The paper "How Managers Manage People" is a good example of management coursework. This work disagrees with the above statement. The following discussion proves this contention. This work contends that managers manage not only people but also address the overall wellbeing of the organisation. In this endeavour, they have to represent the organisation as an institution. In addition, managers have to address the cultural issues of the organisation. In this regard, they have to achieve coordination among several internal and external stakeholders and institutions for the successful growth of the organisation. As such managers play the role of a figurehead, leader, and effectors of liaison between internal and external stakeholders. In addition, this work analyses the management perspectives with regard to cultural and institutional issues.
Finally, this work concludes that management is not limited to managing people. It has to deal with several issues, such as culture and institutional networks, and achieve a liaison between external and internal stakeholders for the overall wellbeing of the organisation. Discussion An organisation’ s culture determines whether it is a congenial place to work. Albeit, several managers recognise the importance of culture, few comprehend their function and responsibility in the development of culture.
In fact, consistency, mentorship, delegation, empowerment, trust and trustworthiness contribute towards the overall wellbeing of the organisation. These elements have no significance in isolation. These factors coexist, and empowerment and mentorship are based upon trust and trustworthiness. In addition, strong mentor programmes contribute to a high level of trust. In addition, in the presence of a strong culture, managers take the initiative to mould and maintain it. Such managers are termed symbolic managers, as they devote considerable time towards thinking about the rituals and values of the culture, and as they regard their basic job as the management of value conflicts that emerge from daily events.
The function of managers in developing a healthy culture for their organisation has been studied by a number of scholars. The latter discerned that this entailed several important features, including exemplification of trust and trustworthiness by managers, consistency and mentorship by managers, and delegation and empowerment by managers. Moreover, it has become crucially important, due to the advent of economic globalization, to construct and preserve a competitive edge over others.
From a fundamental perspective, successful management is ensured by the harmonious development of individual traits rather than specialisation in a specific field of study. As such, the innate qualities of the person controlling the affairs of a corporation exert a tremendous influence upon its management, logical approach, aesthetic sense, ethical norms and pragmatic dynamism, and produce outstanding results. As such, the intrinsic function of managers is to generate a positive environment in the organisation, which will expedite the achievement of its goals.
Strictly speaking, employees are entitled to expect fair treatment and understanding. In addition, they are justified in expecting professional competence, including the delegation of tasks thereby ensuring enhanced participation and self-management. It is incumbent upon managers to establish a system, wherein employees have the opportunity to perform optimally. To this end, the interest and strengths of employees have to be determined and duties have to be passed on. Human capital is founded on the notion that organisations have to produce an environment that values employees and encourages them to make the best use of their capabilities.
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