Management
The Manager's Basic Responsibility
It has been said that the manager's most basic responsibility is to focus people toward performance of work activities to achieve desired outcomes. Is this a true statement? Certainly, it describes part of the manager's role and that part of the manager's role is a significant one. However, focusing people towards the performance of work activities is only part of the manager's role and may not be the most crucial part. A manager might have other responsibilities that are more basic and more essential to their role. At the same time, this description of the manager's role may actually undermine the manager's ability to perform their job effectively. These issues will now be considered further.
Management is defined as "the attainment of organisational goals in an effective and efficient manner through planning, organising, leading, and controlling organisational resources" (Daft 1997, p. 8). This definition includes four functions of management. One of these functions is leadership, which is defined as "the use of influence to motivate employees to achieve organisational goals" (Daft 1997, p. 10). If it is recalled that the manager's most basic responsibility has been described as being "to focus people toward performance of work activities to achieve desired outcome," it can be seen that this description of the manager's responsibility describes the function of leadership. This illustrates that the basic responsibility described is really only focusing on one aspect of the manager's job. While Mintzberg (1975) refutes the four functions of management, he did make a similar conclusion about the manager's job. Mintzberg (1975) studied five CEOs and described what managers do based on three observed roles. These included the interpersonal roles of figurehead, leader, and liaison; the informational roles of monitor, disseminator, and spokesperson; and the decision-making roles of entrepreneur, resource allocator, disturbance handler, and negotiator. While the roles described are different than in the management functions approach, a major similarity exists in that the manager's role is recognised as involving a diverse range of duties. Like in the management functions approach, there are some roles that relates to focusing people toward work activities. However, there are also other functions that are just as crucial to the...
Management Responsibility and Accountability Define Accountability and Responsibility The positions assumed by workers imply a responsibility to complete particular functions associated with those positions. A number of studies have described the term responsibility, when employed in company affairs, as referring to an area of obligation or perhaps duty designated to an individual because of the dynamics of the individual's position, function, or perhaps job. Responsibility might therefore be viewed as being a
36). The "differential piece rate" was intended to eliminate this problem, and it meant substituting piece rates for day rates. This led to new problems, for "when the piece rate increased daily earnings, the rates were reduced" (Wrege & Greenwood, 1991, p. 39). Taylor found a way to address this problem, though it took many years to implement the two steps involved: 1) give each workman each day in advance
"Cancellation, in particular, can have a profound and lasting affect on the organization and its employees." (Hormozi, 2000) Interdependence of Department in Organization The following statement is an excerpt from the work entitled "Knowledge Worker Team Effectiveness: The Role of Autonomy, interdependence, team development, and contextual support variables" written by Brian D. Janz, Jason a. Colquitt, Raymond a. Noe: Those studies that have examined teams of knowledge workers have employed samples of
"The most important issues which have to be addressed here are precise monitoring (diagnosis) of current results and their comparison with what has been planned. Effective managerial control must always be followed by feedback for correcting initial plans " (http://www.bashedu.ru/konkurs/ibatullina/eng/function.htm). The observation of the way in which people within an organization behave is of extreme importance. But leaders and managers obtain feedback not just from observations, but directly from people.
Integrating Total Quality Environmental Management Systems - a Critical Study of TQEM Relevance of TQM to Environmental Management Scope of Dissertation Moving from Reactive to Proactive Management Understanding TQM in Relation to TQEM History of TQM Operation of TQM Quality and Environmental Management Standards Environmental Management Systems Weaknesses of EMS Standards Total Quality Environmental Management Comparing ISO 9000 and ISO 14000 Integrating the ISO 14000 Environmental Management System Demographics Impact of certification on economic and ecological performances Research Design and Nature Integrating a Sustainable EMS with
Managing Diversity and Equal Opportunity With the turn of the 21st century, a dramatic increase is being witnessed in the international flow of labor with repercussion for domestic labor supply and management. The native, racial and emigre mixture of the employees is predominantly important for the workplace. The importance of this domestic cultural multiplicity in the labor force, highlighted by worldwide influences and necessities, has lately encouraged the researchers to focus
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