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The Reality of Management: Different Roles - Essay Example

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In the paper “The Reality of Management: Different Roles” the author goes through the basic concepts of management. According to Bertrand Russell management is “telling other people to do so” either in the form of an order or in the form of an advice"…
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The Reality of Management: Different Roles
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Download file to see previous pages In the beginning management was considered as a technical sort of activity in order to improve the performance and efficiency of the organization but recently the trends have changed now management is considered as a discrete activity or a process in order to achieve the organizational goals or objectives. Management is practiced in different ways i.e. their interpretation of demands and constraints related to them (Stewart 1985). The difference also depends upon cultural overlay or environment. Hales (1986) has observed the four different ways of management diversity and complexity. According to Heller (1985, 1995) management can’t be associated with one entity rather it is a bunch of different occupations and skills which are more context dependent. Mark Easterby-Smith (1986) presents management as that management looks easy but its not so rather it is complex, it requires to order and coordinate the work done by others and there is the need that managers also try to acquire the same order, involves complex sort of problems which can’t be solved with routine managerial processes, it requires managers must be well familiar about all the fragmented parts of the corporate office. The managerial activities are divided into planning/forecasting, organizing, motivating, controlling and developing. All these are at the level of abstraction but the real-time problems of management are far more complex. Different ethnographic studies are performed by the researchers in order to know the process the managers adapt to work. Management is a sort of cluster of different roles. Mintzberg (1973) suggested that there are ten managerial roles described under key roles like interpersonal, information-handling and decisional. On roles Rosemary Stewart (1985) is of the view that the managerial jobs are mostly associated with subjective and objective factors like contextual demand and the associated constraints i.e. what a manager can do using certain choices. Managerial processes are the most important factors in organizational management. Wrapp’s analysis (1967) about senior management is very impressive i.e. the senior managers have an abstract view of the organization, they are proactive and take problems seriously, and they lay the objectives of the organization, conceptualize the problems and try their best in organizational development. But on the other hand, Kotter (1982) is of the view that real managers don’t possess anything in their personalities as presented by Wrapp. The real managers present a very horrible picture of the management. Managers show authoritative attitude, lack skills, waste time and they are not well organized, systematic and strategic. So it seems impossible that there would be any sort of order in their personalities. Kotter has shown some sort of consistencies in managerial activities. Managers have to perform the two major functions i.e. firstly formation of agenda which shows objectives and future plans and secondly they have to establish good relationships with the people either in the organization or outside it. Many other writers are of the view that management is not associated with systems or practices and procedures rather it is associated with patterns of social interaction. Watson (2001) also says that management is a highly disorganized and messy discipline in real life human experience. According to Wrapp (1967) managers look more jugglers than the controllers of managerial functionality.  ...Download file to see next pagesRead More
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