Complexity of Management Essay

1881 Words8 Pages
Complexity of Management
To manage can be defined in several ways however according to The Concise Oxford Dictionary Ninth Edition "To organise, regulate, be in charge of an organisation, team etc.; to succeed in achieving; to meet one's needs with limited resources." Although the fundamentals of management stay the same throughout different industries, different sizes of organisations and different levels of management there are variations in the roles played by managers. These variations are determined by the differences in the environment and the differences in the challenges presented to managers in their individual sectors. The roles of managers, complexity of the managerial role, and the significance of managers to
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The disseminator, which is very similar to the liaising officer, is where the manager transfers relevant information to people within the organisation. Relaying information to others outside the organisation is where the manager is playing the role of the spokesperson. Typically, the decisional roles are derived from the manager's informational role. The roles of entrepreneur, disturbance handler, resource allocator and negotiator all largely relate to decision making. The role of the entrepreneur is where the manager takes on a sales perspective by thinking of the future by means of creating new ideas, products and services. The second role being the disturbance handler is not instigated by the manager but by another individual or group. In this role the manager deals with problems such as strikes, copyright infringements and customer complaints. How the resources are distributed in the organisation is where the manager is playing the resource allocation role. The negotiating role is where the manager negotiates with other groups or organisations as a representative of the company. On the contrary, negotiations may also take place within the company such as mediating a dispute between two employees. For example the entrepreneur of today, according to (Leontiades,1986, p 120) was formed in the 1950's and 1960's where leaders typically ran one – man shows hence they built sprawling
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