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Managing mordern organisations

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ASSIGNMENT ONE Task: Critically evaluate the following statement: "Managerial jobs are the same in both large and small organisations". Word Count: 1687 (Including Pg. 2 Titles & Abstract) Abstract The aim of this paper is to scrutinise whether management in a large organisation is the same as one of a small organisation. It shall be argued that management in any size establishment is a multifaceted topic that cannot entirely be restricted due to constant development and alteration. However, many overpowering influences cause modifications to occur in companies, leading to either an effective and/or efficient approach in the way management operates. In any case management is imperative to any business ensuring that the organisation has a systematic way of handling distinguished goals and staff while maintaining a strong and stable structure. Management in Both Large and Small Organisations Three major features of an organisation are purpose, people, and structure. Purpose is concerned with and is often expressed as the organisational goals that have been destined to be reached within the company. People refer to the staff employed by that organisation, who work together to achieve the goals that are set whereas, structure refers to the arrangement of the organisational rules and regulations, either being open and flexible or traditional. The term organisation refers to an entity that has a distinct purpose, which includes people or members and has some type of deliberate structure. ...read more.


Currently there are six major management theories that are being practiced in both small and large businesses. They are scientific management, general administrative theory, quantitative approach, organisational behaviour, systems approach, and the contingency approach (Robbins et al. 2006, p.43). Scientific management was introduced by Frederick W. Taylor in 1911 and further enrichments were added by Frank and Lillian Gilbreth in 1912. They found that by separating jobs into sections and having someone who knew the job to motivate the employees, by offering an attractive monetary incentive, inspired the workers to increase their production efficiency to meet goals that have been set faster. A majority of businesses, large or small, use the scientific management approach as it encourages workers to push for a higher production rate, achieving targets quicker, and in return increasing their incentive (Robbins et al. 2006, pp.45-46). General administrative theorists, such as Henri Fayol (1849-1925) and Max Weber (1864-1920) set out guidelines to be used throughout companies which would enhance management in the organisations overall operations. Fayol introduced fourteen principles while Weber introduced an ideal organisation called a bureaucracy (Robbins et al. 2006, pp.48-49). The guidelines which have been set would most probably be used in depth throughout a larger organisation rather than a smaller one who would not require such detailed directions. ...read more.


There are many formularisations that a manager can choose from in any size organisation, yet the only variance between a manager of a small company and one of a large company is in the quantity of the workload not the managerial function itself (Robbins et al. 2006, pp.20-21). Fayol's methods may seem 'Folklore' to some organisations or writers these days, however they are the substructure for conceptualizing the manager's dexterity and occupation. Unifying these approaches with new means such as Mintzberg's methods could help management in any size organisation to succeed, if they are executed in a corrective manner. It is the human factor, not technology, that makes the difference between commercial success and failure, and between acceptance and rejection of a system. Hence the true asset of a company is its educated employees; the real strategic resource essential for commercial growth and the real stuff of competitive advantage. Finding out whom the 'best' people are, how to attract them, how to train them, how to employ them, how to motivate them and, just as importantly, how to keep them, requires major investment by forward-looking organisations (Angell & Smithson, cited in El-Imad 2001, pp.106-107). Management will always serve the same purpose in any size business which is fundamentally to manage, however the time they spend on each method, if any, will vary from manager to manager not organisation to organisation. ...read more.

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