Management - Efficiency and Effectiveness
A manager, as defined by Bergman, Coulter, Robbins and Stagg (2009), is someone who coordinates and oversees the work of others so that organisational goals can be accomplished. Further to this definition management, which is essentially what mangers do, involves ensuring that work activities are completed efficiently and effectively. There are three specific categorisation models to explain what exactly it is that managers do:
• Management Functions (Henry Fayol)
• Management Roles (Henry Mintzberg)
• Management Skills (Robert L. Katz)
Throughout this assignment reference will be made to Ms Williams, a middle manager working for The National Library of Australia, whom I interviewed in order to examine these aspects of Ms Williams’ work. Ms Williams is the ‘Manager of Offsite Reference Services’ at The National Library, a large organisation within the public sector. In essence Ms Williams is responsible for the close supervision of a team of staff, whom with reference to the library catalogues and databases etc. provide answers to library reference enquiries. Ms William’s must also spend time at several service points throughout the library to provide the public with assistance when required.
In this assignment I will be discussing how each of the management models apply to Ms Williams’ work and how they are relevant to achieving efficiency and effectiveness.
Management is almost entirely concerned with getting things done and determining how to get things accomplished although there is a debate over whether more concern should go into low-cost production or complete satisfaction of goals and objectives. These two paths are known as the decisions which separate effectiveness and efficiency. Efficiency and effectiveness are often considered synonyms however when the definitions are examined a distinction between the two can clearly be seen. Effectiveness is ‘doing things right’ meaning conducting the right activities and applying the best strategies for
• Management Functions (Henry Fayol)
• Management Roles (Henry Mintzberg)
• Management Skills (Robert L. Katz)
Throughout this assignment reference will be made to Ms Williams, a middle manager working for The National Library of Australia, whom I interviewed in order to examine these aspects of Ms Williams’ work. Ms Williams is the ‘Manager of Offsite Reference Services’ at The National Library, a large organisation within the public sector. In essence Ms Williams is responsible for the close supervision of a team of staff, whom with reference to the library catalogues and databases etc. provide answers to library reference enquiries. Ms William’s must also spend time at several service points throughout the library to provide the public with assistance when required.
In this assignment I will be discussing how each of the management models apply to Ms Williams’ work and how they are relevant to achieving efficiency and effectiveness.
Management is almost entirely concerned with getting things done and determining how to get things accomplished although there is a debate over whether more concern should go into low-cost production or complete satisfaction of goals and objectives. These two paths are known as the decisions which separate effectiveness and efficiency. Efficiency and effectiveness are often considered synonyms however when the definitions are examined a distinction between the two can clearly be seen. Effectiveness is ‘doing things right’ meaning conducting the right activities and applying the best strategies for