Managing mordern organisations

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MAN 11 – INTRODUCTION TO MANAGEMENT                STUDENT # 20378823




Critically evaluate the following statement:

“Managerial jobs are the same in both large and small organisations”.

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(Including Pg. 2 Titles & 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. (Robbins et al. 2006, p.6)

Many organisations, whether large, medium, or small continually delve for good managers who are able to strike success effectively or efficiently.  Many gather this can be achieved by using Henri Fayol’s (1949) POC3  method which includes planning, organising, commanding, coordinating, and controlling.  These methods have been widely used, especially planning, organising, commanding, and controlling, and referred to, over the years through many books, until questioning began by other writers.  Mintzberg, a particular writer who had questioned Fayol’s work believed that these elements are ‘Folklore’ and are no longer needed these days (Carroll & Gillen, 1987, p.38).

According to Fayol (1849-1925) managers need to plan in advance, which will help them define goals, institute a strategy, and develop plans to coordinate activities.  Second, it is very important to be organised by deciding what needs to be achieved, who needs to achieve it, how to group these tasks, and which staff need to refer to which department or manager who will handle decisions to be made in that area.  Managers should also command (lead) their staff in the right direction.  This also includes employing or deploying, training, promoting or demoting members of staff, taking into account, individual needs, strengths, and weaknesses that every individual carries.  Another important role of manager is directing, supervising, and motivating the employees with an intention of bringing out their best possible qualities.  This in return will help achieve the goals that have been planned with a high performance from the staff members.  

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Henry Mintzberg, a prominent management researcher, studied actual managers at work.  He says that what managers do can best be described by looking at the roles they play at work.  His studies allowed him to conclude that managers perform ten different but highly interrelated roles.  Mintzbergs’s ten managerial roles can be categorised into three subheadings which are interpersonal roles, informational roles, and decisional roles.  Interpersonal roles are duties that are required to be performed by managers which involve people, are formal, and symbolic in nature.  Informational roles are what managers perform to a certain degree, such as receiving, collecting, and disseminating ...

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