Although managers are not required in today’s workforce, they are necessary for an organization’s success. An organization’s success is produced through the attainment of its set goals, which are driven by the management team. This management team is comprised of departmental managers who are the driving forces, behind the functional areas of the business. Although managers play a critical role in identifying problems in their functional areas and providing the resources to address them, they also provide coordination to carry out the tasks.
Throughout the functional areas of a business, managers must stay abreast of the ongoing departmental progress. This monitoring will assist the manager in recognizing potential problems, so that they may triage the issue and address it accordingly. This role of monitoring is also used to address concerns of the staff as well as giving guidance to them. Some situations that a manager is met with during these times, require much more than insight or guidance. A main point of management is providing and rationing of resources. For instance in an organization’s administration department, a staff member may be tasked with making travel arrangements for the HR director. However, she is juggling interviews, e-mail and phone messages, organizing meetings, etc. The manager’s role at this point is to step in and provide the resources for the staff member, to get the tasks completed. Although this may seem minute, it can play into a larger scheme of occurrences that facilitate the completion of a goal. In situations such as this, bonds and trust are built between the staff members and management.
“The single most important variable in employee productivity and loyalty isn’t pay or benefits or workplace environment, it is the quality of the relationship between employees and their direct supervisors” (Gallup, 2004).
Within most information technology departments in major organizations, there are constant projects, upgrades, deployments and infrastructure remediation’s that must take place. These constantly moving objectives must be orchestrated in such a way, which does not impede or hinder other departmental processes. As an IT manager one must coordinate and craft a plan of action, which allows each of these tasks to be completed efficiently and effectively. At times situations, such as this require multiple IT managers to coordinate these changes because one team may be dependent upon the other. Moreover, similar situations demand a change control, which facilitates notification, and problem-solving toward resolving the issue.
During these meetings a manager acts in an interpersonal and informational role, where he is the figurehead and a disseminator of information. For instance in my place of employment that is a hospital, one of our information systems stopped functioning properly so a change control was scheduled to address this issue. Whereby my manager was the figurehead and disseminator of what had transpired. Through my manager’s active role, we were able to resolve the issue with no negative effects. Within such a situation there lies a great deal of environmental complexity, which must be addressed as a manager. This is because IT usually lies outside of the functional areas of business, thereby requiring IT management to understand those facets as well.
No organization or company can function without the support of the human resources department, or a department acting in this fashion. This department is very valuable because it is responsible for weeding out and procuring the organization staff. This is a very impactful business function and without proper management, it would not be possible for an organization to be successful. HR managers act as coaches and mentors to their employees, and at other times they may be trainers. Some managers are responsible for multiple locations, such as a regional HR manager, and must create budgets for each location. Often a manager in this role has to investigate internal and external issues such as complaints of harassment, discrimination and others. This role also needs to stay current with the federal and state employment laws. This is a major responsibility of an HR manager, whereby no other management position is expected to do so.
“On average, clinics see an extra $119 in revenue for every hour they practice manager works. Using this figure, a full-time manager will add $247,500 to a practice’s annual gross revenue” (Anonymous, 2007).
In contrast to the dynamic role that managers play in organizations, there are those that believe that management is no longer necessary in today’s business environment. The rationale for this is that today’s business environment has been forced to do more with less. For this reason, individuals and departments have had to self-manage. This level of autonomy has convinced some individuals that they are self-sustaining, and no true manager is necessary. Although much of this is true, there are always inefficiencies when there is no manager within a department. Even though tasks and goals may be met without a manager, these same objectives can be attained through proper management, more efficiency and working smarter, which in turn makes the employee more productive. This additional level of productivity adds to the organizations gross profits. If this same uptick in production is made by other staff or department members, it is multiplied. Thus with proper management and oversight, a managers results would surpass his salary.
In conclusion, although a manager’s role may very within functional areas of business, their main purpose is to increase effectiveness, maintain efficiencies, achieve company goals and influence the actions of employees in a positive and motivating fashion.
Anonomous, “Do You Need a Manager.” Veterinary Economics August 2007 ProQuest Central. K. A. Tucker and V. Allman, “Don’t Be a Cat-and-Mouse Manager,” The Gallup Organization September 9, 2004. National Council on Veterinary Economic Issues, “What’s the Most Efficient Way for Veterinarians to Manage Their Practice?”