Managerial Jobs Are the Same at All Levels of an Organization: Debate

To be efficient and effective in management, certain tasks must be performed by all managers. Managers must be able to plan, organize, lead, and control. Manager’s tasks are important no matter the level of the manager. Managers must be able to use and improve these skills depending on their position within the organization.

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

Mintzberg, a management researcher, studied actual managers at work. He brought out 3 management roles: interpersonal roles, information roles, decisional roles. Especially interpersonal roles are quite similar as Katz’s human skills. Mintzberg’s interpersonal roles include figurehead role which is about greeting visitors, signing legal documents; leader role which is related to performing virtually all activities that involve subordinates; liaison role which is about acknowledging mail, doing external work and performing other activities that involve outside the

According to our text, Henry Mintzberg created three managerial roles. These roles include interpersonal, information, and decisions roles. The interpersonal role requires a figurehead, leader, and a liaison. Informational roles require monitor, disseminator, and a spokesperson. Or in other words, informational roles involve "collecting, receiving, and disseminating information" (Pg 11). Decision roles need an entrepreneur, disturbance handler, resource allocator, and negotiators. According to Mintzberg, decisional roles should involve thinking and doing.

An organization’s management roles can be quite different and diverse, depending on the industry, its culture and the ultimate goals of the organization. Managers on different levels of an organization play several roles and exercise multiple skills as they effectively and efficiently, integrate the work of people through planning, organizing, leading and controlling. Historically, there are three key management viewpoints: classical, behavioral and quantitative. To be an exceptional manager, it is essential to embrace a viewpoint

Top Managers after the board of director. The top managers which is composed of the chief executive officer (CEO), chief operating officer (COO), chief financial officer (CFO), chief information officer (CIO), president and vice president. Top managers are responsible to be a good planner as they have to make decisions that will affect the entirety of the corporation. They will identify the goals for the organization and direct the middle manager, first-line managers and workers to work hard and achieve the goals.

Through studies that included more than just observational activities, such as Williams (1956) and Hemphill (1959), it has been shown that managers at all levels undertake planning, co-ordination, control, and problem solving activities (Carrol and Gillen, 1987, p. 40). Through studies into effectiveness of managers it was found that the amount of time chief executive spent in organizational planning was directly related to the firm¡¯s profitability (Carrol and Gillen, 1987, p. 42). Studies into the work practices of a foreman at the General Electric Company found that foreman with higher production records spent more time in long range planning and organizing than foreman with lower production records (Carrol and

Robbins (2001) wrote, "Mintzberg (1973) concluded that managers perform 10 different, highly interrelated roles, or sets of behaviors attributable to their jobs. These 10 roles are primarily concerned with interpersonal relationships, the transfer of information, and decision-making."

First-line manager – often called supervisors; responsible for daily supervision of the non-managerial employees who perform many of the specific activities necessary to produce goods and services; these managers work in all departments or functions of an organization;

Top- or higher-level managers typically need to be proficient in planning and organizing. First- or lower-level managers usually must have strong leadership proficiency to be able to encourage, supervise and direct employees; they must also ensure desired outcomes are achieved, that is, they must be adept at controlling. Middle-level managers are commonly required to have the skills of lower- level managers but typically do not use them as frequently as first-level managers. They should also have some proficiency in planning and organization but normally not as high a degree as higher-level managers (Ardichvili et al., 2012; Yukl,

The role of managers within any company is immense since their responsibility is to correctly organize the flow of business. However, to be able to handle those responsibilities, the managers need to develop managerial expertise that would help to deal with the growing critical duties. However, it often happens that they have to face those responsibilities with no substantial preparation due to their initial specialist expertise rather than managerial (Rees & Porter, 2015). In regard to this, the concept of managerial escalator provides an explanation of the process of specialists becoming managers. This process involves combining specialist and managerial responsibilities after promotion of a specialist to a higher position and delivering additional duties. Thus, workers often observe an escalator-type progress of a specialist turning into a manager.

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.

Schermerhorn (2015) found based on Fayol’s findings that managers of different levels are given the task of carrying out management functions such as planning, organising, leading and controlling.Cunningham (1979) believed that this was the perception a manager had regarding his job and that the effectiveness of a manager inculcating this in his work is the

In this essay, I am going to investigate how influential management differs from authoritative management and the variations in the effect they have on the performance of the staff, and thus the success (or lack of it) in both the short and long run. I will attempt to also see if there’s a relationship between those being managed in different ways furthering their skillsets and opportunities for promotions.

“In short, managers have subordinates, while leaders have followers, “(Jacobs, 62). Power, authority, and formal decision making are all correlated with management. Managers are much more focused on production and meeting the bottom line, yet leaders are more concerned with the people in the organization and the overall moral. End of the quarter deadlines, fiscal year review, and profits for the year are all directly fixed associations with managers,