Functions, Roles, And Activities Of Managers

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

Management is the process of getting things done, effectively and efficiently, through and with other people (Robbins, DeCenzo & Coulter, 2015). The functions of a manager are defined primarily as planning, organizing, leading and controlling. This paper will discuss these functions, their importance and benefits.

As a large multinational, Unilever recognises the importance of its employees and their influential impact on business success, which has become even more crucial in a faster-changing working environment, in which higher flexibility and

Managers perform many functions and play many roles. They are responsible for handling many situations and these situations are usually different from one another.

The world of business has undergone radical and dramatic changes in the last decade changes that present extraordinary challenges for the contemporary manager. A manager is an organizational member who is responsible for planning, organizing, leading, and controlling the activities of the organization so that the goals can be achieved. According to a widely referenced study by Henry Mintzberg, managers serve three primary roles: interpersonal, informational, and decision-making. Management is process of administrating and coordinating resources effectively and efficiently in an effort to achieve the goals of the organization.

The four functions of a manager are planning, organizing, leading, and controlling. These are key elements that managers must understand to run a successful organization. I will view each concept as well as their roles to acknowledge how these functions have been related to my personal experience in the work environment. Behind the scenes of a manager, they spend an equal amount of time planning so that he or she can successfully achieve the leading and controlling functions. These functions are standard for any industry that is striving to maintain a strong organization. While reviewing this paper, try to think of the four functions as a method that is established to build on each other. The four functions must be performed efficiently, and when done correctly, an organization will reap the accomplishments from a well-defined plan. My own experiences of how the four functions operate illustrates that each role requires a manager to devote time and patience in order to ensure that the main principles are achieved.

Managers are the driving forces of an organization they have five functions organizing, planning, staffing, directing and controlling. A manager role is to achieve effective utilization of resources in an organization. Managers have a major role in the decision making process, he has to know how to communicate in bring changes to an organization. He should be able to motivate as well as communicate with his employees. Mangers should be able to solve conflict between employees in to be able to come up with a solution to the problem. He should know that the organization

Great organizations are managed by people who have the necessary skills and attributes which allow them to connect with the organization and the people involved in the company. Managers must meet the many demands of performing their functions; managers assume multiple roles which include being a figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler,

The manager must be responsible for those under his direction. His duties include creating the environment in which the employees work. Provides incentives and motivation to keep employees productive. As a leader he reviews the

Such changes to a long standing large-scale company shows that the four management functions all would have been utilised. However we will look at the remaining two that have not been yet covered in the previous example; Planning and Leading.

The functions of a manager can be considered a circle of actions in which each component leads to the next (Liebler & McConnell, 2008, p. 52). The manager carries out activities in a complex unified manner. Gulick identified the traditional functions of a manager and Urwick based on the earlier work of Henri Fayol; the classic functions of a manager are planning, decision making, organizing, staffing, directing and controlling. Manager must continually establish and maintain internal and external organizational relationships to achieve an effective working rapport. They must monitor the organization’s environment to anticipate change and bring about the adaptive responses for the organization’s survival (Liebler & McConnell, 2008, p. 52).

Managers are paid to represent the owner with responsibilities to operate the business efficiently and to manage the employees effectively, in order to achieve the best profit and productive of the business. Since they are the agent of the owner and entitled with exclusive power – managerial prerogatives, they are playing an important role in managing all workplace assets. With appropriate uses of control and employees (Loudoun, McPhail & Wilkinson 2009) can be beneficial to facilitate the business operation as well as to achieve the best outcome for the business. Although

A manager has four principal functions or duties of management. These include; the process of planning, organizing and leading an organizations human, financial, material, and others resources to increase its effectiveness. (George & Jones, 2005)

I remember a conflict in which I were involved during my adult nursing II (med-surge) rotation at Northside Hospital. One of my colleague nurse student shared with me her concern about a procedure performed by her preceptor which was different than the procedure technique taught to us in class from the nursing book. She realized that the required steps were not fallowed, but she was afraid to make any comment to her preceptor because we were warned not to do so (conflict avoidance) by our instructor. It is something that create an intrapersonal conflict to the nursing students, because to maintain quality care is a professional responsibility and all nurses are obligated to report instances of clinical incompetence. Keeping in mind that patient care is the number one concern and meet the standard is mandatory and necessary (Yoder-Wise, 2015).

All managers plan, organize, lead and control, however, how they do these activities and how often they do them may vary according to their level in the organization, whether the organization is profit or not-for-profit and the size of the organization. There is a variety of approaches to describing what managers do (Kotter, 2008). The textbook centers around three approaches: functions, roles and skills/competencies.