Managers responsibility
Assignment 1 Man11 Mark Coughlan 19594135
The mangers most basic responsibility is to focus people toward performance of work activities to achieve desired outcomes.
A manager is someone who works with and through other people by co-ordinating their work activities to accomplish organisational goals. (Robbins, Stagg, Coulter, 2003, p.10) This definition states, the fundamental responsibility of a manager, is to accomplish the organisations objectives by 'getting things done through people'. There are however several ways of conceiving managerial responsibilities, as a 'manager' can be viewed from many different positions. Kontz (1999:179) argue that management is the process of setting and achieving goals through the execution of four basic management functions that utilize an organisation's resources. These functions are planning, organizing, directing, and controlling. Goshal and Bartel (1995:89) however argues that the responsibility of manager cannot be clearly defined as planning, organizing controlling etc, and are better described by looking at the managers responsibility in their working environment. According to Goshal and Bartel (1999:183), the responsibility of managers varies according to their level of status within the organisation and the skills required in performing managerial duties change accordingly. I will discuss that managerial work can be classified into both organizational levels, basic skills and the four management functions that lead to the fundamental responsibility of a manager, - to effectively accomplish organisational goals by focusing people toward performance of work activities. cofa far sefafaw orfa
Wood (1998:402) argue that the most important asset in effectively achieving desired oraganisational outcomes is people. It is argued that people are flexible, versatile, intelligent, durable and appreciate in value to the organisation through learning experiences. According to Wood, (1998: 397) the best way people can be used in
The mangers most basic responsibility is to focus people toward performance of work activities to achieve desired outcomes.
A manager is someone who works with and through other people by co-ordinating their work activities to accomplish organisational goals. (Robbins, Stagg, Coulter, 2003, p.10) This definition states, the fundamental responsibility of a manager, is to accomplish the organisations objectives by 'getting things done through people'. There are however several ways of conceiving managerial responsibilities, as a 'manager' can be viewed from many different positions. Kontz (1999:179) argue that management is the process of setting and achieving goals through the execution of four basic management functions that utilize an organisation's resources. These functions are planning, organizing, directing, and controlling. Goshal and Bartel (1995:89) however argues that the responsibility of manager cannot be clearly defined as planning, organizing controlling etc, and are better described by looking at the managers responsibility in their working environment. According to Goshal and Bartel (1999:183), the responsibility of managers varies according to their level of status within the organisation and the skills required in performing managerial duties change accordingly. I will discuss that managerial work can be classified into both organizational levels, basic skills and the four management functions that lead to the fundamental responsibility of a manager, - to effectively accomplish organisational goals by focusing people toward performance of work activities. cofa far sefafaw orfa
Wood (1998:402) argue that the most important asset in effectively achieving desired oraganisational outcomes is people. It is argued that people are flexible, versatile, intelligent, durable and appreciate in value to the organisation through learning experiences. According to Wood, (1998: 397) the best way people can be used in
References: . ddr seddddw ordd ddk i Ghoshal, S. and Bartlett, C. A. (1995), "Changing the Role of Top Management: Beyond Structure to Process", Harvard Business Review, p 86-94coec ecr Knouse, Stephen B. and Giacalone, Robert A. (1992), "Management Decision Making in Business: Employee Issues and Concerns." Journal of Business Ethics. 11 (51) pp.369 381. 6QbDHfKG ndd fodd dd! Kontz, H, (1999) 'The Management Theory jungle ', Journal of the Academy of Management, 4, p174 -188codc dcr sedcdcw ordc dck indc fodc dc. Robbins, S, Bergman, R., Stagg, I. & Coulter, M. 2003, Management 3rd edn, Pearson Education Australia, French Forest Wood, D. J. (1998), "Social Issues in Management: Theory and Research in Corporate Social Performance", Journal of Management 17(2), pp.383-406cocb cbr secbcbw orcb cbk incb focb cb. .