Research Approaches about the Managerial Roles and Responsibilities - Coursework Example

Management Introduction The study is based on the discussion of various research approaches about the managerial roles and responsibilities. The managerial work includes different roles in an organisation such as planning, organising, leadership and controlling. Various researches have proposed different ideas about the roles of managers in the organisation. To describe the managerial work, different researchers have concluded that the job of managers revolve around interpersonal, decisional and informational role in the organisation (Mintzberg, 1971). These researches are important to understand the proper managerial task as per the requirement of the organisation. The discussion has emphasised on the strength and weaknesses of these researches. The study has also discussed various researches on teamwork. Research on teamwork describes the effect of team on the performance of the organisation. It has also described the strength of team work in an organisation and the effect of leadership in the teamwork. Therefore, the study has elaborated the effect of the researches on teamwork to structure the research of the managerial work. Researches on managerial work A number of researches have emerged to describe the characteristics of top management team in the strategic decision of an organisation. The strategic decision of an organisation includes various analytical process and formal planning which help managers to establish long term objectives (Willmott, 1987). Various researchers have proven that most of the managers work in an unrelenting way. They have also shown that managerial work is dependent collecting aggregated information through informal media of communication such as oral communication, meetings and telephonic calls. These researches have concluded that the managerial activities in an organisation are very much result oriented (Willmott, 1987). Different studies have mentioned that the role of managers is highly dependent on the relationship between the superiors and the subordinates. These researches have conveyed that one of the important parts of managerial work in an organisation is to strengthen the relation between the different levels of managers and subordinates (Stewart, 1982). Research views have proven that leadership competencies are necessary for managers to confront frequent crucial issues in the organisation and to propose solution in limited time frame. Few studies have shown that the competencies of a leader such as problem solving, developing team, strategic thinking, influencing, conflict management and decision making are the mandatory skills of an effective manager within the organisation (Raes, Glunk, Heijltjes and Roe, 2007). Few researchers have mentioned that there is a difference in the managerial work in various organisations. This difference in managerial work depends on the functional specialty and differences in the hierarchical level. According to these studies most of the chief executive officers are focused on their external roles, such as role of spokesperson and figurehead, which link them with the external business environment. On the other hand, the middle level managers are more focused on the internal work and short term goals of the organisation (Kanter, 1989). Strengths and weaknesses of the research on managerial work The managerial work can be described in a very broad term that encompasses varieties of duties. The research procedures to determine various managerial roles and responsibilities of an organisation demonstrate some strength and weaknesses (Mintzberg, 2009). These research works helps to examine the effect of managerial skills in the performance of the organisation. These managerial skills include knowledge about team work, persuasiveness, communication and conceptual skill, social skills, diplomacy and administrative ability (Carmeli and Tishler, 2006). These researches tend to depend on large scale surveys and databases to strengthen their findings on the roles and responsibilities of managers. On the contrary they generally neglect different processes which link management composition with the decision making procedure of organisational performance (Mintzberg, 1971). The managerial work researches and its effect on the strategic decision making have shown success in underlining the general value of a team towards the strategic decision making. On the other hand different reviews have shown that a major part of those findings are inconsistent, especially those finding which are concerning the relationship between different level of managerial composition and organizational performance (Carmeli and Tishler, 2006). The strength of various researches of the managerial roles and responsibilities involves the in-depth study of the core competencies of the successful leaders. One of the major strength of these research procedures is their ability to provide the measures of different characteristics of managers. These researches provide help to the organisation to understand the planning, organising, decision making and communicating procedure of a successful manager. These research data also assist the organisations to have a standardised result on the effective roles of a successful manager (Tengblad, 2006). There are various weaknesses of these researches of managerial work. One of the major weaknesses is their inability to assess the competition from the subordinates. The evaluation in performance monitoring procedures has provided the power to the lower level employees to fight for the managerial levels by demonstrating their unique competencies. These studies are not focused on these competitions and they do not discuss about the unique managerial competencies shown by these subordinates (Tengblad, 2006). Most of the findings of these researches are very standardized in nature. These dates’ and findings may not be applicable and suitable for various unique managerial roles and responsibilities (Kotter, 1982). These researches generally describes the different responsibilities of managers such as directing the work of subordinates and taking crucial decisions, but most of the time they skip the part of employee reactions and their opinions on these actions of managers (Dopson and Stewart, 1990). Most of the researches on managerial work lack the integration of the research on the immediate subordinates and their team works. The researches on the teamwork help them to understand the shape and size of the team and the characteristics of the team members. The result of these analyses provides further help to design the roles and responsibility of a manager in an organisation (Hales, 1999). It can also be said that the researches on managerial work lack proper discussion about the top level and middle level managerial roles (Fells, 2000). Research on teamwork Success in teamwork in any organisation indicates the effectiveness of the managerial actions (Mathieu Travis, Rapp and Gilson, 2008). Research on teamwork of any organisation helps them to find out the characteristics of the team members. It also assists businesses to find out the effective managerial plans (Fells, 2000). Various researches have emphasized on the dynamic and complex tasks of any team. These researches have also suggested that the interpersonal condition of any teamwork needs to be improved and the team members must be engaged in regular learning. These changes will help them to upgrade their working condition in an uncertain environment with a high risk of failure (Mathieu Travis, Rapp and Gilson, 2008). According to different researchers, the environment of psychological safety helps team members to communicate their ideas and concerns. Various researches have shown that the teamwork is one of the major tools to increase the horizontal communication of any organisation (Fells, 2000). According to recent researches, improper team work can slow down the decision making process of any organisation. Poor application of teamwork can hamper the strategy making capacity of the managerial team (Mathieu Travis, Rapp and Gilson, 2008). Effect of research on teamwork to shape the research on managerial work Research on teamwork helps any organisation to understand the different types of teams in the organisation. Organisational teams can be categorised as informal and traditional team, self-directed team and virtual team. The skill sets of the managerial level should vary as per the types of these teams. The research on the various types of team and teamwork helps an organisation to properly design the researches on the required managerial skills (Mathieu, Travis, Rapp and Gilson, 2008). The theories on teamwork are essential to assess the level of diversity in the team members. Different teams in an organisation can be diversified as per the age, ethnicity, gender and cultural background of the team members. This diversity in the team structure can positively as well as negatively influence the ultimate performance of the members. The understanding of the level of diversity in the teamwork can provide a great help to shape the research of the managerial skills. It influences any organisation to conduct various researches to sort out the required skills of any manager which will help them to handle this diversity effectively (Mathieu, Travis, Rapp and Gilson, 2008). Researches on teamwork assist organisations to analyse the different sources of conflicts within the team members. These conflicts can generate from difference in point of view, work pattern and knowledge. The managers of such teams need to be well efficient in the conflict management of the team members. The research on teamwork helps organisation to understand the level of conflict within the team members. Therefore, it will help the organisation to shape the managerial skills to minimize the conflict within the group. These findings will help any organisation to create a research pattern for their required managerial roles and responsibilities to handle conflict (Carmeli and Tishler, 2006). Teamwork has an undeniable influence on new product development procedure. Understanding various organisational environments which facilitate teamwork is one of the main agenda of these researchers (Mathieu, Travis, Rapp and Gilson, 2008). Different researches have evaluated the importance of learning in the new product development program. According to various studies, the critical role of managers of new product development team includes ability to expand social network, teaming skills and project management skills (Edmondson and Nenbhard, 2009). The understanding of these managerial skill sets provides a great assistance to the researchers of the managerial work. This helps the researchers to understand the preferred managerial skills for the proper management of the new product development team. The researches on teamwork also help an organisation to understand the communicational and interpersonal skills of team members (Edmondson and Nenbhard, 2009). The interpersonal skills are very essential to determine the relationship within the team members. It also assist organisation to understand the relationship of the team members with the team leader or manager. Good interpersonal and communicational relationship within the team members and their leader ensures a successful team management. These researches are essential to provide assistance to the managers to understand the capabilities of their teams. Therefore, it will help the managers to design their team management plan (Ramsey, Maier and Price, 2010). This understanding about the team management skills of leaders can provide adequate help in the research of managerial work. Certain studies about teamwork have indicated that some members within a team sometimes feel demotivated due to the pressure of their job responsibilities. This finding helps the managerial levels to arrange proper job roles to their team members which will match the skill sets. It also helps the researchers to judge the motivational skills of a manager (Ramsey, Maier and Price, 2010). Analysing the organisational adaptability and flexibility of any newly formed team is very essential to gauge the success ratio of the team. This analysis also involves the understanding of the team adaptability with their leader or manager. It also helps the business researchers to find out the required managerial skills to make their team feel comfortable with the company norms and work pattern (Carmeli and Tishler, 2006). Various studies about teamwork in any organisation assist the top management to understand the reasons behind the increased rate of turnover and absenteeism (Mathieu, Travis, Rapp and Gilson, 2008). Managerial skills need to be designed in such a way that can improve the work environment as per the requirement of the team members. This analysis will further assist the researches of managerial work to find out suitable roles and responsibilities of a manager which will provide ultimate benefits to the team members and the organisation. Conclusion The study has elaborated various research views about the managerial tasks in an organisation. These researches are essential to understand the effectiveness of managerial skills for the improvement of the work atmosphere in an organisation. The study has further conveyed different limitations of these researches besides their advantages. The report has also emphasised on the researches on teamwork of any organisation. It has detailed the usefulness of these researches in the organisational environment. Therefore, the study has drawn a conclusion about the effectiveness of these teamwork researches on the research work of managerial skills and roles. Reference List Carmeli, A. and Tishler, A., 2006. The relative importance of the top management teams managerial skills. International Journal of Manpower, 27(1), pp. 9-36. Dopson, S. and Stewart, R., 1990. What is happening to middle management. British Journal of Management, 1(1), pp. 3-16. 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