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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