The paper "Management as a Leadership Attribute" is a great example of management coursework. In an organizational context, managers play various roles aimed at growth and development. These include decision-making, information processing and engagement in interpersonal communication. For the success of these functions, the management must ensure that the employees execute their functions in accordance with the organizational culture and existing organizational values and norms (Anderson & Pulich 2007). The main objective of this essay will be to assess the role of managers in managing people. This will be through an analysis of their role from the perspectives of organizational management and organizational culture. Management as a leadership attribute From a leadership perspective, the role of managers is to focus on the relationship between the management and the ability of the employees to recognize the authority inherent in the manager.
Effective management of people requires good management. According to (Fairholm 2004), good management, which is an essential attribute of organizational excellence with regard to the execution of organizational responsibility, entails the ability of the managers to institute strategies essential in shaping the values of employees within an organization.
Management in such context the role of the management is to focus on the abilities and levels of creativity of employees as a technique of ensuring the production of high-quality products and services (Beeman, Jernigan & Hensley 2007). According to the total quality management movement, in the process of managing the affairs of an organization, managers must demonstrate effective leadership attributes which include knowing when to pause, the type of questions to ask. The aim of management from this approach is to ensure an improvement in employee performance and quality of work (Talib, Rahman & Qureshi 2010).
Furthermore, through this leadership approach to managing an organization has the ability to increasing employee productivity and instilling workmanship pride among its employees. Through this approach to the management of people, the managers do not play the role of finding and correcting errors. Instead, they help the employees develop techniques and strategies that can be used in the execution of their responsibilities for the success of the organization (Voorde, Pause & Vaneldhoven 2010). The value-based approach to effective management assets that managing people requires servant leadership.
This is because for an organization to experience any form of success with regard to its mandate it is the responsibility of the management to focus on the needs of the employees as a mechanism of raising organizations to higher levels with regard to employee performance (Covey 2009). From the value-based approach, it is the responsibility of the manager to develop strategies on how to create a culture supportive of organizational values (Zu, Robbins & Fredenall 2010). This enhances the development of mutual growth and enhanced self-determination among the employees.
Such a manger provides a platform of effective leadership considering that the employees will develop a culture of trust towards its leadership with regard to the development of a high performing organization. When managing people the manager must engage in the creation of a culture through the definition of shared values and beliefs within an organization (Zu, Robbins & Fredenall 2010). Managing people through values helps in the definition of the right thing that must be done while beliefs define the expectations of the employees and other members of an organization based on their actions.
Shared values and beliefs within an organization form an organizations culture. To ensure effective management of people, the manager has the responsibility of defining and shaping organizational culture (Deal & Kennedy 2010).
Anderson P. & Pulich M. 2007. Managerial competencies necessary in today’s dynamic health
care environment. Health Care Manager 21 (2), 1–11.
Beeman K.L., Jernigan A.C. & Hensley P.D. 2007. Employing new grads: a plan for success.
Nursing Economics 17 (2), 91–95.
Caroll, S. J & Dillon, D. J. 2010, Are the classical management functions useful in describing
managerial work? Academy of Management Review. 12: 1, pp. 38 – 51
Cohen S. 2010. Delegating vs. dumping: Teach the difference. Nursing Management 14, 18.
Covey S.R. 2009. Principle-centered Leadership. Simon & Schuster, New York, USA.
Deal T.E. & Kennedy A.A. 2010. Corporate Cultures: The Rites and Rituals of Corporate Life.
Perseus Publishing, Cambridge, MA, USA.
Fairholm, M. R. 2004. Different perspectives on the practice of leadership. Public
Administration Review, 64(5).
Hales, C. P. 2010, What do managers do? A critical review of the literature. Journal of
Management Studies. 23:1 pp 88 – 115
Mintzberg, H 1, 2009, The manager’s job: Folklore and fact. Harvard Business Review Mar-
April. pp163 – 176
Phillips, Annie 2006, Assertiveness, and the Manager's Job. Abingdon, U.K.: Radcliffe Medical
Sears, Woodrow H. 2007. The front line guide to mastering the manager's job. Amherst, Mass:
Snell, S. and Bohlander, G. 2007, Human Resource Management, India Edition.
Talib, F., Rahman, Z., & Qureshi, N. 2010. Pareto Analysis of Total Quality Management
Factors Critical to Success for Service Industries. International Journal for Quality research, vol. 4 (2), pp. 155-168.
Voorde, Van De, Paauwe K. J., Vaneldhoven, M., 2010. “Predicting Business Unit Performance
Using Employee Surveys: Monitoring HRM-Related Changes”, Human Resource Management Journal, 20: 1, p.44, pp. 44–63.
Zu, X., Robbins, T. L & Fredenall, L. D. 2010. Mapping the critical links between organizational
culture and TQM/Six Sigma practices. International Journal of Production Economics, vol. 123 (1) pp. 86-109.