Essays on Appraising the View That Managers Often Describe What They Do as Managing People Literature review

Download full paperFile format: .doc, available for editing

The paper “ Appraising the View That Маnаgеrs Оftеn Dеsсribе Whаt Thеy Dо аs Mаnаging Реорlе” is a convincing example of a literature review on management. Management of organizations today presents a challenge to managers in various institutions. Managers find it difficult to balance between the responsibilities they are charged with as leaders and how to discharge their duties without appearing to control the employees in every aspect (Baird & Harrison 2015). As a matter of fact, managers presume to manage people within the working premises. Courpasson et al 2012, in their review on management initiatives, it was established that the managers are charged with the responsibility to make decisions in an institution.

The decisions they make are evaluated both via internal and external performance output. The two are regulated by the existing culture and traditions in the institution so that the actions that the managers bring with them are established to whether they lead to change in a positive or a negative dimension (de Oliveira & Costa 2014. This retrospect paper seeks to ascertain the validity of the presumption that what the managers do can be termed as ‘ managing people’ while focusing on the different organizational perspectives that focus on institution, systems, and cultures. DiscussionAs discussed by Fleming & Spicer 2014, the events existing in the 21st century have led to debates on whether the managers manage the people or control the working environment.

Whether they manage or control, the intentions of their work are to ensure the given institution prospers and maintains competitive advantage. One of the managerial duties that make the managers perceive themselves to be managing people is by the section criteria for the employees (Helper & Henderson 2014).

Due to the existing market competition, managers select employees not just based on the skill needed for the job but also depending on talent, that is, the ability of the employee to do better what others with the same skills cannot do. This aspect allows the employees to be better in performance in regard to customer service provision. As Baird & Harrison 2015 propose, this management allows the managers to inculcate new cultures into what has been existing in order to improve performance in a given institution. In a literature review by Hertel & Orlikowski 2015, the perspective of systems analysis and reductionism differ with the mode of managerial responsibilities exercised by managers in this manner.

In their view, managers end up committing ‘ unintended consequences’ which adversely affect the wellbeing of the organization. For instance, in the case of General Motors, Sloan experiences difficulties from GM management while trying to publish his book (Helper & Henderson 2014). This is attributed to the fact that the book is likely to ‘ sell-out’ the secrets of the company.

Although the feud is finally settled, the move by GM, therefore, is an indicator of how managers abuse the positions they have rather than what manage the employees (Langlois 2013). Another setback in the way managers are during the application of lean in management. Most of the time the managers get faced with the mandate to utilize the available resources however much they may be few to ensure that the organization remains standing (Robbins et al 2013). In doing so, the number of employees is cut down to ensure that the wage bill is reduced.

What is likely to go wrong is that the employees cut out of the system are likely to sue the companies since they may have training that can only be used in the given company. Therefore, if the individual is not successful, it automatically contributes to unemployment. It is in this regard that the managers are considered not to manage the people.

Download full paperFile format: .doc, available for editing
Contact Us