Integer’s classifies management roles into three main areas; interpersonal which involved people; informational which involves receiving and collecting information; and decisional which involves making decisions for the organization. (Robbins et el, 2006). The manager of this organization mainly fits into Interpersonal and informational roles, but has elements of Henry Payola’s ideas of management. Most of the decisional roles are made at state level, which includes budgets and allocation of resources.
Midwinter’s roles will be associated with the manager interviewed, using the interview as evidence. It will be argued whether Implementers model has been useful with this managers role or not. Midwinter’s model of management is based on what managers do in their role within an organization. There are ten mall roles grouped within three mall groups. These are interpersonal roles of figurehead. Leader and liaising; Informational roles of monitoring, disseminated and spokesperson; decisional roles of entrepreneur, disturbance handler, resource locator and negotiator.
Payola’s model has five main elements of planning, organizing, commanding, coordinating and controlling supporting these elements are fourteen principles of management. Midwinter’s managerial roles are identifiable in the managers’ position for this many. As a leader the manager Is there to help customers and other team members with both small
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The role of liaising is very dominant due to the nature of the organization, as mentioned by the manager, weekly team meetings are held. These meetings ensure that all team members know the organizations goals, how best to achieve them and making sure they al feel part of a team and work together. She motivates them by encouraging, making suggestions on how to make sales and keeping them informed with any information that Is required to perform their Job well. Lashing with state head office Is also a responsibility of the branch managers.
Meetings Involving branch managers and top managers are held quarterly to look at organizations performance and plan for next quarter. This is where goals are set and branch managers informed of goals, she needs to work out the best way for the team to achieve them. These goals are usually profit margin each branch Is required to achieve. Informational roles of monitoring, disseminated and spokesperson are vital links to I OFF company internal memos, attending quarterly state branch meetings, keeping in touch with suppliers, developing working relationships and keeping up to date with latest products.
This information is transmitted to the team via weekly meetings. Customers receive product information through store visits and manager visiting customer on their property and helping assess their individual needs. The manager monitors what the team members are doing on a daily basis by looking at daily sales gurus and comparing them to state average. She only monitors the local branch and sees that sales targets are reached the overall progress of the company is done at state level. Decisional roles at branch level are not done past decisions that directly affect that branch.
For example employing sales staff, opening a customer account and how many products to order and keep in stock. Stock kept on hand can vary greatly depending on commodity prices, weather and other factors out of organizations control like water restrictions, heavy rain and drought. The major decisions made at Tate level are then handed to the branch manager, these decisions include profit margins required, staff budgets and allocation of resources. Henry Payola wrote a book in 1949 describing management as a set of functions, been planning, organizing, commanding, coordinating and controlling.
Payola saw management as planning, the plan then organized and overseeing and controlling the outcome of the plan. D Almond (2003) state in his paper that both Payola and Imitating look at management in a similar way, only they both have different views on how management happens. Falls’ focus on what managers should do if they ivied in an idealist state, and, on the other hand, Integer’s concerns with what managers actually do, given the demands they experience day-to-day. (Almond, D, AS, 2003). Integer’s view on management is on what managers actually do.
He studied managers and came up with a list of roles associated with what manager do, these included interpersonal, informational and decisional. Falls idea of planning, organizing, coordinating and controlling can all be related to Integer’s ideas. Henry Imitating is a critic of Falls suggesting that Payola elements don’t describe hat managers actually do but at best indicate vague objectives that managers have (Metzger, H. , PEP, 1975). Other theorists have rejected Payola’s model as outdated and no longer useful, when in actual fact most of their writings have used Payola’s five main elements as a base.
Writers like Imitating have incorporated their ideas with parts of Payola’s model, for example Integer’s informational roles can relate to organizing (acquiring information and communication with subordinates) and coordinating information or plan to be carried out. As suggested by J. Chapman (2001, pep) Payola’s elements main useful in describing managerial activities, he also provided a link between managers roles and main features of an organization. Controlling seem to be more dominant than Integer’s model. This is evident in the interview, as the manager has identified these areas as a highly involved aspect of her Job.
She plans the goals of the branch based on what the state managers have given her. She then works with the branch team to organism and implement these goals. Motivating the team members to achieve these goals plays a big part in managing the branch. The manager monitors and evaluates branch performance to ensure that organization goals are being met. Payola’s model, although old, seems to still be relevant today. His five main elements of management are Just general terms which can be represented in today’s world (Fells, M, 2000, IPPP).
For example commanding could be seen as directing or putting a plan into action. Payola meant for commanding to be the uniting element referring to putting plans into action (Chapman, J, 2001 , pep). Controlling is still prevalent today with modern organizations, in that managers all control what is happening by identifying any problems and rectifying them. Supporting the main elements are the principles including authority, division of work and unity of command, these principles Payola used as guides to management elements (Fells, M, 2000, IPPP).
Imitating believes strategic plan don’t achieve success but it is what the people do with these plans that provides success for an organization (Collisions, R, 1991) to this extent Imitating is correct, but at the same time a certain amount of planning, organizing and controlling must occur in order for people to achieve this success. (Collisions, R, 1991). Imitating refutes the fact that planning, organizing and monitoring comes into the success of a company, but at some stage these elements must be used in conjunction with interpersonal, information and decisional roles.
As Payola suggests “To manage is to forecast and plan, to organism, to command, to coordinate, and to control’ (Payola, H. , as cited by International Institute of Management). Integer’s roles are a good way to describe what managers do. His views are similar to other theorists on management like, Payola and Webber. These writers, all associate management with leading, authority and planning of an organization. Managers would have communication skills, be able to delegate and must know all levels of the organization to coordinate and control what is happening within the organization.