Understanding The Management Role Essays

Wednesday, March 02, 2022 2:29:44 AM

Understanding The Management Role Essays

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Mintzberg's Managerial Roles

It requires the manager to determine the way he or she will divide resources and organize employees according to the plan. In organizing the manager needs to find out different tasks and ensures to assign the correct number of employees who will carry out the plan Hamidovic, The manager also will need to assign authority, delegate work, and give direction so that the teams of sales work respectively towards a large number of sales without encountering barriers. It's the third step in management which involves the informal and social sources of influence which are used in inspiring action.

In this step the manager takes time in Continue reading this essay Continue reading. Toggle navigation MegaEssays. Saved Essays. Topics in Paper. Example Essays. Understanding the Functions of Management. Continue reading this essay Continue reading Page 1 of 3. Next Page. They deal with processing purchase invoices and other administrative tasks. There is a strong emphasis upon teamwork within the department dealing with finance.

The ethos is one of understanding how decisions made by individuals form part of a much larger picture. This ethos of teamwork extends not just to our department, but is part of the overall organisational vision, which is predicated upon the notion that every one of us has a responsibility to society as a whole. WDP has a broadly hierarchical structure, that is it consists of several levels with fewer people at the higher levels holding more power, both in terms of authority over others and in terms of swaying decisions about the organisation.

At the top see illustration is the chair, working with the CEO and other directors. The CEO reports directly to the board, and in turn manages the Directors and Financial Controller of individual departments. There is then a layer of middle management, consisting of the directors of various departments within WDP. This layer is also known as the senior management team, and is made up of the HR director, Director of Operations and the Director of Development. Below this layer are individual managers. There may be more than one manager within a department.

Although lower levels are not shown on the diagram, they do exist, for example the administrative staff in the finance department. Lower organisational levels can concern themselves with day-to-day tasks, while long-term perspectives and strategy are decided by the board Dunnette et al As well as a division into hierarchical levels, WDP divides into different functional levels these are also shown in the diagram below : human resources handling recruitment, discipline, grievance and other aspects concerned with people as a strategic company asset, such as training and education , finance covering all aspects of finance , development future planning and ensuring plans are carried out as decided , and operations covering ongoing running of what we do as an organisation, smooth running of existing contracts and looking for new business opportunities.

Ideas about stakeholders originate in attempts to introduce ethical practices into business, and move focus away from shareholders. The stakeholders of any organisation are the set of people who are affected by, or who have an effect on, the organisation as it carries out its purpose s Visser et al WDP has a number of stakeholders, with different perspectives. What one group holds as the interests most important to them is not always shared by other groups. The main stakeholders of WDP are:.

Each group of stakeholders has a different set of interests, each of which impact on the organisation in different ways. Within each group, there may also be conflicting interests. Broadly, all employees and the board of WDP are committed to supporting people with addictions and helping them overcome them, but again there is a diversity of opinion here, with some employees wanting or expecting different things from WDP. Overall, WDP need to understand the differing viewpoints of stakeholders, and try to achieve a balance between them in addressing them.

In general, our service users are the priority, but it is also important to take the other positions into account. Problems arise when stakeholder perspectives are incompatible, for example we have had demands from the community to be less visible, as it is perceived that our presence impacts upon house values in the neighbourhood. Clearly, this is incompatible with our objective of supporting users. In cases like this there is a need for someone to take an overall perspective and decide which need overrides the other, then be able to explain this decision in a diplomatic way.

Management plays a big part at WDP in reaching organisational goals. I also take on some other managerial functions, for example honing office and organisational systems and feeding into board-level decisions, and helping people grow individually and as a team. It is possible to see an organisation in tiers: at the top are the highest levels of management. The concern at this level is the operation of the organisation overall.

At the lowest level, different sections of the organisation carry out their function for example, financial accounting and transactions for the finance department. Middle managers act as a buffer or co-ordinator between the two levels, managing entire departments and feeding into higher level decisions Hewison While I have some input into higher level decisions, I have a line manager, the Financial Manager, who performs the middle management function for my department.

In our organisation, middle managers are responsible for the overall efficient and correct running of their department, and for having input into organisational decisions at board level. Because of the ethos of the organisation, there is a strong focus upon taking the views of all employees into account when planning at board level, so the middle manager is also responsible for ensuring that the views of the staff she or he manages is fairly and fully represented, and also that board decisions are clearly fed back to staff. There are also issues of accountability. Middle managers are accountable for their entire department, to the CEO and board.

Personally, I am accountable to the Finance Controller, and the two Finance Assistants are accountable to me. I am responsible for all aspects of the day-to-day running of financial matters, and for feeding back to my line management other issues raised by the staff, for example working conditions, co-ordination of leave, training requirements and other issues. As a manager, like managers higher in the organisation, I am expected to lead both through directing others but particularly by example. Communication skills and interpersonal relationships play a particularly important part at WDP, perhaps because of the high emphasis placed upon teamwork and shared communication, but perhaps also because of the need to be particularly sensitive to our main client group, people with drug and alcohol problems.

Both areas can have negative and positive effects on managerial performance. In both these ways, good communication can help the manager understand his or her staff better, and this is a first step to getting more out of staff, through building a relationship of mutual trust and respect Templar Interpersonal relationships can also have a positive impact on managerial performance. WDP places a large emphasis upon teamwork, because everyone needs to be committed to our goals to make them a success. Therefore, there is also a big emphasis on people working well together. If the atmosphere in a division is positive, people are willing to help other colleagues out, for example covering for someone when they are ill, and being less resentful of others.

This impacts upon overall productivity. However, both communication and interpersonal relationships can have a negative impact upon managerial performance. On occasion, staff have become too close, for example entering into a romantic relationship which alienates other staff members, and creates a difficult atmosphere, particularly if one or both partners in the relationship are already in a formal relationship. This has made, in my experience, managing the situation extremely difficult, as the staff in question are reluctant to see the negative impact of their behaviour, and even more reluctant to end the work relationship. Poor communication can also have negative impacts upon productivity. Where channels of communication are blocked, for example where lower level staff feel unable to approach their line manager, this can lead to frustration and poorer in-work performance, as staff feel they lack the trust and support in which they work best.

I have also seen the effect of rumours about redundancy and the negative impact these can have on workplace performance. There is also what I see as a natural human tendency to keep information to oneself or share with one or two trusted others, which works against teamwork. Some employees are also more prone than others to gossip and manipulative behaviour. If such an individual is on the team, he or she needs careful management to mitigate the impact of these destructive behaviours.

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