The Main Roles and Responsibilities of Middle Managers - Essay Example

8. According to the article, "What Middle Managers Do" by Morgan, et.al. Will be attached to you, what are the main roles and responsibilities of middle managers in complex public organizations? (Morgan et.al, 2013) in their piece entitled “What Middle Managers Do” engages the reader into a discussion of two distinct functions that middle managers are expected to perform. The first is declared as an acceptable service definition. In most cases, from upper management to the middle managers the task is to delineate, define, and actuate. In such circumstances the onus falls upon the middle management. The distinctive role of middle management is such that these otherwise nebulous ideas are converted into more meaningful ones which would enable the organizations reaching up to the desired objectives in a more delineated manner. A secondary function of middle management that Morgan et al discusses is with regard to definition of making the delivery of public services accountable. Irrespective of a single policy, or task assigned, the expectation is that they will fulfill the task in letter and spirit of utmost professionalism. Often, the need for this accountability is felt in situations where the plan is questioned and upper management must definitively prove that the approach that was engaged was both meaningful and effective in a number of different areas. Broadly, the middle managers in large organizations perform the following roles: (1) Interpret and represent their work units interest; (2) Provide or secure assistance; (3) Establish organizational relationships; (4) Leverage others time. In short, the middle management serves to holding the apex of management in balance in the organization and core operating workforce. More often, the top management may not be able to reach out to the subordinates. The middle managers play a great role in assisting the management with running the organization such that efficiency and effectiveness of the firm can be achieved. Middle management plays a role towards true representation of the company objectives. They also help to convey the needs of the employees to the senior management such that they can be dealt with in order to satisfy them. This helps motivating the employees. Therefore, the middle managers act as a go between to bridge this gap that may exist such that the efforts of all employees are coordinated towards the attainment of the desired goals and objectives in the organization. To a larger extent, it can be seen that the middle managers play a pivotal role in the operations of a large organization. In case of large sized unit, it may not be easy for senior management to manage all the activities, therefore the realization to delegate some management roles to middle managers for accountability and quality service delivery. The middle managers help minimizing the chances of bureaucracy in the organization where it may end up being dysfunctional. This the presence and maintenance of middle management within the organization is as essential as the existence of organization itself. 12. Per Ian Chaston, in his book: "Public Sector Management, Mission Impossible", Chapter 7, What is "SWOT" analysis, how does it lead to four different organizational strategies, and how are its weaknesses overcome through its modified "TOWS" approach? SWOT is acronym for strength, weaknesses, opportunities, and threats. By focusing on the relevant aspects of what defines these metrics, the analysts come to a more informed understanding of what changes need to be affected in order to accomplish a given set of goals. Furthermore, the modified approach to the SWOT analysis that is thus far been defined is provided to the reader in terms of a “TOWS” analysis. The acronyms are the same and the TOWS analysis refers to threats, opportunities, weaknesses, and strengths. The underlying rationale for turning the analysis is based upon the fact that by first understanding that the rest opportunities and weaknesses, the individual or group of individuals is more likely to be able to draw effective inference. The major difference between the two fall within the frame of working. One works for the purpose of internal functioning, the second for purpose of external audit, scrutiny and secure operations. This particular approach has been leveraged within a litany of organizations as a function of improving upon the overall approach and providing stakeholders with a more actionable plan for the way in which they can immediately issues and strengthen the benefits that they already exhibit (Chaston, 2011). Comparing the two, it can be easily deduced that TOWS specifically focus on external environmental factors that may affect the operations of the organization. Particular focus is put on leveraging on the opportunities that exist for the organization. With further aims of seeking to eliminate the threats that can affect the operations of the company in any given way possible. External factors in the environment affect the operations of the company in many ways. This impacts the overall situation of the company as a result more vigorous scanning is desired. Each of these is designated for the function of bringing about improvement in the organization. Weakness within is an opportunity. Thereby SWOT analysis serves as tool of betterment and improvement within the organization. Skill and technique development for its effective usage can allow more concentrated output performance and delivery functions. Understanding both the internal variables and external is imperative for the incumbent organizational unit. The TOWS approach enables the organization focusing on the goals. By virtue of eliminating the weakness that may exist in the environment, the organization is better positioned to capitalize on its strengths such that it can achieve its goals. The role expectations of the members of the organization can also be defined clearly. SWOT enables better understanding of the Dos and Don’ts. Expertise can be assigned for this purpose to establish a better and comprehensive understanding of the each. References: Chaston, D. I. (2011). Public Sector Management: Mission Impossible? Palgrave Macmillan. Morgan, D., Bacon, K. G., Bunch, R., & Deis, R. (2013). What Middle Managers Do in Local Government: Stewardship of the Public Trust and the Limits of Reinventing Government. Wiley- American Society for Public Administration. Read More