The21st century has brought with it a novel place of work, where everyperson within the framework must adapt to a swiftly changing societywith a continuously shifting opportunities and demands. The world hasbecome a global village and economies have found it paramount tooperate globally fueled by technology and innovations. It has alsobecome important that organization align themselves accordingly tomeet the expectation of the customers who are changing with thechanging environment (Follet, 2008). Today’s organization andbusiness framework presents exigent opportunities as well as dramaticuncertainty. The global economy is pegged of knowledge and is drivenby performance. This calls for participation, teamwork, empowermentand self management in the workplace. In the light of the new themesand challenges in the global economy, every business organizationrequires a new kind of a leader with skills to guide the enterprisethrough the turbulent environment. Managers in organizations performthis task.
Amanager is a person who oversees and coordinates work of other peoplein an organization so that set goals and objectives can be attained.Their work entails assisting other people to perform their task moreefficiently and effectively (Follet, 2008). They are responsible fordirecting and planning the work of a group of individuals,supervising their work and taking corrective actions when needs be.Managers may directly or indirectly direct numerous supervisors whooversee the other workers. In addition, a manager may be well versedwith the work of all the groups that he or she directs but normallythey do not have to be the best in all fields.
Itis quite imperative that, a manager can plan, direct and manageworkers rather than knowing how best to do their work well. In thisrespect, a manager may have authority for hire and fire theworkforce, and demote and promote employees. In large organizations,managers may have powers only to recommend such actions to thehighest level of authority (Thompson, 2010). Nonetheless in mostorganizations managers have powers to change the work assignments ofgroup members.Depending on the rank and management structure amanager may have additional duties not linked to coordinating thework of others. Managers are grouped by the level they occupy withinthe organization framework.
Thereare three main types of managers first-line, middle and topmanagers. First -line managers are at the bottom of the managementhierarchy and are commonly referred to as supervisors (Follet, 2008).First-line managers are in charge of daily administration ofnonmanagerial workforce. Middle managers encompass all managers whoare between the top and first-line managers. They duty entailssupervising first-line managers and collaboration with supervisors toidentify new methods and techniques of accomplishing the aspirationsand goals of the organization. More often than not, middle managersmake suggestions to the top managers which can significantly improvethe performance of the organization. Top managers occupy the highestrank in the management hierarchy (Thompson, 2010). Top managers areaccountable for the performance of all departments withinorganization structure. In this vein, they have cross-departmentalresponsibility. Top managers are tasked with making organization-widedecisions and setting up plans and objectives of the wholeorganization. Stakeholders inside and outside the organizationframework closely inspect the performance of top managers becausetheir actions have an unswerving impact on the success and failure ofthe organization (Thompson, 2010).
Theprocess of management entails aligning all the processes of anorganization so that they marry with strategic goals. It alsoencompasses designing and implementing process measurement systemthat aligns with entity’s objectives and goals. To be able toperform they work appropriately managers should be organized andeducated accordingly so that they can manage business processeseffectively (Thompson, 2010). Management involves controlling,organizing, planning and leading human and other resources within anorganization so that the set goals can be achieved. Each phase isparamount and the role of every manager at any level of managementvaries depending on the authority vested on them. For example,fist-level managers are primarily dedicates most of their time incontrolling and leading while top level managers are involved withplanning about the future of the organization.
Modernbehavioral approaches emphasizes on the importance of humanresources. Unlike in the classical era where scholars believed thatwork rules, technology and standards determined the performance of anorganization, modern behavioral approach states that success ispegged on skilled and motivated workforce and it is the duty of amanager to foster cooperation required for high productivity.Supervision and presence of good rapport between managers andsubordinates does not guarantee good results as indicated by earlierbehavioral theorists (Kreitner, 2009). Understanding human behaviorat the workplace is the first step in creating a motivated workforce.
Developmentof Managerial Skills
Effectivemanaging skills consist of numerous key elements. It is vital thatall institutions are able to identify traits connected to successfulmanagement, and strive to promote the workforce based on such traits.Best performing workforce do not necessarily make the best managers,but individual with naturally exuding attributes desirable for amanager can be successful managers (Beaudry & Francois, 2009).
Whenorganizations search for individuals who could be successfulmanagers, they look for employees who have human skills, conceptualskills, technical skills and the drive to manage. Technical skillsentail the ability to use specialized knowledge, techniques andprocedures needed to get the job done. Technical skills are mostimperative for fist-level manager and team leaders because they areprimarily involved in the supervision of other employees who aredirectly involved in the production processes and customers service(Thompson, 2010). These types of managers must possess technicalskills associated with the tasks in their docket because they arerequired to guide and impart skills to new employees and helpexisting workforce gather solution to problems. Technical skills arealso required to troubleshoot problems that ordinary employees cannot be able to handle. As one climbs the managerial ladder technicalskills becomes less and less important though they are stillimportant.
Conceptualskills entail the ability to have a clear and total view of theorganization and understand how various parts of the company affectone another, and recognize how external factors such as economicforces, local community and competition affect the organization(Thompson, 2010). Excellent managers have to be in a positionreconcile, understand and recognize different complex perspective tosolve problems. The intelligence of a manager will determine theability to understand the multiplicity of all the underlying factorsthat affect the operation of the organization. Nonetheless,intelligence alone cannot make good managers, lack of human andtechnical skill can significantly hamper the effectiveness of amanager.
Humanskills can be summed up as the capacity to work soundly with allemployees within an organization. Managers with human skills are ableto work well with all employees, encourage others to express theirideas and feelings, are perceptive to other people’s viewpoints andneeds and are excellent communicators and listeners. Human skills areessential in a level of management because managerial dutiesencompass dealing with human resource (Thompson, 2010). Motivation tomanage is an evaluation of how motivated workforce relates with theirseniors, actively participate in competitive situations, reward andpunish good and bad behaviors accordingly and organize administrativetasks. Managers should have a stringer drive to manage that all groupof employees within an organization.
Managementinvolves controlling, organizing, planning and leading human andother resources within an organization so that the set goals can beachieved. Each phase is paramount and the role of every manager atany level of management varies depending on the authority vested onthem. A manager is a person who oversees and coordinates work ofother people in an organization so that set goals and objectives canbe attained. Their work entails assisting other people to performtheir task more efficiently and effectively. Effective managingskills consist of numerous key elements. It is vital that allinstitutions are able to identify traits connected to successfulmanagement, and strive to promote the workforce based on such traits.When organizations search for individuals who could be successfulmanagers, they look for employees who have human skills, conceptualskills, technical skills and the drive to manage.
Beaudry,P. and Francois, P. (2009).ManagerialSkills Acquisition and the Theory of Economic Development.Departmentof Economics, University of British Columbia.The Review of Economic Studies Limited.
Thompson,M.(2010).Introduction to Management. Retrieved from:http://www.cengage.com/management/discipline_content/mgmt_demo/0324656521_ch01.pdf
Follet,M.P.(2008).Introductionto Management and Organizations. Retrieved from:http://discovery.bitspilani.ac.in/dlpd/courses/coursecontent/courseMaterial/mgtszc211/principles_of_management_notes.pdf
Kreitner,R. (2009). Management. Boston: Houghton Mifflin Co