РефератыИностранный языкDiDiscuss The Role Of Management As An

Discuss The Role Of Management As An

Integrating Activity Essay, Research Paper


There is no one definition for


the term management. However Fayol (1916) defined the term management as; ?To manage is to forecast and plan, to organise, to command, to co-ordinate


and to control.??Mc Ilwee.T and


Roberts I, (1991): p.g117Management is not


homogeneous and is undertaken at all levels of the organisation, as it is an


integrating activity. Managers have to manage in order to achieve the overall


objectives and strategy of the firm. All firms are seeking effective managers,


and the quality of management is a key element of business success. In this


assignment the responsibility of management is going to be addressed. Henri Fayol (1961)


introduced four managerial roles and these were planning, organising,


commanding. Co-ordinating and controlling. Organising- being


responsible four jobs and tasks being carried out by individuals. Commanding-


giving orders and instructions and expecting them to be carried out.


Co-ordinating- all activities are arranged and adjusted in time and situation


to ensure smooth running. Controlling- involves directing, inspecting and


regulating work. Planning- determines in advance what should be accomplished


and how it should be accomplished. (Bounds G, Yorks L, Adams M, Ranney G, 1994)However Fayol has been


criticised by Mintzberg as it provides only vague managerial objectives. As an


alternative Mintzberg proposes ten roles. Three ?interpersonal roles-figurehead (social activities), liaison


(communicating internally and externally),and leadership. Three informational


roles- monitor, disseminator (passing information to subordinates), spokesman


(passing information externally) and four decisional roles-entrepreneur (risk


taker), disturbance, handler, resource allocator and negotiator. The ten roles


mentioned are not easily isolated in practice but form an integrated whole. (Betts.P,


1989)An important and integral


part of management is the role of supervisors.?The supervisor is usually regarded as being the first of the management


hierarchy of an organisation. Although the role varies between organisations,


generally the supervisor is the management person most directly concerned with


the workforce and with whom they have the most contact.? ( Lewis R and


Trevitt R(1995): pg. 355)They have a prime


responsibility for seeking that others do work. At the authors par time job ?Boots


the Chemist? the supervisor constructs a rota, which entails what each employee


will be doing for the rest of the day at different times. For e.g. 9-10 chemist


counter 10-11 cash and wrap 11-12 break etc. It is the supervisor?s


responsibility that tasks are carried out. It is the employee?s duty to carry


out the task and the supervisor?s responsibility to make sure the tasks are carried


out. We also have job rotation therefore have a multi ?skilful workforce. As


the store is very busy and sometimes there is short of staff others can do the


job as they have been trained. It is important to have good teamwork. Group


work is also an important management activity. Group work would enable


employees to share ideas with others. However, group work is not always


effective if employees dislike one another of have conflicting opinions. Brech (1957) identifies four


main elements of management and these being planning, control, co-ordination


and motivation. Today motivation is an important management activity. I.e. ?getting


the members of the teams to pull their weight effectively.?(E.Brech, (1975): pg.


12) ?Whether of not workers carry out


tasks effectively will depend on the degree to which the manager motivates


them. As management is about getting things done it is therefore important to


motivate people so that tasks are carried out. In the authors part time job at ?Boots


the Chemist? employees receive performance-related bonus. Whether or not you


receive a bonus is dependent on the contribution made by an employee to the


success of the firm. Each employee?s performance is monitored every week. Employees


at the firm were also asked to sign a contract saying that if any time is taken


of work during the Christmas period they will not be entitled to pay rise or Christmas


bonus. This has been newly introduced to avoid absenteeism, as the Christmas


period is the firm?s busiest period. In the eyes of the author this approach is


going to be very successful and that employees are going to be motivated to


work hard and attend work. Taylor had a very simplistic view of what motivated


people at work-money. Taylor however overlooked that people also work for other


reasons other than money. An alternative view to that of Taylor comes from


Herbery. ??Needs such as achievement and recognition are positive motivators


whilst others such as pay and working conditions, can determine if they are


satisfactory, but will not motivate positively for long if they are satisfying?


(Litterer J (1978): p.g65)An alternative view to


motivation comes from Mc Gregory?s theory X and Y. In theory X managers tend to


dislike their subordinates, they believe employees do not really enjoy their


work and need to be controlled. Whereas theory Y employees do enjoy work and


they want to contribute to ideas and effort. A theory Y manager is therefore


more likely to involve employees in decisions and give them more


responsibility. The way in which managers view their employees will reflect


their management style. The management style will also depend on a number of


factors i.e. personality of manger and workers and the nature of the task. The


way in which the manager deals with its colleagues will have a real impact on


their motivation and how effectively they work. The degree to which workers


need to be motivated will depend on the organisational structure. (Mullins. L


/>

1999)At any level in the


organisation it is unlikely that management will be able to cope adequately


with all aspects of their job on their own. ?Delegation exists because no one person can effectively control all the


functions of a large business. A manager delegates certain powers to subordinates.?


(Floyd. D (1994): p.g75)To function efficiently they must


delegate. Management is about getting work done through other people, this


entails delegation. Delegation is one of the most powerful management skills.


It is the process by which authority to make specific decisions are given to


lower level management. Is involves subordinates making decisions. At ?Boots


the Chemist? some subordinates are given the authority to do exchanges and


refunds. Some are also given the authority to open the counter cache this is


where all the notes in excess of the working float are placed. However at times


the counter cache does get blocked and we can inform those subordinates who are


authorised to open the counter cache. It is very useful as most of the time the


supervisor is not on the shop floor and therefore can get the subordinates who


are authorised to do the refunds of exchanges. This would not only maintain


good customer service but would also allow the supervisor to be doing other


things. ??It is important that the manager chooses the right subordinates to


whom to delegate authority and responsibility and therefore should be able to


allocate important aspects of their jobs to subordinates. The limitation with


delegation is the delegator might be unwilling to delegate tasks to subordinates.Good communication is vital


in organisations and lies at the heart of effective management. ?Effective communication is essential for organisations without it employees


do not know what to do, how to do it or when to do it by? (Marcouse. I, Gillespile. A,


Martin. B, Surridge. M, Wall. N, (1999): pg. 242)If there is Communication at all


levels employee would feel part of the company and will then in return


contribute more. ?People need to know


their targets what they are doing right and areas, which they need improving


on. At ?Boots the Chemist?, every 6 months the employees have to review their


contracts with their supervisor. Here employees concern is discussed as well as


targets, their performance and areas, which they can improve on. This enables staff


to know how well they are doing and what is expected from them. This is also


more likely to produce a much more focused and committed workforce. We also


have staff meetings here managers are able to inform staff of new developments,


listen to staff views, answer questions and provide feedback. There is also a


staff notice board where notices relating to staff can be put up. This is a


good means of getting information to staff in the store.Likert (1961) identifies a


four- fold model of management systems. Explotitive-very little teamwork or


communication and responsibility centred at the top of the hierarchy.


Benevolent- limited teamwork or communication, responsibility at management


level but not lower down. Consultative- fair degree of teamwork and


communication, responsibility spread more widely. Participative- higher degree


of teamwork and communication and responsibility widespread through out all


levels. This model can be related to Mc Gregors X and Y theory. Explotitive and


Benevolent can be related to Mc Gregors theory X and Participative can be


corresponded to theory Y. The culture of the organisation will also effect the


management. The organisations culture is expressed in the way that people who


make up the organisation act. (Mullines. L, 1999) ?If employees have theory X expectations and managers expect theory Y


attitudes the results are delegation and involvement is likely to produce poor


quality output and misdirection effort.? (Floyd D (1994): pg. 125)There can be potential


problems when both employees and managers have a different set of beliefs or


expectations. In conclusion, there are numerous


definitions of management. The role of management is primarily dependent on the


management style adopted and the culture of the organisation as well as its aims


and objectives. All firms are seeking good management, as it would effect the success


of the business. The effectiveness of management can be measured against level


of staff turnover and absenteeism. References 1. Mc


Ilwee, T, Roberts, I. (1991).Human Resourse Management 2. Litterer,


A. (1978). An introduction to management 3. Mullins,


L. (1999). Management and organisational behaviour 4. Floyd,


D.(1994). A Level Business Studies 5. Lewis,


R, Trevitt, R.(1995) GNVQ Advanced Business 6. Marcouse,


I, Gillespie A, Martin, B, Surridge, M, Wall, N.(1999). Business Studies 7. Brech,


E(1975). The Principles and Practice of Management 8. Fearns,


P. (1980).Business Studies an integrated approachBibliography 1. Litterer,


A. (1978). An introduction to management 2. Mullins,


L. (1999). Management and organisational behaviour 3. Floyd,


D.(1994). A Level Business Studies 4. Bounds,


G, Yorks, L, Adams, M, Ranney, G.(1994). Total Quality Management 5. Lewis,


R, Trevitt, R.(1995) GNVQ Advanced Business 6. Marcouse,


I, Gillespie A, Martin, B, Surridge, M, Wall, N.(1999). Business Studies 7. Betts,


P.(1989). Supervisory Studies 8. Brech,


E(1975). The Principles and Practice of Management 9. Makin,


P, Cooper, C, Cox, C.(1994) Managing people at work 10.Bolton,


W.(1986). Supervisory Management 11.Armstronge,


M(1990) Management Processes And Functions 12.Evenden,


R, Anderson, G (1992). Making The Most Of ?People 13.Drucker,


P(1977). People And Performance 14.Fearns,


P (1980) Business Studies an integrated approach 15.Sisson,


K (1989) Personnel management in Britain

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