Essay on The Work and Skills of Managers within the Organization

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The Work and Skills of Managers within the Organization


ABSTRACT

The aim of this essay is to investigate whether the work and skills of a manager are the same regardless of the level of their position within the organization. Through research conducted into three main theorists namely Henri Fayol, Henry Mintzberg and Robert L. Katz it is concluded that the core work functions a manager does are the same irrespective of position. The work roles in which a manager occupies within the organization are dependent upon the organization and their position within the organization. The skills that are needed by managers are universal to all managers but the composition of these skills is largely dependent upon the manager's position.
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9; Koontz, O¡¯Donnell, Weihrich, 1982, p. 27). Organizing is the part of management that involves arranging and co-ordinating work to achieve organisational goals (Robbins, et al., 2003, p. 9; Koontz, et al., 1982, p. 28). The manager must influence people so that they will work co-operatively and willingly to achieve these organisational goals, this is known as the leading function (Robbins, et al., 2003, p. 10; Koontz, et al., 1982, p. 29). Finally a manager must always control and monitor a subordinate¡¯s work this is the controlling function (Robbins, et al., 2003, p. 11; Koontz, et al., 1982, p. 29).

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…