The Importance Of A Manager

Learning Outcome / Section 1: Understand the specific responsibilities of middle managers in enabling an organisation to achieve its goals

A couple of questions were asked to the manager and he answered them one by one accordingly. All of a sudden he begins to express his feelings of how we would like for us to act, saying things like, “Act like you all have some type of manners”. I am listening to him and then he just says

The next morning, I woke up at 9:30am to prepare myself for my second day at McDonalds. I got dress into my uniform and jumped into the car to go to work. I arrived at McDonald and noticed that it was very busy inside. As I walked in, I was automatically being placed on front counter to take order but I was very nervous to take order because I didn’t know how to take them. My manager taught me how to take the order and after a while I began to start taking orders without any help. Everything was going great until one customer came into store with complaint. I politely asked if he needed help, then angrily started yell at me about his order being incorrect. The man even started to blame me for incorrectly bagging his food. His yelling was so loud that my manager and even customer had to calm him down and escort him out of the store. At the end of shift, I talked to manager and told her that I wanted quit because the customer made me so upset and embarrassed. She told me quitting would be the wrong option and she told me that her and the other managers liked me working there.

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.

Understand the specific responsibilities of middle managers in enabling and organisation to achieve its goals

To start at the very beginning, I have always had this certain manager that i could never really get along with workwise. Her name was Melissa and she was a corporate trained manager, making her more official and strict then the other managers and always going “by the books”. She was a short, long grey haired women that always wore these glasses that made her look like an old scary librarian. She had the nickname “monster mo” among the employees at the store for a reason. It was a fact known

I haven't had much jobs but one manager in particular who stands out Joe from Foot Locker. At that time was the store manager and I was hired in the year 2015. I started work and everything seemed fine but then the manger left and Joe came as the replacement and it all came crumbling down. Just the whole atmosphere and mood changed when Joe became store manager. He was very aggressive and rude for no reason not only to me but to all the employees. I also sometimes felt like he singled me out, for example I went and used the staff washroom which was located in the lower level and when I came back up he came up to me and in front of everyone (staff and customers) with an aggressive tone told me to use the washroom upstairs which was for costumers.

Mindset can be described as “the ideas and attitudes with which a person approaches a situation… (Dictionary, n.d.).” A manger and a leader is very similar and can be confusing.

As Regional Director for Happy Face Frozen Foods (HFFF), I hold a great responsibility to meet sales projection levels at each of my sales districts. Hitting goal is not just a numbers game- it’s a task of managing people within the culture of the organization. My ultimate goal for District IV and district manager Tony’s performance

Right as I turned around to greet her, she slammed an album down onto the counter and started yelling at me. She was complaining about how terrible the engraving and store service were, and demanding a full refund. All the while I stood there terrified, with no idea what to do and no one to ask for help, because Susan was in the back. Before she was even done, thankfully, Susan came out, apologized for the inconvenience, and gave her a full refund. She told me to take five and not to worry about engraving today. The rest of the day, all I did was work on my sales skills and help put out inventory.

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 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.

I had never had a run in with any of my managers previously, but did not feel particular close to one manager. His style was cold and to flat out tell you what to do while picking favorites with some of the employees who had been at the location for a while. One particular day, the store was mobbed and I was trying to keep up with folding clothes and telling customers about the deals available at the moment. One of my co-workers came over to me and said that my manager said he was “going to run me over” and that I needed to hurry up in what I was doing. He felt that I was moving slow and not getting enough of my tasks done according to his standards. The manager never said anything directly to me and I never approached him or my co-worker about it after the incident. After it happened, I became very uncomfortable and insecure in my quality of work. I felt that when I came into work, I was more of a hindrance than any actual help. About a week or two after the incident happened I put in my 2 week notice and left. Since then, I still avoid the store because I see the manager working, which is sad because I enjoyed working there and loved the clothing.

No program ever aimed for failure and with each methodology we saw different pitfalls but when it comes to success all boils down to the planning.  With waterfall, projects failed because they did way too much planning. Agile projects fail because they do way to less planning. Yes, projects fail when you don’t plan. I believe it is important to have goals and to understand planning at each stage, because that allows for opportunities to create more value, and that implies success. We recently worked with one of our clients to productize a new way for their customers to interact with the services they provide. We began with ballpark solution design, estimates, and plans on how product teams could bring this to customers. We knew there were

Explain the functions, roles, and activities of managers. Research two companies within the last 3-years, not described in the book, and discuss what managerial characteristics were essential to lead change.