Role of Management
Management is the process of setting and achieving the goals of the organization through the functions of management: planning, organizing, directing, and commanding. A manager is hired by the organization and is given formal authority to direct the activity of others in fulfilling organizational goals. Thus, leading is a major part of the manager’s job. Yet a manager must also, plan, organize and control. A leader can be a manager but a manager is not necessarily a leader. If a manager is able to influence people to achieve the goals of the organization, without using his or her formal authority to do so, then the manager is demonstrating leadership.
Generally speaking, leadership deals with the interpersonal aspects of a manager’s job, whereas planning, organizing, and controlling deal with the administrative aspects. Leadership deals with change, inspiration, motivation, and influence. Management deals more with carrying out organization’s goals and maintaining equilibrium.
The key point in differentiating between management and leadership is the idea that employees willingly follow leaders because they want to, not because they have to.
Leaders may not process the formal power to reward or sanction performance because leadership does not necessarily take place within the hierarchical structure of the organization. However, employees give the leader power by complying with what he or she requests. On the other hand, managers may have to rely on formal authority to get employees to achieve goals.
Role of management
Planning: Selecting objectives. Making strategies either for the organization or part of it
Organizing: making the structure, grouping tasks into jobs, delegating authority system of work.
Commanding: instructions are given. Manager has the authority and responsibility.
Coordinating: harmonizing the groups. Management reconciles differences in approach. Efforts and interests
Controlling: Benchmarking with the goals. Deviations are identified and corrected.
Communication: telling people about their goals and targets, telling managers about the work, filling in reports, writing memos, notes, giving feedback, building commitment.
Motivation: Dealing with staff problems, reporting to senior manager, motivating staff, applying discipline measures, helping staff to understand goals and training staff.
Peter Drucker argued that manager is indulged in economic performance. Management can justify his authority by economic results he produced.
Drucker grouped the work of the manager into five categories.
A) Setting objectives for the organization- managers decide the objective or quantify targets for objectives. Targets are communicated.
B) Organizing the work- work to be divided into jobs. Jobs are integrated into formal structure. People are selected for jobs.
C) Motivating employees and communicating information
D) The job of management
E) Developing people- Management develops individuals by giving feedback to them. Manager performs everything mentioned above. A good manager performs it in a good manner and vice versa
- Establish objectives of performance
- Analyze actual performance and compare with targets. Communicate the findings and compare with targets.
- Communicate the findings and significance.
Demands made on manager
- Be entrepreneurial and risk taking but don’t lose money
- Invest in future but keep profitable now
- Do everything you’re doing now but even better but spend more on communicating teams.
- Lead and direct but participate, listen and co-operate
- Work all hour but keep fit
- Be single minded in your commitment but be flexible and responsive.
– Khuram Munir
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