Important findings on Managerial work

NB: We do not resell your papers. Upon ordering, we do an original paper exclusively for you.

NB: All your data is kept safe from the public.

Table of Contents

Introduction
Important findings on managerial work
Conclusion
References

Introduction

Important aspects within managerial work involve various processes applied in the management of human and capital resources. This includes the aspect of securing compliance and adequate co-operation amongst employees. However, employees allow some degree of discretion, especially in matters to do with organizational decisions.

In addition to these, one of the most important discoveries within organizational ideologies and management is referred to as empowerment. In this case, employees are fundamentally considered as resources since they are deployed in technically optimal ways, and also considered from human aspect since they experience and respond positively based on work environments they are subjected to (Howard, 1995).

Most managerial work system demands certain degree of co-operation, responsibility, initiative, flexibility as well as commitment. However, adequate ways capable of securing compliance and co-operation are required in the process of striking balance between imposition of control and allowance of autonomy.

At the same time, control and autonomy are considered applicable composition, which can be used as alternatives. The principle of control is hereby emphasized in the event that internal technical efficiency prevails over other components. In the contrary, management shifts towards securing employee co-operation, flexibility as well as responsibility in circumstances where there is dominance by criterion of effectiveness (Hales and Klidas, 1998).

Important findings on managerial work

Empowerment

Good amount of effort has been made in the process of reconciling control and autonomy. This has always led to much focus on employee choice rather than employee voice. The principle of empowerment within management cycles influences the level and nature of employee responsibility, especially in decision making, either individually or within the wider workplace environment.

Employee empowerment grants discretion hence enabling immediate and sensitive response towards satisfaction of unpredicted consumer requirements. Such consideration ensures that consumers’ perception towards an organization remains positive based on the quality of outcome. Empowerment within managerial set-up should ensure that balance exists between customer satisfaction, employee satisfaction as well as organizational performance.

However, customer satisfaction remains the main focus since empowerment targeted towards frontline employees is believed to provide means of ensuring behavioural discretion as well as limited control over resources.

Despite such assertions, empowerment should be accompanied by other human resource strategies capable of bridging the gap between employees and organization. This acts as means of encouraging employees’ realignment of interests with organization’s vision, goals as well as principles (Hales and Klidas, 1998).

Empowerment should encompass various aspects within managerial work for the purposes of smooth administration. It is necessary for empowerment to be accompanied by careful employee recruitment and training for the purposes of utilizing appropriate, responsible and acceptable skills.

Performance-related pay should also form part of employee empowerment strategies since it encourages exercise of responsibility and initiative. At the same time, promotion of service-oriented organizational culture should be considered as part of empowerment program (Hales and Klidas, 1998).

Management of organization and Individual Performance

According to Hales (2005), the central roles of managerial work entailed planning, scheduling as well as allocation of work. There is also monitoring of output and conduct of work, checking on the function ability of equipments, maintaining safety and cleanliness, and dealing with uncertainties surrounding staffing, problems involving equipment and production, maintenance of discipline through enforcement of law and order, counselling, operational work as well as keeping of organizational records amongst other crucial roles.

Managerial role is further defined through tasks associated with managing individual performance, instructing subordinates through motivation, communication as well as monitoring responsibilities. Within these roles the core remains as focus on broader human resource management responsibilities such as scheduling, work allocation and discipline.

According to studies conducted on manufacturing companies, managers and supervisors work, incorporated broader human resource responsibilities and decision making authority. However, supervisory role majorly focused on labour control, daily operations, as well as emergency responses depending on problematic accountabilities (Hales, 2005).

Additionally, the current situation on managerial work assumes the role on residual function of facilitating, coordinating, mentoring, coaching as well as leading various teams. These enables managers to perform tasks such as team building, giving required technical support and advice, training and development of employees through effective communication, inspiration, motivation and coordination of employees.

However, there is much acquisition of broader managerial functions in top management hence making managers to focus on market-driven management responsibilities. Consequently, some publications emphasize managerial responsibilities to comprise alignment of operations with wider objectives, management of entire organizational budgets, training and development of staff as well as monitoring quality standards.

The findings concluded that vital role of managerial work were responsibilities associated with supervisor role which included; planning of work schedules, prioritizing work for organizations, giving advice and allocating duties, operational responsibilities as well as taking responsibility for communication channel within organizations. Active management of performance and overseeing of work represented core responsibility in majority of organizations (Hales, 2005).

Most responsibilities directly focused on performance are associated with managers, and at the same time, few organizations share performance responsibilities with work-groups. Also included is the translation of strategy into operations, which clearly differentiated managerial work from other responsibilities.

This is eminent, especially in larger organizations where there is clear distinction between strategy and operations. The same case is evident within sectors considered vulnerable to unforeseen operations, especially in construction and manufacturing sector where strong cost pressures are experienced. Managers are considered to have authority capable of deciding on the nature and conduct of work as well as accountability for work outcomes.

The core areas of accountability where managerial work is considered includes quality, efficiency, output, discipline as well as paperwork. Consequently, managerial work assumes supervisory role strengthened by developments within and outside organizations. This makes organizations to strictly comply with increasing intensity originating from external regulations. This is because the focal point used in most instances in the process of monitoring these resources are managers (Hales, 2005).

Authoritative management

According to Hales (1986), quality management is crucial in both organizational and national economic performance since its contribution towards performance is both tangible and identifiable. The aspect of applying authority is considered a necessary resource in the management of organization affairs for purposes of effectiveness.

However, there is profound evidence stating that the content of managerial work may not present aspects of commonality across levels of management or cultures. The differences exist in terminologies used across various categories of managerial work. Despite many findings from various publishers, some common findings have been discovered as repetition of previous works.

These include managerial duties such as technical and administrative work within which some common strands are found to be common across the boundaries. These include activities such as leadership of organizational unit, forming and maintenance of communication channels, monitoring and allocation of resources, negotiation of organizational deals, planning and innovation as well as controlling activities within the organization.

However, the activities which managers get involved are characterized using different durations and degrees of uncertainty as well as origins. There are various features used in conceptualizing managerial work of which are categorized as either observable activities or reported tasks representing anticipated or intended incomes (Hales,1986).

Considerably, managerial work involves more of institutional leadership and administrative management. Leadership qualities often contribute towards the level of economy an organization can achieve. Dealing with information as well as informal corporate culture requires that managers should strike a good gender balance for the purposes of maintaining employment relations (Watson, 2001).

Time management

The other important aspect is nature of division in managerial time between activities. These entail adequate distribution of managerial time within the formal managerial work as well as substantive content. The aspect on time basically touches on budgeting within technical, tactical, reactive and frenetic managerial activities.

It is of profound importance for managers to hold frequent face-to-face meetings on formulation and planning within various departments (Hales, 1986). This institutes managers as a reliable strategist, planners and think tanks within any established organization. However, most of the executive work as per research is considered to be determined by out-of –the office work.

Such demand towards managerial work calls for management’s ability and consistency in dealing with complex situations through appropriate accumulation, systematization of information as well as a delegation (Hales, 1986).

The aspect of time distribution in organization’s agendas and networks should be done in an efficient and effective way for the purposes of striking balance within organizational activities.

This is because in the process of developing agendas, a large quantity of information is required while networks require informal interaction with large numbers of people. Often, cases of disjointed interactions basically reveals negative impulsiveness hence used in finding rapid solutions to problems (Hales, 1986).

Interaction and Communication

The other important aspect of managerial work involves Interaction and Communication with other employees. A good percentage of managerial communication contrasts managerial application of vertical communication. Communication within managerial level demands that managers should always be responding to others’ requests rather than initiating matters within organizational set-up.

Most of the time, they come into face-to-face contact with other managers or subordinates concerning matters involving giving advices, instructions and decision making. Apart from these, there is informal aspects of managerial work such as power struggles, implementation of corporate policy at local level, informal influences upon career and promotions as well as dealing with an informal reward system.

General consensus on managerial work denotes that the levels cut across function, level, organization and environment (Gronn, 1983).

Managerial work within developed countries has adopted the use of CCTV cameras for the purposes of monitoring activities within organizations. CCTV’s are utilized by supervisors to monitor sense of conduct, actions as well as interaction amongst employees (Iedema et al., 2006). However, increasing use of such surveillance technology has reduced capacity of managers to monitor all information hence fail to recognize important events and problems.

For the purposes of effectiveness managers should extend their supervisory work beyond the range of camera. Within congested work stations where CCTV cameras are used, managerial work involves management of overcrowding through image recognition systems. They perform practical assessment of overcrowding within specific areas before implementing appropriate course of action capable of reducing congestion (Svensson et al., 2002).

Perception towards job position

Managers’ perception towards their job is of much importance since it influences nature of work done as well as ultimate outcome. Three perceptions exists in description of their jobs; in the first description, job analysis presented managers with highly analytical and relatively detailed descriptions capable of granting logical and coherent approach.

Then there is focused perception, which gives descriptive nature of particular aspects of jobs done. This makes it possible for managers to identify factors influencing their working environment hence dictating on selective approach they adopt (Marshal and Stewart, 1981, pp180-183).

Then there is holistic perspective where managers view their jobs as entities presenting them with less work to perform, especially at initial stages. They simply react and adapt to their job within certain duration of time depending on implemented changes. However, within the analytical description, managers tend to concentrate on the process of identifying as well as distinguishing various areas of responsibility, activities and job analysis.

This enables them to pay attention to various constraints as per their work behaviour hence defining their work boundaries, which ultimately makes delegation possible. Despite of all perspectives involved, focused perspectives provides an incentive for identifying priority areas hence reinforcing internal decision making and preventing any form of external influences (Marshal and Stewart, 1981, pp180-183).

Interpersonal and Informational roles

According to research, managerial work involves the act of performing a host of regular duties in line with organizational goals and objectives. These duties entail activities such as negotiations, information processing linking organization with environment within and without. Managerial work involves key duty of providing external links to information and making it available to the subordinates. According to research managerial work is characterized by brevity, fragmentation as well as verbal communication.

These are all included in the formal authority, which gives rise to both interpersonal and informational roles. Interpersonal relationships are created by managers as they undertake their role of being the figurehead performing various ceremonial duties. Then there is the leader role which involves direct leadership (Mintzberg, 1990, pp165-166).

According to Sims (1993), managerial work involves more than an activity. The outcome of manager’s work is to a greater percentage influenced by different upbringings which might ultimately result into success at different tasks within different organizations and cultures. Management roles differ depending on the level it is undertaken since tasks at middle management level is different from that of chief executive. There are several factors which determine career turn out, included being the element of chance (Sims, 1993).

The research by Tengblad (2006), describes managerial work in an elaborate and detailed manner based on the assumption that structural conditions are sole determinants of managerial behaviour. However, there is elaborate evidence showing that management has extensively undergone major changes in the recent past.

Besides, managerial results were based on techniques brought by computer technology. Within this period more impersonal techniques were considered more professional, rational and effective (Tengblad, 2006). Additionally, the research reveals that managerial work involves leadership where top managers are involved in maintenance and moulding of values within the various organizations.

The rapid changes within managerial work are spurred by new technology, increase in the level of consumer demand as well as current competitive pressures. This brings out managerial work as comprising of employee empowerment programs hence leading to obtaining solutions to business problems through indulging in cross-functional networks and project teams.

Managers tend to portray bureaucratic type of lifestyle where they are held personally responsible for the nature of performance within their areas of leadership. This basically makes managers to treat employees not as independent partners hence closely monitor their performance (Tengblad, 2006).

There are different conceptualizations concerning managerial work, in the first place, management is considered as an economic resource which performs technical as well as administrative functions. Then there is the image of professional corps recognized mostly through expertise, skills and credentials (Willmott, 1987).

Also there is the political aspect of management which portrays managerial work as a system of power and authority where varied personal and group strategies are developed. Further, managerial work is nested around certain sets of variables which includes; environmental, job, person as well as situational variables. In these instances, managerial work is portrayed as a set of discrete observable activities which is ultimately associated with occupancy of formal office.

This makes it possible for managers to exercise their skills in the process of building institutional resources through establishment of political alliances and influencing employees (Willmott, 1987).

From unitary point of view, managerial work comprises of structure of social relations within organizations encompassing principles used in developing efficient and effective ways of achieving common interests as well as objectives. Managerial work entails a functional element of organization endowed with the responsibility of capturing shared objectives of employees.

From the pluralistic standpoint, managerial work is considered as involving continuous effort used as means of containing conflicts of interest within organization, hence allowing at least minimal fulfilment of overall objectives from different members. This reveals managerial role as means of performing specialist and technical roles within division of labour (Willmott, 1987).

Managerial work is a learning process since managers inevitably develop their understandings and practices as they undertake their career responsibilities. Important aspects of managerial work emerge from processes of shaping private and public life in the workplace through organization of activities.

Skill in management is paramount; hence managers are required to possess technical management skills as well as detailed knowledge concerning business and organizational operations. Such is required for the purposes of developing group and individual relations. At the same time, learning forms basic part of managerial work and is granted equal importance as coordinating, organizing as well as management of finances.

All these aspects can be directly linked to individual’s personal values as well as their background. Experience of living is considered as one important aspect influencing managerial work rather than training. The issue on prioritization is very important for effective management of organizational resources (Watson, 2001).

Relational management as discussed earlier also forms a strong part within organizations; this is since it involves acquisition of traits necessary for handling activities surrounding managerial position.

Conclusion

Managerial work involves analysis of production costs which provides required basis for planning and financial sources. Such activities are necessary since they assists in allocation of required finances for every product from organization availed within marketplace.

Then there is determination of various costs such as overhead, variable and fixed costs, which are ultimately compared to industry’s benchmark. This helps in the adjustment of operational costs based on activity-based costing which is employed in the process of allocating costs to different products.

The article provides for various managerial responsibilities based on divergent views of various authors. This is considered the responsibility of top management since they have capability of analyzing areas of opportunity within entire industry and market. Such activities require detailed analysis based on business attractiveness as well as nature of growth trend within product industry.

High opportunity levels and potential to exploit the market lies with nature of management in place. This ensures introduction of new products as well as existence of future growth. Strong objective principles from management enable companies to maintain high positions for profitability purposes.

At the same time nature of managerial work determines positioning of organizational hence should be scrutinized in the process of making decision on company performance. Such processes and concepts are necessary since they enable companies to evaluate potentiality of new products in the current and future markets.

It is also advisable for management to refer to their business records for a proper customer and sales analysis. This assists in identifying trends for loyal customers which leads to the trend being focused on quantities of demand. However, such analysis should be considered based on the conditions of the current economy.

The process assists in determination of right seasons suitable for production as well as sale of particular products. All these processes are followed by analysis of overall production cost which includes appropriate planning and allocation of resources. However, the process of decision making is considered one of the most important tasks used in determination of appropriate objectives within any organization.

References

Gronn, P. 1983, ‘Talk as the Work: The accomplishment of School Administration’, Journal of Administrative Science Quarterly, Vol. 28, pp 1-21

Hales, C. & Klidas, A. 1998,”Empowerment in five-star hotels: choice, voice or rhetoric?”International Journal of Contemporary Hospitality Management, Vol. 10, No. 3 pp. 88 – 95

Hales, C. 1986, ‘What do mangers do? A critical review of the evidence,’ Journal of management studies, Vol. 23, No. 1

Hales, C. 2005. ‘Rooted in Supervision, Branching into Management: Continuity and Change in the Role of First-Line Manager,’ Journal of management studies, Vol. 42 No. 3

Howard, A. 1995, “High involvement leadership”, Executive Excellence, Vol. 12 No. 9, pp 11-12

Iedema, R., Long, D. & Forsyth, R. 2006, ‘Visibilising Clinical Work: Video ethnography in the Contemporary hospital,’ Health Sociology Review, Vol. 15, No. 2 pp. 156-168

Mintzberg, H. 1990, ‘The manager’s job: folklore and fact,’ Harvard Business Review, Vol. 53, No. 4

Marshal, J. & Stewart, R 1981, ‘Manager’s Job Perceptions,’ Journal of management studies, Vol. 18, No. 2 pp. 178-189

Sims, D. 1993, ‘The formation of Top Managers: a Discourse Analysis of Five Managerial Autobiographies,’ British Journal of Management, Vol. 4 No.1, pp 57-68

Svensson, S., Heath, C & Luff, P 2002, ‘Overseeing organizations: configuring action and its environment,’ British Journal of Sociology, Vol. No. 53, No. 2, pp. 181–201

Tengblad, S. 2006, Is there a ‘New Managerial Work?’ Journal of Management Studies, Vol. 43, No. 7

Watson, T. 2001, The Emergent Manager and Processes of Management Pre-Learning, Management Learning, Vol. 32, No. 221

Willmott, H. 1987, Studying Managerial Work: A Critique and a Proposal, Journal of Management Studies, Vol. 24, No. 3

Click Here To Order Now!