Manager’s Job: Belief and Fact
On my study in management, there are times that I get
curious as to what really is the job of a Manager. This could help me know
better what a Manager really do in an organization or a company, inside and
outside his office.
I researched a little about the Job of a Manager and I
found out that there are things that we believe and what really is a fact. If
you ask someone what Manager’s do, they are likely to answer you that manager’s
plan, organize, coordinate and control. But if you watch closely on what they
do, you’ll probably be surprised if you can’t relate with what they really do.
Now, I have listed 3 Belief and fact about a manager’s
job.
1.)
Belief: The manager
is a reflective, systematic Planner. The evidence of this issue is
overwhelming, but not a shred of it supports the statement.
Fact: Managers work
at a unrelenting space, that their activities are characterized be brevity,
variety, and discontinuity, and that they are strongly oriented to action and
dislike reflective ideas.
2.)
Belief: An
effective manager has no real duties to perform inside the organization. I
wouldn’t agree with this. Managers are constantly being told that all they have
to do is that they should plan and delegate tasks within an organization, and
less time seeing important people and engaging negotiations. If we use an old analogy, Managers are like conductor,
which carefully orchestrate in advance, and then sits back, responding
occasionally to an unforeseeable exception.
Fact: Managerial work
involves performing a number of regular duties, including ritual and
ceremonies, negotiations, and processing of information that links the
organization with its environment. I would like you to consider about this
thing, study shows that a manager is someone who sees visitors so that other
people can get to their work done. Another is that these ceremonies and rituals
include, meeting visiting dignitaries, giving out incentives, presiding
Christmas dinners and a lot more.
3.)
Belief: The senior
manager needs aggregated information, which formal management information system
best provides. The words total information system were everywhere in the
management literature. But these giant MIS systems are a little help to the
managers. A look at how managers actually process information makes it clear
why.
Fact: Managers
prefer strongly favor verbal ways of communications such as telephone calls
and face to face meetings rather than documents. Consider these findings:
In two studies, managers spent an average of 70% and 80% of their time in
verbal or oral communications with the shareholders of the company. In my
observation, it results to a figure of 75%.
Considering the facts of the managerial work, we can see
that the manager’s job is enormously complicated and difficult. Managers are overburdened
with countless obligations, yet they cannot delegate their tasks quiet easily, these
results that they are exerting more effort and turns out that they are
overworking and is forced to do many jobs superficially. Brevity, fragmentation
and communications describe their work. Science has concentrated to the
specialization of functions of managerial works, where it is easier to analyze
the procedures and quantify the relevant information.
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