many professionals with appropriate skills and knowledge. On acquisition, the firm will have expectations towards achieving high standards performance across systems management. Such professionals will always work at the best interest of the company, with skill and care and they will go ...
Peterson, O. T., & Van Fleet, D. D. (2004). The ongoing legacy of R.L. Katz: An updated typology of management skills, Management Decision, 42(10), 1297 – 1308. doi: 10.1108/00251740410568980
Managers nowadays do not actually do what a manager really should do back in the eighties. Changes that occurred in the new economy, the increasing use of technology in business, and the effects of globalisation towards business world have led management into a whole new dimension. New managers are expected to be able to manage on an international scale, act strategically, utilize technology, establish values, and of course, act responsibly as well. (Crainer, 1998) Henry Mintzberg once asked, "What do managers do?" After conducting his research based on a study of five CEOs, he concluded that managerial work involves interpersonal role, decisional role and informational role. And the fact is that, managers get things done through other people. Therefore, managers are required to possess certain skills and competencies which allow them to play these roles effectively and efficiently throughout the four functions of management. (Mintzberg, 1998)
In addition, the difference of functions between management and leadership is the crucial factor to identify these two. Managers focus on how to make employees finish their individual tasks; good leaders always pay attention to their followers, like, how to make them aware of their responsibility to do job well? However, management is also similar to leadership sometimes. Leadership included influences as well as management; leadership concerned with achieving organisation’s goals, which management concerned as well. To summarize, although management is different from leadership in some fields, they are both necessary for an organisation to make a progress. Organisations need a good combination of management and leadership to make them survive as long as they can and with sustainable development. Due to the limitations, this essay only compared with three aspects within management and leadership. In the future, the more and more differences or similarities between management and leadership will be find out and
To begin discussion, one has to analyze his own current competencies and weaknesses as a manager. “When a person’s capability is a consistent with job requirement & organizational needs, performance believed to occur as maximum.” (Richard E. Boyatzic 2007, Competencies of 21st Century). The dynamics characteristics of managing with all industry types give rise to managerial activites (Planning, Organizing, Command, Co-ordination , Control). According to Henri Fayol (1949) these managerial activites recongnised as basis for achieveing organizational goals & missions. Where as Mintz...
Over the past hundred years management has continuously been evolving. There have been a wide range of approaches in how to deal with management or better yet how to improve management functions in our ever changing environment. From as early as 1100 B.C managers have been struggling with the same issues and problems that manager’s face today. Modern managers use many of the practices, principles, and techniques developed from earlier concepts and experiences.
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