Managers Role In Sustaining Success

Running head: MANAGER’S ROLE IN SUSTAINING SUCCESS 1

Manager’s Role in Sustaining Success

Name

Institution

MANAGER’S ROLE IN SUSTAINING SUCCESS 2

Manager’s Role in Sustaining Success

Introduction

Many people have perceived responsibilities of manager to be either positive or negative

(Lebas, 1995). Although, most of these people don't comprehend the full meaning of who a

manager is and what kind of roles one has to undertake to be referred to as a manager. Henry

Mintzberg outlines that some of the tasks managers perform include planning, organizing,

coordinating/controlling, budgeting, hiring, evaluating, and reporting and problem solving within

an organization. For this case, managers have to work for extra hours to ensure that the

mentioned roles are fulfilled. Therefore, this paper outlines the manager’s role in sustain success

of an organization.

Roles of managers

Sparrow (1999) states that managerial work calls for competence in a particular type of

agency one is managing, and the manager should have the ability to communicate well, be a

team builder, and make right decisions and production oriented. The manager has to possess the

skill that leads him/her to respect and incorporate persons with diverse perceptions of ideas in the

company. The managers enrich their feelings as well as those of other employees by creating a

good working environment that spreads enjoyment among workers as they execute their duties

(Lebas, 1995). They motivate their subordinates and create shared meaning and use intuition in

their service delivery. Managers are critical thinkers and discern on what adds value to the

organization and act as a leader who formulates new goals of the company and confident I

realization of their visions.

MANAGER’S ROLE IN SUSTAINING SUCCESS 3

Responsibilities of Managers

Apart from the roles, managers have specific responsibilities that he/she needs to

undertake for the effective running of management operations in the organization (Kotterman,

2006). Kotterman outlines that a manager plans, budgets and develops process steps for the

company. He/she sets timelines for the process, determines vision and goals, shows the neutral

attitude towards the determined vision and goals. The manager also develops that strategic plans

for the organization organizes staff members, maintain a structure of the management process

and delegates responsibilities, authority. He/ she establishes policy for the organization, develops

procedures to implement the vision and aligns the organization through well-organized

communication strategy for vision realization (Kotterman, 2006). Motivates, inspires and

energizes employees to overcome barriers. He/she identifies and solves problems whenever they

arise. He monitors results, takes a low-risk approach to problem-solving change, satisfies basic

human needs and takes high-risk approach outcome. Provides expected results consistently to

leadership and other stakeholders Promote useful and dramatic changes, such as new products or

approaches to improving labor relations (Goetsch et al., 2014)

Organizational Structure

Bureaucratic Structure

There are departments within an organization that carry out regulatory process and are

run differently but under one manager (Kotterman, 2006). Many organizations assume a

bureaucratic structure of management which authority is centralized in administrative bureaus.

Bureaucracy has a well-outlined division of labor, a centralized and hierarchical chain of

command from overall manager to other departmental leaders and communication process flows

from the top of the structure to the bottom (Goetsch et al., 2014). The bureaucratic system of

MANAGER’S ROLE IN SUSTAINING SUCCESS 4

governance is characterized by patriarchal contract, myopic self-interest, manipulative tactics

and dependency of the employees (Kotterman, 2006). Elements of behaviors of workers in the

bureaucratic structure include submission to the authority, denial of self-expression, and

sacrificial for the unidentified future rewards.

Entrepreneurial structure

This structure involves autonomy of employees and encourages employees to take

personal responsibilities to their assigned work and execute their roles as if the organization was

theirs (Kotterman, 2006). There is an element of enlightened self-interest, rewards are results of

undertaking the job with higher interest and anticipation. Excellent service to customers and

workers continue to learn as long as they are still part of the organization (Goetsch et al., 2014).

Authentic tactics are used where there is honest and open communication with all the company

stakeholders; there is no power hoarding or manipulative tactics as in bureaucratic structure.

Autonomy of employees; workers, focus on their duties and not their supervisors. This freedom

of employees reduces fear among the workers and ensures good time and energy available to

focus on what the organization needs (Kotterman, 2006). Bureaucratic structure of governance

represents the negative environment where workers fear the authority. The entrepreneurial

structure which is most appropriate is an excellent example of a favorable environment;

employees work as if the organization is theirs (Goetsch et al., 2014).

Communication and relationship building

Communication skills are an essential requirement in any managerial position.

Communication looks easier to some people, but it can be difficult when the manager is working

with unmotivated workers. To make communication process more comfortable to handle within

an organization, managers need to develop trust with their employees by establishing a good

MANAGER’S ROLE IN SUSTAINING SUCCESS 5

relationship between them and their subordinates. When the manager builds a trusting, open-

relationship, he/she can communicate easily with departmental leaders and subordinate members

of staff within the organization.

Leadership and Management

Leadership is needed in the management process, and a well-organized company should

have a mix of leaders and managers for it to succeed. (Capowski, 1994) Says that leaders should

have essential attributes that include vision, integrity, trust, selflessness, commitment, creative

capabilities, toughness, communication ability, risk-taking and visibility (Kotter, 2001). Kotter

(2001) is that Management is a process that is used by the organization to realize its goals and

objectives whereas managers are individuals to whom the managerial duty is allocated, and they

are believed to have the ability to achieve the desired goals through their key roles and

responsibilities (Weathersby, 1999).

Leadership and management based on the Total Quality Management and Excellent

Organization as explained by (Collins, 2001), follows a particular module of command and

control hierarchy, known as Level 5. There are also excellent business frameworks and

performance models that aid in proper lead management process. These models include EFQM

excellent model, balanced scorecard model, performance pyramid or ‘SMART’ system, and

performance prism (Capowski, 1994).

Professionalism

As seen earlier, leadership and management are mutual, and someone has to have

professional capabilities to manage their role. Elmuti et al. (2005) have simplified what is

generally required for the leader-manager position in an organization. First, they should possess

MANAGER’S ROLE IN SUSTAINING SUCCESS 6

fundamental knowledge and skills needed for leading and managing received under-recognized

learning programs. Secondly, they should understand directing and controlling management

process, and they should be action based people (Elmuti et al., 2005)

Issues in Manager’s Job; folklore and facts

Some myths have been developed about manager's job. These myths refer to a manager

as a reflective and systematic planner (Wood, 1991). In support of this statement, many

researchers have found out that managers work at an unrelenting pace and brevity characterizes

their activities. That the active manager has no regular duties to perform and managers are

always being told to spent time. The fact is that managerial work involves fulfilling some regular

responsibilities (Wood, 1991). Another issue is that a senior manager needs a negated

information but the reality is that managers engage in verbal media, telephone calls, and

meetings. Management is becoming a science and a profession although the fact is that managers

program to schedule time, process and research on managerial work information and make

decisions (Wood, 1991).

Conclusion

In conclusion, this paper has outlined a manager’s role in the sustaining success in a

company or an organization. For this to be true, then the manager needs to know his/her roles

and responsibilities well (Lebas, 1995). The manager should also choose what organizational

structure to use; that is either bureaucracy or entrepreneurial. Also, the manager should have

excellent communication skills and build a good relationship with the employees. Leadership

and management are also essential. Hence the manager should possess the needed skills in both

(Collins, 2001). Above all, the manager should have developed an excellent professional

MANAGER’S ROLE IN SUSTAINING SUCCESS 7

experience in managerial work and understand how to cope up with issues that arise in the

managerial job.

MANAGER’S ROLE IN SUSTAINING SUCCESS 8

References

Capowski, G. (1994). Anatomy of a leader: Where are the leaders of tomorrow? Management

Review, 83(3), 10.

Chomsky, N., & Collins, C. (2001). Beyond explanatory adequacy (Vol. 20, pp. 1-28).

MITWPL.

Elmuti, D., Abebe, M., & Nicolosi, M. (2005). An overview of strategic alliances between

universities and corporations. Journal of Workplace Learning, 17(1/2), 115-129.

Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper

Saddle River, NJ: Pearson.

Kotter, J. P. (2001). What do leaders do? Harvard business review, 79(11).

Kotterman, J. (2006). Leadership versus management: what's the difference? The Journal for

Quality and Participation, 29(2), 13.

Leavitt, H. J., & Bahrami, H. (1988). Managerial Psychology: Managing behavior in

organizations. Chicago, IL: University of Chicago Press.

Lebas, M. J. (1995). Performance measurement and performance management. International

journal of production economics, 41(1-3), 23-35.

Mintzberg, H. (1989). The structuring of organizations. In Readings in Strategic Management

(pp. 322-352). Palgrave, London.

Sparrow, P. (1999). Strategy and cognition: Understanding the role of management knowledge

structures, organizational memory, and information overload. Creativity and innovation

management, 8(2), 140-148.

Weathersby, G. B. (1999). Leadership vs. management. Management Review, 88(3), 5.

MANAGER’S ROLE IN SUSTAINING SUCCESS 9

Wood, D. J. (1991). Social issues in management: Theory and research in corporate social

performance. Journal of Management, 17(2), 383-406.

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