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Introduction
According to Christiansen (2003), effective management of organizations forms a basis for successful achievement of the set goals and objectives. Certainly, managers in these organizations are entrusted with various roles to enhance coherent implementation of the organizations’ development projects.
As evidenced by Finch (2010), the roles of a manager are categorized into interpersonal, informational and decisional roles. Each of these categories has specific roles expected in managers to enhance coherent management of various processes within the organizations they manage. This paper discusses the roles of managers in organizations, with respect to the KPC’s management style.
In the interpersonal category, managers in social organizations should act as figureheads in such organizations. In this case, managers should be able to perform various custom tasks of both legal and social categories. As suggested by Christiansen (2003), manager should able ensure the installation of law and order in the organization’s activities.
As it was observed in KPC agency, its legal incompatibility posed many problems in its effective management of its various operations. Being incompatible with Higher Petroleum Council and the Ministry of Oil laws, KPC agency was unable to manage various strategic activities. Particularly, Leistner (2010) considers efficiency of managers as being facilitated by their compliance to the existing regulations and social norms within their organization.
In the informational category, managers are held responsible for receiving and transmitting information within their organizations. More specifically, Finch (2010) considers the role of a manager in an organization as being to link the external environment to the internal organization in terms of information. In this case, all policies or actions required in the organization should be coordinated by the manager.
More specifically Christiansen (2003) considers the manager as an information expert for his/her organization. As it was observed in KPC’s case, the managers seemed uninformed and avoiding to take responsibilities of linking the company to the external environment. As a result, no significant development plans were made within the government agency, resulting into its high inefficiency, as the organization remained isolated from the external environment largely.
In the decisional category, managers are required to be entrepreneurial by being able to allocate and supervise resources utilization efficiently. This forms an important part of managers’ role, as it entails making of decisions for strategic development of the organizations they manage. In this case the manager should not make narrowed decisions without consulting his or her junior officials.
As it was observed in KPA, the top administrators were avoiding making decisions with fear of being accountable of the outcome of the decisions they make.
Further, the administrators in KPC agency were unable to plan for the organization’s utilization of its resources. Particularly, the lack of proper planning in this agency resulted into its losing various opportunities capable of enhancing its prosperity. As Bungay (2010) reports it is the absolute role of a manager in a social organization to lead the entire management fraternity in strategic decision making.
Conclusion
Generally, managers in social organizations are eligible to supervision of the overall utilization of the organization’s resources. More so, managers should figureheads for the organizations they manage to ensure legal and social issues are effectively addressed in the organizations.
Further, managers should be entrepreneurial in nature to ensure effective allocation of resources through strategic decision making. Marginalized decision making or failure to plan strategically results into inability to achieve the organizations’ overall goals and objectives, as evidenced in the KPC agency.
References
Bungay, S. (2010). The Art of Action: How Leaders Close the Gaps between Plans, Gaps and Results. Washington, DC: NB Publishing.
Christiansen, J. (2003). Building the Innovative Organization: Management Skills that Encourage Innovation. New Jersey: Palgrave McMillan.
Finch, B. (2010). Effective Management Skills. New York: Wordsworth Publishers.
Leistner, F. (2010). Managers at Work: Roles and Responsibilities. Chicago: John Wiley & Sons, Inc.
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