Evaluation of Managerial Works - Essay Example

Evaluation of Managerial Works Table of Contents Table of Contents 2 Introduction 3 Research by Melville Dalton 3 Vertical cliques 3 Horizontal cliques 4 Random clique 4 Analysis of Dalton’s research 4 Research by Henri Fayol 5 Key responsibilities of management 5 Key actions of management 7 Analysis of Fayol’s research 8 Research by Henry Mintzberg 8 Cognitive roles of management 8 Information-driven roles of management 9 Social roles of management 10 Analysis of Mintzberg’s research 10 Conclusion 11 Experiences of working in the project team 11 Reference List 12 Introduction Managerial works have received significant attention from various researchers in the last few decades. Several eminent theorists have sought out to assess and comprehend the duties and functions carried out by an organisation’s managerial executives. These research works have been conducted using diverse approaches, methodologies and tools. As a result, each independent research has suggested different theoretical models for understanding managerial work, based on the findings. The purpose of this report is to critically evaluate the research works by three of the most important theorists of the field, Melville Dalton, Henri Fayol and Henry Mintzberg. Research by Melville Dalton For the purpose of understanding managerial works, Melville Dalton studied the duties and responsibilities fulfilled by the managers at Milo Fractionating Center, a factory hailing from the Midwestern region of US and specialising in industrial chemicals. He proposed a theoretical model based on cliques, referring to small, distinctive categories of people that relate to each other, in terms of mutual objectives, goals and aspirations. The three cliques proposed by Dalton are (Dalton, Men Who Manage: Fusions of Feeling and Theory in Administration, p. 59): Vertical cliques Vertical cliques are generally found in one particular functional unit of an organisation. They can further be classified as: 1. Vertical Parasitic Clique A vertical parasitic clique is formed on the basis of ancestral connections and past acquaintances. In this clique, a hierarchically junior member enjoys a degree of superiority or control over others belonging to the same rank, merely by having connections to a hierarchically senior member of the same unit. This seems unfair and unjustified to other members of the same rank and results in lack of faith and confidence among the unit. It also results in erosion in the power of the senior member. 2. Vertical Symbiotic Clique A symbiotic relationship is said to be one, where two parties achieve their individual goals, by assisting each other through their shortcomings. In the vertical symbiotic clique, a hierarchically senior member of the same unit assists and defends the subordinates by masking their mistakes, blunders and faults. On the other hand, the subordinates assist the senior by providing him all sorts of information that pose risks to his/her managerial rank, such as, negative rumours and internal developments. Horizontal cliques Horizontal cliques are often found overlapping divisional confines of an organisation. They can further be classified as: 1. Horizontal Aggressive Clique A horizontal aggressive clique is formed on the basis of the shared desire to bring about changes in an organisation that are advantageous to all the individuals of the clique. Such an association is directed at initiating specific reforms in the organisation and usually survives for a short period of time. 2. Horizontal Defensive Clique A horizontal defensive clique is formed when multiple unit members of similar hierarchical position are faced with common risks, emergencies, grievances or perils. Such an association is directed at resolving the emergencies and usually survives for a short period of time. Random clique A random clique is an association of members that hail from multiple functional units and hierarchical positions of an organisation. Hence, such a clique cannot be assessed exclusively, in terms of hierarchy or divisional confines. Random clique is not directed at maintaining symbiotic relationships, initiating better reforms or resolving emergencies, but simply for building non-official interpersonal relationships. The individuals in a random clique may or may not belong to vertical or horizontal cliques. In general, random clique lasts longer than other cliques, due to its non-materialistic nature. Analysis of Dalton’s research Melville Dalton provides a distinctive view on managerial functions and assesses the internal politics of an organisation. His approach unearths the activities that are beyond the formal stipulations for managers. The research portrays a parallel corporate system that one does not formally encounter; and explains the way in which external non-official arrangements influence and shape the official duties and responsibilities performed by the management of an organisation. At the core of Dalton’s findings lie the mental and emotional pressures encountered by managers while fulfilling their duties and responsibilities. Such pressures may either be due to an individual’s subjective view on the expectations of others from him/her, amidst an unfriendly corporate environment; or due to the restrictive and hierarchical reporting structure of the organisation (Willmott, ‘Studying Managerial Work: A Critique And A Proposal’, p. 252; Hales, ‘What Do Managers Do? Critical Review of The Evidence’, p. 88-115). Research by Henri Fayol For the purpose of understanding managerial works, Henri Fayol drew knowledge from his own job stint and also, studied the duties and responsibilities fulfilled by his associate contemporaries in the same organisation. In 1916, Fayol proposed a doctrine of fourteen inherent responsibilities and a five-point theoretical model of key actions, both of which are to be abided by the management of any organisation (Fells, ‘Fayol stands the test of time’, p. 345; J.C. Wood & M.C. Wood, Henri Fayol: Critical Evaluations in Business and Management, p. 2; Fayol, Industrial and General Administration, p. 2) Key responsibilities of management The key responsibilities of management stipulated by Fayol are: 1. Distribution of duties It states that the management should sensibly allocate and distribute different tasks and duties to different employees of the organisation. This would help bring individualised attention to each task and prevent employees from putting some of them at the bottom of priority lists. 2. Influence It states that the members at hierarchically senior positions in an organisation should exert their influence in a responsible manner and provide direction to the workforce. 3. Protocol adherence It states that employees of an organisation should adhere to the official protocol, failing which they should be penalised in a way that does not evoke resentment. 4. Single authority It states that employees of a specific division should be led by a single senior. 5. Single goal It states that an organisation should not falter and get trapped between divergent aspirations and goals. 6. Business goals over individual goals It states that individual aspirations of employees should not hinder in attaining objectives for the organisation. 7. Emolument It states that the emolument designed for an employee should regard factors such as, the skill of the employee, talent pool for the job and rising commodity prices. 8. Centralised power It states that management may either enhance or reduce the powers of a second-in- command, depending on the organisation and its policies. 9. Chain of command It states that an organisation should delegate power and responsibilities to executives, based on their precedence in the organisational hierarchy. Also, executives at the lower tier of command should routinely update executives at the higher tier, regarding daily operations. 10. Harmony It states that an organisation should provide a neat, organised and orderly environment to employees for ensuring smooth and efficient work process. 11. Equality It states that all the people in an organisation should enjoy equality and juniors should not be exploited or abused by seniors. 12. Talent It states that an organisation should hire talented employees and prevent attrition. 13. Proactive It states that an organisation should support all its employees to be proactive and take self-directed initiatives. 14. Cordiality It states that an organisation should ensure that all employees maintain cordial relationships and collaborate in the spirit of the organisational goals. Key actions of management 1. Coordinating It refers to combining the various functions, actions and works of the organisation to achieve a smooth, integrated business process. This can be attained by bringing coordination between related divisions such as, procurement and manufacturing as well as by conducting conferences between heads of different divisions. 2. Planning It refers to devising objectives and business frameworks, distributing responsibilities among employees, equipping the organisation sufficiently to face future challenges by sensing potential risks and preparing action plans and assuring that each employee justly completes his/her specific responsibilities. 3. Controlling It refers to actions such as, identifying process lags, mistakes and faults, which may pose a setback to an organisation’s performance. It also refers to setting-up a system to collect opinions and suggestions from workers, which can be integrated to improve the organisation. 4. Organising It refers to actions such as, acquisition and scientific distribution of raw materials, finance and employees among the various business divisions. It also pertains to attaining an efficient reporting structure and sensible line of authority by merging similar divisions. 5. Commanding It refers to the tasks such as, properly articulating the organisation’s goals, morals, desirables, principles and values to the work force. Besides that, it concerns clearing expectations from each employee and providing them with apt motivation to help them fulfil the expectations. Analysis of Fayol’s research Fayol provides a conclusive view of the formal structures, duties and responsibilities that the management of an organisation is required to perform. In the current business environment, where flatter organisational hierarchy is increasingly becoming the norm, Fayol’s research reinforces the fact that there must be an authoritative aspect to managers, who should responsibly guide the employees of an organisation. Research by Henry Mintzberg For the purpose of understanding managerial works, Henry Mintzberg conducted an in-depth study of the superficial and actual merits and virtues of managers, belonging to different organisations. Based on his research, Mintzberg put forward ten key managerial roles that are evident in the day-to-day running of an organisation, grouped under cognitive, information-driven and social roles (Mintzberg, ‘The Manager’s Job: Folklore and Fact’, p. 249-270; Chris Javis, “Mintzberg: The Managerial Roles”). Cognitive roles of management 1. Associative It states that managers should act as a vital link and facilitate deals to take place, tasks to be completed on time and business operations to run smoothly. It is also the duty of the managers to bypass through stumbling blocks of the organisation such as, workers strikes and other instances of non-cooperation, in a responsible and timely fashion. 2. Disruption management Under this capacity, managers should expand their scope of work to include disruption management, whereby they should be able to resolve disruptions in the organisation’s business process, such as, severe financial crunch, loss of brand equity and termination of important contracts. They must make sure that all the organisational units are running at optimum potential at all times. 3. Entrepreneurship It states that managers of an organisation should step into the shoes of an entrepreneur and develop critical thinking abilities, improve the organisation’s productivity, equip the organisation sufficiently to face future challenges by sensing potential risks and preparing action plans as well as drive dynamism and innovation by effectively harnessing inventive ideas that originate among the managers, market or employees. 4. Resource distribution Under this capacity, managers should be able to correctly distribute resources among the various functional units of an organisation, since every organisation suffers from resource constraints. Some of the valuable resources to a division may include raw materials, finance, and talented workers. The time dedicated by a manager for distribution to each division is also an important resource and thus, must be efficiently allotted. Information-driven roles of management 1. Delegation It states that managers should serve as delegates of the company, engaging in exchange of information with the customers, division workers, hierarchical seniors, board members and all other stakeholders of an organisation. Since the character of an organisation is built on its management, the managers have the duty of maintaining dignity and a good civic image. 2. Circulation Under this capacity, managers should circulate important information, picked up from various sources, among their juniors to help them possess knowledge that they would otherwise not have had. Circulation of such information may result in benefiting juniors and the organisation as a whole. Common mediums of circulation include business meetings, circulars, e-mails and official conferences. 3. Screening It states that managers should harbour a keen interest in screening all sorts of information, from both formal and informal sources, such as, official meetings, corporate partners, seminars, casual unofficial conversations and rumours. Information can also be collected from newspapers, editorials and internet. Screening enables managers to learn important developments that can be used for the benefit of the organisation. Social roles of management 1. Leader Under this capacity, managers are accountable for the actions of the people who they lead. Hence, they are expected to impart sufficient training, skills development and support to the employees. They are also expected to induce employees to give their best at work. Lastly, the managers should spot shortcomings of an employee and provide corrective measures. 2. Intermediary It states that managers not only maintain relationship with their team members, but also engage in cross-divisional communication with individuals of similar rank within the organisation. They may even engage in communication with individuals outside the organisation, who are important in the business process. 3. Figurehead Under this capacity, managers are expected to fulfil non-managerial roles as part of the position they hold, such as, launching public events, attending ceremonies on behalf of the organisation and representing the organisation in official events and social causes. Managers are also required to engage in activities such as, respecting invitations from junior workers in their personal celebrations. Analysis of Mintzberg’s research Mintzberg’s research describes the fulfilment of managerial works under four distinct, apparent factors. He demonstrates that managerial works vary not only based on the individual characteristics of a manager, but also on other factors such as, the work atmosphere, tasks to be done and specific circumstances. His recognition of the effect of interpersonal relationships on managerial works is of critical importance (Willmott, ‘Studying Managerial Work: A Critique and A Proposal’, p. 249-270; Hales, ‘What Do Managers Do? Critical Review of the Evidence’, p. 88-115). Conclusion After analysing the research works of three eminent theorists, Melville Dalton, Henri Fayol and Henry Mintzberg, the report finds that the managerial responsibilities and tasks, performed everyday in an organisation, do not rely on one specific factor. Instead they depend on a number of factors such as, the skills and competence of a manager; colleagues, peers and subordinates around him/her; stipulated functions explicitly stated by the organisation; required functions, besides the regular operations; emotional and mental perceptions of the manager; relationships with others at work; and the rank attained in the organisational hierarchy (Watson, ‘The Emergent Manager And Process Of Management Pre-Learning’, p. 221-235; Sims, ‘The Formation of Top Managers: a Discourse Analysis of Five Managerial Autobiographies’, p. 57-68). Experiences of working in the project team We had been asked to collaborate and prepare a power point presentation and a formal report. The power point was prepared on the essential characteristics that managers should ideally possess. On the other hand, this report has been prepared as an evaluation of different theories regarding managerial works. The only hindrance encountered was a member of our team, who was generally absent from our project meetings and failed to participate equally. However, we have successfully overcome the problem through our combined efforts. Overall, I had a great experience of working with the entire team and every individual has worked very hard to make this project a success. Reference List Chris Javis, 2005. Mintzberg: The Managerial Roles. http://alpha.nyit.edu/som/faculty/khoo/Summer2_2009/MIST740/MintzbergDecisionalRolesNotes.htm. Dalton, M. Men Who Manage: Fusions of Feeling and Theory in Administration. (New York: Wiley, 1959). Fayol, H. Industrial and General Administration. (Paris: Dunod, 1916). Fells, M.J. ‘Fayol stands the test of time’, Journal of Management History, 6(8), 2000, p. 345-360. Hales, C.P. ‘What Do Managers Do? Critical Review of the Evidence’, Journal of Management Studies, 23(1), 1986, p. 88-115. Mintzberg, H. ‘The Manager’s Job: Folklore and Fact’, Harvard Business Review, 1990, p. 249-270. Sims, D.B.P. ‘The Formation of Top Managers: a Discourse Analysis of Five Managerial Autobiographies’, British Journal of Management, 1993, p. 57-68. Watson, T.J. ‘The Emergent Manager and Process of Management Pre-Learning’, Sage Publications, 32(2), p. 221-235. Willmott, H. ‘Studying Managerial Work: A Critique And A Proposal’, Journal of Management Studies, 24(3), 1987, p. 249-271. Wood, J.C. & Wood, M.C., 2002. Henri Fayol: Critical Evaluations in Business and Management. (Oxford: Taylor & Francis, 2002). Read More