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Managers in any organisation have an important role in the effectiveness and productivity of the company. The way in which the manager's productivity is measured is by their output. Managers can be many things - trained, uneducated, effective, loyal, respectful or even failures.
The scope of this topic is endless, so the aim of this paper is to focus on several major issues illustrating management success.
Given the importance of management this essay will discuss what types of managers get the job done through effective management, and those that stand in the way of getting the job done. Looking at communication, training, workplace relationships, effective management and failures caused by poor management.
Management and success
Definitions are brief and given early.
Note the author has looked at some alternative definitions - comparing and contrasting ideas. In Management, it is important to explore a variety of viewpoints.
The task of a manager is to accomplish organisational goals through people (Roberts, Bath, South & Carr, 2001). Achieving this success can be measured by a wide variety of criterion. Roberts, et al (2001) consider managers are successful when the staff turnover is low, and the organisation's mission has been accomplished. Coates (1998) also highlight the attitude and productivity of employees as crucial to determining management success. There are also financial outcomes to consider. Alan
Acknowledge the scope and limitations of the topic
Explain to the reader what to expect.
Don't start giving definitions or evidence yet.
Use headings for each new section
Deans, when compiling his list of the top CEOs in Australia for 2001 measured performance based on "those who consistently do better than their peers" and focus on what he considers to be "the most fundamental measure possible - return on shareholders' funds" (Dean, 2001, p73).
The author has indicated how the definitions are being interpreted for the purpose of this essay.
For the purpose of this essay, the management definition adopted will most strongly focus on the management of people, but financial success must be a consideration also.
Good management recognises the individual
The author has used a couple of brief quotes to highlight significant points. They do not "stand alone" but are explained and woven into the discussion.
"One of the biggest shortcomings in industry today is management's failure to emotionally understand the needs of the workforce beyond a paycheck" (Coates, 1998, p.28). Coates (1998) explains that managers need to move beyond the traditional management focus of command and control to the recognition of the individual employee. Command and control ideas of the past led to the betrayal of human dignity in massive assembly lines resulting in employee's being viewed by managers as merely extensions of the machines.
This sentence shows the relevance of these ideas to management today.
While organisations have progressed, many management practices are still reflective of this belief, relying on Classical management approaches adopted by Taylor and Weber in the early 1900's (Roberts, et al, 2001) Coates also indicates the need for recognition to build trust, dependability and a quality of work (1998). Coates states "Simple human relations skills, such as recognition of the employee, people" (1998, p30).
Merrick agrees that employee's need to be treated as individuals and given
recognition (1999). Relying on past approaches that 'one size fits all' does not work. He supports the notion raised by Coates that assembly lines take human dignity away, and that assembly lines also confine employees' abilities and willingness to be productive. Good managers treat their employees as they would like to be treated. These ideas are congruent with management theories that became popular in the 1930s by theorists such as Maslow, Herzberg and McClelland and have continued to dominate management thinking today (Roberts, et al, 2001).
Make use of case studies and examples to illustrate your argument. Note the case study is not simply summarised, but pertinent points are drawn out which support the argument being developed in the essay.Merrick (1999) cites the case of Power Automotives who experienced high labour turnover, employee unrest and declining productivity for the five years prior to new CEO George Welks' changed focus on recognising staff achievement. Within one year, staff satisfaction had improved, productivity increased and not one employee had left the company.
The author strengthens the argument by linking the ideas of a number of authors.Coates (1998) and Merrick (1999) believe that effective management comes from understanding employees' emotions and treating them as individuals who need recognition. The outcome tends to be that employees feel more creative and inspired to be more productive, thus making the company more profitable, which in turn reflects good management.
This is an "in-text reference." Note how it is set out (author, date, page) All ideas must be acknowledged, not just direct quotes."The thing that causes the most anxiety and stress to a business is its employees" (Jones, 1998, p106). Jones proposes the idea that employees are as valuable to an organisation as are its best customers, and to sustain good employees, there
Here, the author has integrated some ideas of well known management contributors as acknowledged in the text.
Note that where there are in text-references, but quotation marks "â€¦" are not used, this indicates the author has put the source ideas into his/her own words. Do not copy form books without using quotation marks. Quote sparingly, as whatever you quote does not represent your own work. A few well chosen quotes are sufficient, otherwise summarise the material you read in your own words, but still using in-text references to show the source of your facts/ arguments. If in doubt, it is better to over reference than under reference.needs to be a good manager and employee relationship. Disenfranchised employees can have a negative effect on the company, that is manifested through customer dissatisfaction, fellow employees taking more sick days,
increased on the job injuries, theft and harassment (Jones, 1998). Jones' views reflect those of Coates (1998) and Merrick (1999) who argue the basis of good management comes from respecting employees as individuals. (1998, p107).
Note how the author explains the significance of the ideas represented."The Gallup School of Management survey revealed that 70 percent of people who leave a job do so because they do not like their manager, not because they do not like the company" (Long, 1999, p41). This relates to Jones' (1998) idea that putting a bad manager with good employees has the potential for disaster. Merrick (1999) also acknowledged that holding on to good employees is a delicate process. The need for a good relationship between manager and employee is vital to getting the company to be productive. Managers that treat their employees with a high standard get top results.
Training and management
It is sometimes valuable to pose a question.
The results of a survey of national managers conducted by Richardson (cited in Long, 1999) questioning whether they had ever had coaching or formal management training, found that only 10 - 20 percent had participated in previous training. Are these managers that have no training doing a good job? Or are they getting in the way of effectiveness?
The author has used empirical data gathered from published research.
Keep quotes brief - avoid using long quotes."If training is supposed to fix something - a deficit in knowledge or skills - it
helps to know what you are trying to fix" (Long, 1999, p40). Management needs to become clearer on what it is seeking to achieve, therefore setting performance
standards. Things such as organisation, communicating goals, achieving results, guidance, feedback and cultural development (Tovey, 2001). Long (1999) and Tovey (2001) agree that unless it can be clearly seen how the improvements from management training will impact the business, there is a tendency for organisations not to pursue such training.
Karter (1995) suggests that managers need to take interest and responsibility for their own learning and development. At present many managers do not understand the numerous benefits of improving company competitiveness through involvement in management education. Therefore, many courses are driven by the trainer and not learner driven. Managers need to be involved in achieving the results of a more effective company.
Keep linking the ideas to the essay topic. Keep a clear focus.Managers may attend many courses and not achieve a more effective strategy to management unless they take the initiative to become involved. Managers that know what they are looking to achieve will get results from applying themselves to management education programs. Thus, a good manager will only prove to be a great manager with generated interest in improving management skills and therefore creating a better working environment, resulting in getting the job done more effectively.
Management training comes in many forms. Graham Turner, CEO of Flight
You can develop and broaden your argument by citing a number of authors.
Note the use of current business literature to source relevant examples.Centre Travel empire, whole-heartedly believe in combining on the job experience with more formal management education as it becomes necessary. Recently listed in the top six CEOs by Bulletin magazine, he has been
working as a manager and building his highly successful business for 30 years. (Sim, 2001)
It is useful to present contrasting views.
Some sections can be succinct. This often adds impact."More than half of company failures are caused by poor management, according to the 8th survey of insolvency" (Smith, 2000, p7). The survey also suggested that 110,000 jobs in the UK were put at risk in the previous year by poor management and failure to adequately run the company. This confirms the notion that companies need to acquire basic management skills, as it is not only the company that looses out, but also the employees (Smith, 2000). The results of this survey highlights that poor management does disrupt the job being done and can be directly linked to the failure of the business due to inadequate training or as Karter (1995) suggests, a lack of interest in training.
Occasionally, an older source can be useful, but generally try to keep them current.Managers have to be effective. "It is the managers job to be effective. It is his only job" (Redd, 1970, p3). The measurement to how effective a manager is, can be determined by their output, and what the manager produces from managing situations appropriately (Redd, 1970; Stewart, 1989). Redd (1970) is supported by Mise, Evans and Sotheby saying that "managers must make things happen and success is
A consistent theme has been developed throughout the paper.measured on the ability to do so" (1984, p91). An effective manager solves problems, approaches opportunities, broadens perspectives and is loyal (Sweet, 1999, p2).
Being an effective manager would encompass all of these attributes and many more. The result would be productive employees, performing to their highest standards and profitability being maximised. Therefore, the output of the company would reflect effective management.
Make sure the conclusion is consistent with the ideas you have presented throughout the paper.The success of a manager impacts on the effectiveness and productivity of an organisation. This essay has elucidated how managers with insufficient skills, as a result of being untrained or unmotivated to undertake training, those that rely on command and control management skills and not understanding employees, may lead to business downfalls, thereby getting in the way of getting the job done.
Sum up your argument without introducing new material.
End forcefully by repeating or restating your thesis. Drive home the importance of your argument.Alternatively, effective managers with appropriate skills can improve a company enormously, through good relationships with employees, actively seeking to develop management skills, and having regard for employees as individuals. This essay supports the notion that employees led by good managers are more willing and able to improve productivity, so that while poor managers may impede organisational success, astute managers have the capacity to achieve great things.