Strength of an organisation mostly depends on the management team. Without it, the organisation will go haywire. The people who run the management teams are called managers. “Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively” (Robbins et al., 2009, p.10). The manager interviewed is Mr. W and works for a small company, Neoncrafts Sdn Bhd. It has been established since January 1993. He holds the top-level, as a managing director (MD) since the business started. The company provides service of installing neon lights. The company is made up of less than 20 employees and its main objective is to provide good service and make profit. The organisation has done several projects that they can be proud of such as the coca-cola sign on the federal highway, the Citibank at Kuala Lumpur, Senor Baker in Nilai Inti College and a few others. Mr. W is an experience businessman and manager. We can use these theories and compare with what Mr. W answered.
There are four management functions that were proposed by Henry Fayol in1949. It is divided into planning, organising, leading and controlling. Mr. W rated planning, organising and leading as 5 on a scale of 1-5. These functions are important to him as he sets mission statements for the company, he plans and strategize on the best possible way to achieve these plans and he gives encouragement and support to his employees when needed. He rated controlling as 3 as he appointed someone else to keep an eye on the employees and ensure that they do their job efficiently. Mr. W measures the performance of his employees and has weekly meetings to update the current situation of the industry and employees. It is important for all level of managers to have these four functions as this will enable the managers to achieve what they have planned to achieve.
Henri Mintzberg proposed that there are ten managerial roles. It is divided into 3 parts; interpersonal, informational and decisional. The roles used are based on the level of the manager and the size of the firm. In a small firm, the most important role is a spokesperson. The manager has to publicize the company in order for people to know the existence of it. Mr. W rated spokesperson as 5, because he is responsible for introducing the company in the industry. The roles of an entrepreneur, figurehead and leader are moderately important in a small firm. But Mr. W does not think so as he rated entrepreneur and leader as 5. It is a small company with less than 20 employees; therefore he has to carry a lot of responsibility. He has to seize any opportunity that he has in order for the business to keep running and leads his employees in order to provide a better service. The role of a disseminator is the least important but to Mr. W, it is moderately important as he tries to involve each and every employee under him in the industry. He knows each and every one of his employees and he maintains a personal and professional relationship with them.
Katz identified “those skills necessary for successful performance in managerial roles” (Peterson & Fleet, 2004). There are 3 important skills that every managers should have; technical, human and conceptual. The importances of these skills are determined by the level of managers. Technical skills are needed most for first-line managers, conceptual skills are needed for top-level managers and human skills are needed for all level of managers. Mr. W’s answer is consistent with Katz’s theory as he rated human and conceptual as 5 and technical as 3. Technical skill is somewhat important in his line of work. He has the basics and it is good enough for him but he ensures his employees have a good grip of using the machineries and the computers. As he is the MD of the company, conceptual skill is very important to him as he is responsible for visualizing and initiating ideas to improve the company. He brainstorms...
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