Managers Role in Sustaining Success

Manager’s Role in Sustaining Success
Manager’s Role in Sustaining Success
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.
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
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
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).
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
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).
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
experience in managerial work and understand how to cope up with issues that arise in the
managerial job.
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).
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.
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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