The Managers Role Is Universal - Coursework Example

The Manager’s Role is Universal Name Institution Course Date The Manager’s Role is Universal Introduction The principles of management are universal. That is why they are applicable to every kind of organization including and not limited to profit and non profit organizations, churches, hospitals, and businesses. For some extent, a manager’s role vary from one kind of organization to another since every type of organization needs the application of specific knowledge, exists in a distinctive political and working environment, and applies different modes of technology. On the other hand, there are similarities of managerial roles across organizations as the fundamental activities of management (planning, influencing, coordinating, leading, controlling) are common to every organization (Kreitner, 2009). These fundamental ingredients of effective management are relevant to every organization. With this in mind, this paper supports the argument that the manager’s role is universal. Topic Analysis An Overview of Management Management concept has gained special interest in the current competitive and compound world of business. Purposeful and efficient management is completely useful for the business unit’s survival (Drucker & Maciariello, 2008). Management concept is broad and is said to cover every business aspect (Kreitner, 2009). In simple terms, management is about utilization of existing resources in the optimal way and achieving objectives that are well defined. In this context, resources include: machines, methods, money, markets, materials, and men (Drucker & Maciariello, 2008). These are considered as the six basic inputs in the process of management and objectives’ achievement is considered the output. It is the final outcome of inputs and its availability is through efficient process of management (Drucker & Maciariello, 2008). Management’s Characteristics There are various characteristics of management and to a great extent, apply to every organization. For starters, management is regarded as a managerial process. Generally, management is not just a body of people but a process (Williams, 2009). The people who carry out this process are referred to as managers. Managers employ leadership by assuming power and lead other people to act in the organization. The process of management entails planning, directing, organizing and uniting human efforts so that given tasks can be accomplished (Hitt et al, 2005). Another characteristic of management is that it is a social process. Management occurs through people. People are found in whichever type of organization regardless of the status. The significance of human factor within management is not easily ignored (Hitt et al, 2005). The role of a manager in this case is to get stuff done with the cooperation and support of subordinates. This is the element that prides management its special nature (Williams, 2009). The third characteristic of management is that it is action-based. Constantly, management is for accomplishing particular objectives. It is termed a concept that is result-oriented and not just a philosophical abstract. It gives meaning to tangible performance via suitable actions, hence an activity that is action based (Hitt et al, 2005). Another characteristic is that management entails obtaining results via other peoples’ efforts. This is the art of getting stuff done through other people. Managers are supposed to motivate and guide others and get the desired performance from them. Hence, management serves as an activating element (Williams, 2009). Management is also said to be a group activity. Since it is not an isolated personal activity, management is a joint activity that requires people to accomplish a desire objective. Managers run the groups and direct the groups’ activities that function within an organization (Hitt et al, 2005). Lastly, management is not tangible. Even though management is not visible directly, its existence is seen is terms of concrete outcomes (Williams, 2009). Like government, management is functions even though it is not seen in physical status. Management’s Function Management is clarified with regards to its fundamental functions that entail planning, coordinating, influencing, organizing, and leading (OPM.Gov, 2014). These functions make up the process of management in practice. Actually, the process of management is management in practice. It is this process that recommends what a manager is required to do or the fundamental roles that he should execute while managing the assigned job to him (Hitt et al, 2005). Planning is the principal management’s function. It entails establishing a course of action required to accomplish desired objectives/results (Drucker & Maciariello, 2008). Planning is the initial point of the process of management and every other management function is connected to and relies on planning. In order to have a successful, stable and prosperous organization, planning is imperative (Drucker & Maciariello, 2008). It serves as a tool for problem solving within an organization. It also plays a central role in business management. It assists in visualizing the future issues and equips management with potential solutions. According to Drucker and Maciariello (2008) organizing is management’s function that entails development of organization structure as well as allocation of human resources so as to make certain that objectives are accomplished. The organizational structure is the framework that requires coordinated effort. Decisions made concerning the organizational structure are normally known as ‘organizational design’ decisions. Organizing also entails individual jobs’ design in the organization. Decisions ought to be made regarding the responsibilities and duties of individual jobs and the method in which duties need to be performed (Drucker & Maciariello, 2008). Decisions made concerning the jobs’ nature in the organization are commonly termed as ‘job design’ decisions. At the organization level, organizing entails deciding how well to departmentalize, or group jobs into various departments to successfully coordinate effort (Drucker & Maciariello, 2008). Some of the methods of departmentalizing include organizing by product, customer, geography, or function. A lot of larger organizations use various departmentalization methods. At the job level, organizing entails how well to plan individual jobs to use human resources most effectively (Drucker & Maciariello, 2008). Leading or directing is a managerial function that deals with instructing and guiding individuals to carry out the task in the correct way (OPM.Gov, 2014). This is manager’s responsibility at every level regardless of the size and type of the organization. Managers are required to work as their subordinates’ leaders. Clear plans together with consistent organization set the arena but it calls for a manager to lead and direct his followers for accomplishing the objectives or goals (Drucker & Maciariello, 2008). The function of directing or leading is fairly inclusive. It entails guiding and raising subordinates’ morale. Additionally, it involves leading, motivating, and communicating (Drucker & Maciariello, 2008). For achieving objectives of the organization, leadership is crucial on the managers’ part. When managers are effective leaders, the followers will definitely be enthusiastic regarding applying effort toward organizational objectives’ attainment. For managers to be effective at leading, they ought to understand the values, emotions, attitudes, and personalities of their followers (Drucker & Maciariello, 2008). Hence, behavioral sciences have majorly contributed to the comprehension of this management function (Drucker & Maciariello, 2008). Effective coordination of activities of various departments is important for orderly running of an organization (Hitt et al, 2005). This indicates the significance of coordinating as the function of management. A manager should coordinate the work that he is accountable for. Coordination is precisely treated as the management’s essence (Drucker & Maciariello, 2008). It might be handled as a section of organisms function or as a function that is independent. Therefore coordination is vital at every management level. It gives a person a specific direction to the departments as well as individuals’ activities (Drucker & Maciariello, 2008). Coordination avoids wastages and misdirection and brings harmony in the organization’s action. Coordination cannot come automatically; efforts are needed on the managers’ part for attaining such coordination (Hitt et al, 2005). Controlling is another important management’s function. It is essential in the case of departments and individuals in order to avoid wrong activities and actions. Controlling entails three broad aspects: measuring the work in progress, determining performance standards, and considering corrective actions, if need be (Drucker & Maciariello, 2008). With regards to a business, a business plan does not provide automatic positive outcomes. Managers need to practice effective control so as to bring achievement to a business plan. Control is directly connected to other functions of management. It is correctly handled as the management process soul. It is correct to say that without planning, nothing will be controlled (Drucker & Maciariello, 2008). It is similarly right that planning will be merely an academic practice, without control. Hence, controlling is an ongoing supervisory nature’s activity. Controlling as the function of management must not be confused with controlling behaviour or posing a manipulative sense (Drucker & Maciariello, 2008). This function of management does not indicate that managers have to try to manipulate or control the values, emotions, attitudes, or personalities of their follows. Rather, this management function concerns the role of the managers. The managerial function of controlling should not be confused with control in the behavioural or manipulative sense (Hitt et al, 2005). This function does not imply that managers should attempt to control or manipulate the personalities, values, attitudes, or emotions of their subordinates (Drucker & Maciariello, 2008). Instead, this function of management concerns the manager's role in taking necessary actions to ensure that the work-related activities of subordinates are consistent with and contributing toward the accomplishment of organizational and departmental objectives (Hitt et al, 2005). Effective controlling requires the existence of plans, since planning provides the necessary performance standards or objectives. Controlling also requires a clear understanding of where responsibility for deviations from standards lies (Hitt et al, 2005). Two traditional control techniques are the budget and the performance audit. Although controlling is often thought of in terms of financial criteria, managers must also control production/operations processes, procedures for delivery of services, compliance with company policies, and many other activities within the organization (Hitt et al, 2005). Discussion For any type of organization to function smoothly, it requires to implement fundamental management concepts (Jeff Co Biz Journal, 2014). This demands that the four functions of management (planning, directing, controlling, leading, and organizing) be accurately understood (Jeff Co Biz Journal, 2014). Every organization, whether old, new, big or small, needs particular methods, plans and procedures prepared for its efficient running (Jeff Co Biz Journal, 2014). To accomplish this, they ought to develop and execute concepts of management which assist them realize their vision for the organization’s future(Jeff Co Biz Journal, 2014). Ineffective management results in disastrous outcomes (Jeff Co Biz Journal, 2014). There are various management theories that govern the manager’s practice. These include behavioral management theory, systems management theory, quality management theory, contingency management theory, classical management theory, and quantitative management theory (Drucker & Maciariello, 2008). The behavioral management theory identifies employees as people with solid human requirements, as sections of work groups, as well as members of a society at large. The classical management theory centers on getting the one optimal way to manage and carry out a task. The quantitative management theory utilizes tools to assist plan and manage almost everything within an organization (Drucker & Maciariello, 2008). The contingency management theory is derived from the basis that managers preferred approaches or actions rely on the erratic of the circumstances they face (Drucker & Maciariello, 2008). The systems management theory contends that an organization encompasses different parts that should carry out tasks required for the survival and effective running of the system as an entity. The quality management theory argues that the soul of the standard of whichever output is its capacity to fulfill the group or a person’s needs (Drucker & Maciariello, 2008). Henry Fayol is appropriately acknowledged as the creator of contemporary theory of industrial and general management (Drucker & Maciariello, 2008). He thought that increased efficiency may possibly be accomplished through selection of the right individuals for the task and training them to execute the work precisely in the best way. Other than Fayol, Elton Mayo is another acknowledged theorist who is recommended as the founder of Human Relations School (Drucker & Maciariello, 2008). He pioneered the approach of human relations to the thought of management. Mayo discussed various issues that bring about an alteration in human behavior. His conclusion was that the basis of increase in the workers’ productivity is not a sole factor like changing hours of working or rest pauses but a mixture of these and various other factors like letting workers to exercise autonomy, allowing the creation of small unified clusters of workers, and having less restrictive command (Drucker & Maciariello, 2008). Today, due to an outcome of Mayo and his friends’ efforts, the managers in various organizations distinguish that the performance of workers is connected with physical, sociological, and psychological factors. The approach of human relations has put special highlight on social requirements and the management’s role in fulfilling such needs. Managers are better placed through understanding the behavior of humans although linking management to human behavior is unsustainable (Drucker & Maciariello, 2008). Conclusion In conclusion, the functions of management are extensively regarded as the best methods of describing the job of a manager and the best means of classifying accumulated knowledge regarding management study. Even though there have been great changes within the environment experienced by managers, these functions are still performed by managers regardless of the organization. Indeed the fundamental management functions are alike regardless of the management level. Similarly, the type of business or organization is not important. Hence, the manager’s job is universal. Bibliography Drucker, P. F., & Maciariello, J. A., 2008, Management, New York, NY: Collins. Hitt, M. A., Black, S., & Porter, L. W, 2005, Management, Upper Saddle River, NJ: Pearson Prentice Hall. Jeff Co Biz Journal, 2014, The importance of a good organization and management team, Retrieved from http://www.jeffcobizjournal.com/the-importance-of-a-good-organization-and-management-team.php. Kreitner, R, 2009, Principles of management, Mason, Ohio: South-Western. OPM.Gov, 2014, Performance Management, Retrieved from http://www.opm.gov/policy-data-oversight/performance-management/reference-materials/more-topics/effective-performance-management-doing-what-comes-naturally/ Williams, C, 2009, Principles of management, Mason, OH: South-Western Cengage Learning. Read More