What General Managers Really Do

Topics: Management, Organization, Time management Pages: 5 (1599 words) Published: August 23, 2013
WHAT GENERAL MANAGERS REALLY DO
Assessment 1:Essay
by Louisa Cindy

General managers are top of employee, who hold major problems and play a big role behind the organization or business. Being a manager takes a great deal of hard work, leadership, and dedication. They have responsibilities to take control, motivate, and monitoring each part of the organization. The pressure of being a manager is not as easy as what people think, they tend to be efficient and effective in the same time. In an article in the Harvard Business Review, “What effective general managers really do”, (Kotter, 2000) examined the reality of what many managers really do that seems inefficient and contrasting what Henry Mintzberg has pointed out. He found out that their activities are mostly unplanned, sometimes seems to be unimportant and they do lots of conversations that unconnected with work and they do a lot of joking. They also seldom to tell people what to do, they prefer asking or suggesting.

This article also indicate that in the actual behavior manager “looks less systematic, more informal, less reflective, more reactive, less well organized, and more frivolous than a student of strategic planning systems, MIS, or organizational design would ever expect”, (Kotter, 20000, p.156). In the key points of this article Kotter shows the reader what manager responsibilities and how they working out with uncertainty, great diversity, and also how to getting works done through a large and diverse set of people. In simple form, manager need to develop networking, it is one of the processes that will establish the mutually beneficial relationship with people or potential customers or employee. They also need to work based on agenda, agenda it self is what activities to accomplish the organizational goals.

In this essay the writer think that the most essential tasks of a manager is to identify weakness, then set plans and try to achieve them in efficient and effective way while also being flexible with the changes happen in the society. When a manager can identify the organization weakness, manager knows the work field better so the manager can define the objective of the organizational goals and priorities. On the other hand, it is also help the manager to bring the company into the right direction. The writer also think that manager suppose to be a role model for the employee and they also need to comes with new ideas and concepts that will improve the quality of the organization or business. When a manager comes as an inspirational model, manager has power to affect the environment, it would help the manager easier to allocate the right resources and develop the employee’s work into optimum performance.

There are four major functions in the management process, planning, organizing, leading, and controlling.

First of all, planning is the base function of management; all managers at all levels should take part in planning. From the experts planning is defined as “Choosing a goal and developing a method of strategy to achieve that goal” (Williams & McWilliams, 2010, p.85). Planning is important because managers plan future ways where the organization or business will go, and what needs to be accomplished from the members to achieve the organizational goals and priorities. Planning helps the manager to analyze the environment and understanding better. There are few activities that indicate planning, such as making schedule and priorities of the day, think about what should organization do in the short or long term as what Richardson did. These examples of activities do not just affect the organization but also have affect on the whole society and environment. Managers need to prepare agenda for their job, “During their six months to a year in a new job, GMs usually spend considerable time establishing their agendas” (Kotter,2000,p.160). The agenda includes financing, product and market and also the organization completed with the goals...

References: Kotter, J.P. (1982). What Effective General Managers Really Do. Harvard Business Review.
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