Katz & Mintzberg

1634 WordsSep 22, 20087 Pages
Is the work of modern day management still comparable to the ideas, and structures created by management theorists of the past? Management functions, roles, and skills, have been labelled as the three distinctive categories to aid the job description of managers (Robbins, Bergman, Stagg & Coulter, 2006). The purpose of this essay is to identify the work that is required from a manager of today, and evaluate the comparisons with the characterisations created by past management researchers, and their approaches. It will compare, and identify the manager’s work with the human skills theory of Katz, and distinguish any relevant features detailed in Mintzberg’s management roles. Relevant material from Fayol and Taylor has also been considered,…show more content…
Negotiator role appears to be an important one, as it requires a great deal of detail and effort. Niewand’s involvement in important tenders with clients is of the upmost importance, displaying a show of unity to the customers, and trying to deliver extra services that may have been outside of the tender. As indicated by Mintzberg, the respective importance of each role, and the overall responsibility of managers, will differ according to the type of job and management level that they are working at (Carroll & Gillen, 1987). Management approaches from other theorists Niewand displayed the characteristics of another famous theorist, Henri Fayol. Mintzberg, and others, have criticised the work of Fayol, stating it to be outdated, and not relevant to modern day management (Lamond, 1998). Fayol’s functions have survived the harsh criticisms, still being published and presented as sound theory, many believe these functions ‘still represent the most useful way of conceptualising the manager’s job’ (Carroll & Gillen, 1937:38, as cited in Lamond, 1998). Fayol originally presented five functions, that were to cover all aspects of the work performed by managers: planning, organising, commanding, coordinating and controlling; these have been refined down to four fundamental functions: planning, organising, leading, and controlling (Robins et al., 2006). The planning function in Niewand’s work, involved the careful, and detailed drafting, of business plans;
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