Why Managers Are Responsible For Success

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Within the 21st century, managers have become a formidable presence in essentially any organisation’s day-to-day operations, often wielding tremendous influence and power. Seeing that managers possess such incisive authority, many believe that managers can therefore be significantly instrumental in cultivating success. Managers, in the main, are responsible for such accomplishments. However due to consistent changes within the socio-economic, cultural, technological and political environments, others often argue that external factors, outside the firm, often lead to a company’s success, inasmuch as managers may not always have a holistic control over company matters.
For example, within the realm of management, the aforementioned viewpoint, which reduces managerial responsibility, is known as the “symbolic perspective” and can be defined as: “The view that suggests that a manager’s ability to affect outcomes is influenced and constrained by external factors” (Robbins, Bergman, Stagg & Coulter, 2015).Such a perspective essentially implies that managers are rather a symbolic representation of influence and control and have a rather limited impact in changing organisational outcomes. The symbolic perspective therefore solely limits the roles of the manger to: trying to adapt, innovate, get rid of ambiguity and states that all individuals in managerial positions will habitually generate a misleading illusion of command and control through the implementation of plans,
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