The Role of the Manager
The Role of the Manager
MGT/521 - Management
October 13, 2014
The Role of the Manager
Managers are involved in many discrete business functions. The functional areas of business are defined as Management, Law, Human Resource Management, Leadership, Accounting, Finance, Economics, Research and Statistics, Operations Management, Marketing, and Strategic Planning (University of Phoenix, n.d.).
Good managers are doers, thinkers, and leaders. According to Hutt & Speh, “Good managers, in the end, are essentially scorekeepers” (2007, pg. 76). Managers coordinate and oversee a project or work of others to work efficiently toward a common goal. Managers make effective use of initiating, planning, executing, and monitoring. Good managers are excellent collaborators and effectively get work done. Their influence is vital to any business.
The manager 's role in business law is important because it is their duty to protect the interest of the company they manage. There may be investors, creditors, and many other stakeholders, all of which will have a vested interest in the business 's operation. A manager warrants that the business is operating in compliance with all applicable governing body regulations. Non-disclosure agreements, intellectual property agreements, data licenses, and contractual obligations need to be administered and protected. A manager plays a large role to resolve conflicts and ensures the information is being handled appropriately.
Managers participate in human resource management throughout the project lifecycle. In addition to hiring and training, employee 's roles and responsibilities need clearly defined. This includes any risk assistance, quality control, and work packages. It 's important to know what skillset you have on a team, what other skills are needed, when and to whom they are expected to report, and what meetings to attend. It is also important to note at what phase you need to add resources and phases to
MGT/521 - Management
October 13, 2014
The Role of the Manager
Managers are involved in many discrete business functions. The functional areas of business are defined as Management, Law, Human Resource Management, Leadership, Accounting, Finance, Economics, Research and Statistics, Operations Management, Marketing, and Strategic Planning (University of Phoenix, n.d.).
Good managers are doers, thinkers, and leaders. According to Hutt & Speh, “Good managers, in the end, are essentially scorekeepers” (2007, pg. 76). Managers coordinate and oversee a project or work of others to work efficiently toward a common goal. Managers make effective use of initiating, planning, executing, and monitoring. Good managers are excellent collaborators and effectively get work done. Their influence is vital to any business.
The manager 's role in business law is important because it is their duty to protect the interest of the company they manage. There may be investors, creditors, and many other stakeholders, all of which will have a vested interest in the business 's operation. A manager warrants that the business is operating in compliance with all applicable governing body regulations. Non-disclosure agreements, intellectual property agreements, data licenses, and contractual obligations need to be administered and protected. A manager plays a large role to resolve conflicts and ensures the information is being handled appropriately.
Managers participate in human resource management throughout the project lifecycle. In addition to hiring and training, employee 's roles and responsibilities need clearly defined. This includes any risk assistance, quality control, and work packages. It 's important to know what skillset you have on a team, what other skills are needed, when and to whom they are expected to report, and what meetings to attend. It is also important to note at what phase you need to add resources and phases to
References: Coder, L., & Spiller, M. (2013). Leadership Education and Gender Roles: Think Manager, Think"?". Academy of Educational Leadership Journal, 17(3), 21-51. Gosling, J., & Mintzberg, H. (2003, November). The Five Minds of a Manager. Retrieved from http://hbr.org/2003/11/the-five-minds-of-a-manager Hutt, M. D., & Speh, T. W. (2007). Undergraduate Education: The Implications of Cross-Functional Relationships in Business Marketing–The Skills of High-Performing Managers. Journal of Business-to-Business Marketing, 14(1), 75-94. doi:10.1300/J033v14n01_08 Ramon, S. R. (2009). Middle Managers ' Involvement In Strategic Planning: An Examination Of Roles And Influencing Factors. Journal of General Management, 34(3), 57-74. University of Phoenix (n.d.). MBA Overview [Audio podcast]. Retrieved from http://ecampus.phoenix.edu/secure/aapd/SB/MGT521/JSRadialMenu/index.html