ROLE AND WORK OF MANAGERS
Managers are responsible for the success or failure of businesses and organizations. Managers receive recognition and other rewards when a business meets its goals. They also are held accountable when goals are not met. People who want to experience the risks and rewards of leading a business often become managers.
Who Is a Manager?Management is the process of accomplishing the goals of an organization through the effective use of people and other resources. Managers make things happen in businesses. The entrepreneur who develops the idea for a new business is a manager. The top executive of a multi-million dollar business who must make the final decision on a plan to enter a new international market is a manager. Supervisors with responsibility for the work of a small number of employees are managers, as are vice presidents with hundreds of employees reporting to them.
What Do Managers Do?Every manager has specific job duties, but all managers must complete similar activities no matter what the size or type of organization. Managers' work can be organized within five functions: planning, organizing, staffing, implementing, and controlling.
Managers are responsible for the success or failure of businesses and organizations. Managers receive recognition and other rewards when a business meets its goals. They also are held accountable when goals are not met. People who want to experience the risks and rewards of leading a business often become managers.
Who Is a Manager?Management is the process of accomplishing the goals of an organization through the effective use of people and other resources. Managers make things happen in businesses. The entrepreneur who develops the idea for a new business is a manager. The top executive of a multi-million dollar business who must make the final decision on a plan to enter a new international market is a manager. Supervisors with responsibility for the work of a small number of employees are managers, as are vice presidents with hundreds of employees reporting to them.
What Do Managers Do?Every manager has specific job duties, but all managers must complete similar activities no matter what the size or type of organization. Managers' work can be organized within five functions: planning, organizing, staffing, implementing, and controlling.
- Planning involves analyzing information, setting goals, and making decisions about what needs to be done.
- Organizing means identifying and arranging the work and resources needed to achieve the goals that have been set.
- Staffing includes all of the activities involved in obtaining, preparing, and compensating the people who work for a business.
- Implementing is the effort to direct and lead people to accomplish the planned work of the organization.
- Controlling determines to what extent the business is accomplishing the goals it set out to reach in the planning stage.
- Large businesses and organizations have many managers. Responsibilities for specific management functions are assigned to each manager. Often, due to the size of a business, several managers may have responsibilities within just one of the functions. If a business is owned by more than one person, the management functions are usually divided among the owners based on the type of work each enjoys and does well. In a new small business, the owner usually is responsible for all of the management functions. As the business grows, other employees will be moved into management positions. They will be assigned one or more of the management functions to complete.
Managing a business or even a part of a business can be a very complex process. Managers must make decisions, solve problems, respond to competition, and develop new strategies. Decisions made to complete one management function often affect other functions. The efforts of each manager impact the work of others. Effective managers motivate employees to do their best work. They also use the money and other resources of the business wisely. Successful businesses must have managers who are able to complete each of the management functions well.
MANAGEMENT LEVELS
Unless a business is very small, there will be several managers with responsibilities for the success of the business. Every manager devotes some time to each of the management functions and has authority over other people and their work. Not every manager gives the same amount of attention and time to each of the functions. Most organizations have three levels of managers—executives, middle managers and supervisors.
long-term direction and plans. They are held accountable for the profitability and success of the business. Job titles of executives include chief executive officer, president, chief operating officer, and vice president.
Executives spend most of their time on planning and controlling activities. They study the economy and competition. They approve all major business decisions and expenditures. Executives are responsible for the work of all other managers and employees.
Middle ManagementMiddle managers are specialists with responsibilities for specific parts of a company's operations. Examples of middle management jobs are marketing manager, information technology manager, customer service manager, operations manager, and human resources manager. Middle managers work with the company's business plan once it has been approved by executives and develop specific plans for their part of the business. They must coordinate their work with other managers. Much of their time is devoted to the organizing, staffing, and implementing functions.
SupervisorsSupervisors are the first level of management in a business. They are responsible for the day-to-day work of a small group of employees. They help employees plan their work and monitor their activities and results. They make sure that needed resources are available and used wisely. Supervisors must evaluate the quality of the work of their employees and help to solve problems that occur in their area. Supervisors spend most of their time implementing the plans of executives and middle managers. They may have non-management duties in addition to their management work.
Management by OthersEmployees who are not managers may complete work that seems to be a part of one of the management functions. Employees plan and organize their work. They might take part in hiring and training new employees. They may evaluate the quality of the work they complete. However, managers are responsible for the work of others and have authority over those employees. Without that authority and responsibility, the work of an employee is not considered management.
Some experienced employees are asked to serve as leaders in their work group. They may lead a project or oversee the work of a new employee.
Many companies organize employees into work teams. Those teams have both authority and responsibility for much of their work. The team meets to make plans, determine how work will be completed, and divide the work among the team members. The team is responsible for meeting objectives and may even have some say about their budget. Work teams still report to a manager and can ask for assistance when needed.
Both work group leaders and employee teams complete a limited number of management activities. Both situations are effective ways for employees to develop experience with management activities. They can help to develop the skills needed by managers and increase their interest in a management career.
MANAGEMENT LEVELS
Unless a business is very small, there will be several managers with responsibilities for the success of the business. Every manager devotes some time to each of the management functions and has authority over other people and their work. Not every manager gives the same amount of attention and time to each of the functions. Most organizations have three levels of managers—executives, middle managers and supervisors.
long-term direction and plans. They are held accountable for the profitability and success of the business. Job titles of executives include chief executive officer, president, chief operating officer, and vice president.
Executives spend most of their time on planning and controlling activities. They study the economy and competition. They approve all major business decisions and expenditures. Executives are responsible for the work of all other managers and employees.
Middle ManagementMiddle managers are specialists with responsibilities for specific parts of a company's operations. Examples of middle management jobs are marketing manager, information technology manager, customer service manager, operations manager, and human resources manager. Middle managers work with the company's business plan once it has been approved by executives and develop specific plans for their part of the business. They must coordinate their work with other managers. Much of their time is devoted to the organizing, staffing, and implementing functions.
SupervisorsSupervisors are the first level of management in a business. They are responsible for the day-to-day work of a small group of employees. They help employees plan their work and monitor their activities and results. They make sure that needed resources are available and used wisely. Supervisors must evaluate the quality of the work of their employees and help to solve problems that occur in their area. Supervisors spend most of their time implementing the plans of executives and middle managers. They may have non-management duties in addition to their management work.
Management by OthersEmployees who are not managers may complete work that seems to be a part of one of the management functions. Employees plan and organize their work. They might take part in hiring and training new employees. They may evaluate the quality of the work they complete. However, managers are responsible for the work of others and have authority over those employees. Without that authority and responsibility, the work of an employee is not considered management.
Some experienced employees are asked to serve as leaders in their work group. They may lead a project or oversee the work of a new employee.
Many companies organize employees into work teams. Those teams have both authority and responsibility for much of their work. The team meets to make plans, determine how work will be completed, and divide the work among the team members. The team is responsible for meeting objectives and may even have some say about their budget. Work teams still report to a manager and can ask for assistance when needed.
Both work group leaders and employee teams complete a limited number of management activities. Both situations are effective ways for employees to develop experience with management activities. They can help to develop the skills needed by managers and increase their interest in a management career.
MANAGEMENT STYLESManaging a group of people can be a difficult job. Mangers must often get people with different backgrounds, personalities, and experience to work well together. Have you been a part of an athletic team or musical group? If so, you can remember how hard it was at first to coordinate the talents of each group member so the team or group performed well.
Managers approach the task of directing a group in different ways based on their management style. Management style is the way a manager works with and involves employees. Two very different styles often used by managers are tactical management and strategic management.
Sometimes a management style is chosen based on the characteristics of the employees being managed. At other times, the choice is based on the work assignment. Figure 7-1 describes situations where each style will be more effective. Experienced and effective managers can change their management style. It should be based on the urgency of the work to be done and the confidence the manager has in the employees.
Tactical Management Sometimes managers are faced with a crisis. They feel they don't have time to let the group decide how to complete the task. In other situations, a manager may be working with a group of new employees or may have work for which the members have no previous experience. In those situations, the manager should use tactical management. Tactical management is a style in which the manager is more directive and
controlling. The manager will make the major decisions and stay in close contact with employees while they work to make sure the work is done well.
Strategic Management When a group of employees is experienced and works well together, a manager does not have to be as directive and controlling. If there is enough time to bring a team together to help plan a work assignment, team members will often prefer being involved in the decision-making process. These are examples of the use of strategic management. Strategic management is a style in which managers are more collaborative and involve employees in decision making. A manager using a strategic style expects employees to work without direct supervision and will seek their input on important decisions.
Mixed Management Which of the two management styles would you prefer if you were an employee? If you were a manager, which of the styles would you use? Everyone will not answer these two questions the same way. In the past, many managers believed they needed to use the tactical style of management. They believed they needed to be directive and controlling in order to make sure that work was completed. Some employees became frustrated when they felt their manager did not trust them. Some employees prefer that the manager make day-to-day decisions. Other employees are not experienced enough to work without close supervision. As a result, effective managers are prepared to use both styles. The combined use of tactical and strategic management is known as mixed management .
Managers approach the task of directing a group in different ways based on their management style. Management style is the way a manager works with and involves employees. Two very different styles often used by managers are tactical management and strategic management.
Sometimes a management style is chosen based on the characteristics of the employees being managed. At other times, the choice is based on the work assignment. Figure 7-1 describes situations where each style will be more effective. Experienced and effective managers can change their management style. It should be based on the urgency of the work to be done and the confidence the manager has in the employees.
Tactical Management Sometimes managers are faced with a crisis. They feel they don't have time to let the group decide how to complete the task. In other situations, a manager may be working with a group of new employees or may have work for which the members have no previous experience. In those situations, the manager should use tactical management. Tactical management is a style in which the manager is more directive and
controlling. The manager will make the major decisions and stay in close contact with employees while they work to make sure the work is done well.
Strategic Management When a group of employees is experienced and works well together, a manager does not have to be as directive and controlling. If there is enough time to bring a team together to help plan a work assignment, team members will often prefer being involved in the decision-making process. These are examples of the use of strategic management. Strategic management is a style in which managers are more collaborative and involve employees in decision making. A manager using a strategic style expects employees to work without direct supervision and will seek their input on important decisions.
Mixed Management Which of the two management styles would you prefer if you were an employee? If you were a manager, which of the styles would you use? Everyone will not answer these two questions the same way. In the past, many managers believed they needed to use the tactical style of management. They believed they needed to be directive and controlling in order to make sure that work was completed. Some employees became frustrated when they felt their manager did not trust them. Some employees prefer that the manager make day-to-day decisions. Other employees are not experienced enough to work without close supervision. As a result, effective managers are prepared to use both styles. The combined use of tactical and strategic management is known as mixed management .