The Role of a Manager
The Role of a Manager:
A report that identifies appropriate theories and concepts regarding the role that a manager plays in the current business environment.
In order to identify the role of a manager we must first consider just what a manager is, and why they are needed. According to Crainer (cited in Management & organisational behaviour, 2010) managers are “creatures of the moment, perpetually immersed in the nitty-gritty of making things happen.” Similarly, Drucker (cited in Management & organisational behaviour, 2010) believes a manager to be “someone who achieves objective effectively and efficiently” and therefore “a life giving element of the business”. In plain English, a manager is the person who ensures that essential tasks are completed, and that they are completed in the most efficient way possible. And as for why a manager is needed? Simply a manager is needed to control and push the business, thus achieving the basic purposes of the organisation while maintaining financial stability.
The role of a manager can be defined in two ways, firstly by the particular tasks that the manager performs out of necessity and secondly by the skills and characteristics that the manager utilises when carrying out these tasks.
The list of main activities performed by a manager is a well discussed topic. According to Fayol (cited in Management & organisational behaviour, 2010), the main activities are planning, organising, command, co-ordination, and control. Brech (cited in Management & organisational behaviour, 2010) agrees with Fayol with regard to planning, co-ordination and control, but also believes motivation to be a key factor. I would argue that Fayol’s “command” and “organising” are equivalent to Brech’s “motivation”, as both are centred on getting the best from your staff. We shall therefore be utilising Brech’s planning, co-ordination, control and motivation as a focus for the key tasks executed by a manager.
Mintzberg (cited in Core management for HR
A report that identifies appropriate theories and concepts regarding the role that a manager plays in the current business environment.
In order to identify the role of a manager we must first consider just what a manager is, and why they are needed. According to Crainer (cited in Management & organisational behaviour, 2010) managers are “creatures of the moment, perpetually immersed in the nitty-gritty of making things happen.” Similarly, Drucker (cited in Management & organisational behaviour, 2010) believes a manager to be “someone who achieves objective effectively and efficiently” and therefore “a life giving element of the business”. In plain English, a manager is the person who ensures that essential tasks are completed, and that they are completed in the most efficient way possible. And as for why a manager is needed? Simply a manager is needed to control and push the business, thus achieving the basic purposes of the organisation while maintaining financial stability.
The role of a manager can be defined in two ways, firstly by the particular tasks that the manager performs out of necessity and secondly by the skills and characteristics that the manager utilises when carrying out these tasks.
The list of main activities performed by a manager is a well discussed topic. According to Fayol (cited in Management & organisational behaviour, 2010), the main activities are planning, organising, command, co-ordination, and control. Brech (cited in Management & organisational behaviour, 2010) agrees with Fayol with regard to planning, co-ordination and control, but also believes motivation to be a key factor. I would argue that Fayol’s “command” and “organising” are equivalent to Brech’s “motivation”, as both are centred on getting the best from your staff. We shall therefore be utilising Brech’s planning, co-ordination, control and motivation as a focus for the key tasks executed by a manager.
Mintzberg (cited in Core management for HR
References: Martin, J., 2001, Organizational behaviour, 2nd edition. London: Thompson Learning Mullins, L.J., 2010, Management & Organisational behaviour, 9th edition Weightman, J., 2004, Managing people, 2nd edition. London: Chartered Institute of Personnel and Development Winfield, P.W.; Bishop, R.; Porter, K., 2000, Core management for HR students and practitioners