The Job of A Manager

TOPIC
THE JOB OF A MANAGER IS ESSENTIALLY THE SAME
AT ALL LEVELS IN AN ORGANISATION
THEY PLAN, ORGANISE, LEAD AND CONTROL
THE JOB OF A MANAGER IS ESSENTIALLY THE SAME AT ALL LEVELS IN AN ORGANISATION Page 1 of 14
CONTENTS
INTRODUCTION................................................................................................................................3
1. MANAGEMENT.............................................................................................................................4
2. FUNCTIONS OF MANAGEMENT................................................................................................4
2.1 PLANNING ...............................................................................................................................4
2.2 ORGANISING ...........................................................................................................................5
2.3 LEADING...................................................................................................................................5
2.4 CONTROLLING .......................................................................................................................5
3. Management levels and managerial functions ................................................................................6
3.1 TOP-LEVEL MANAGERS ......................................................................................................6
3.2 MIDDLE-LEVEL MANAGERS ..............................................................................................7
3.3 First-level managers ...................................................................................................................8
4. MANAGERIAL ROLES.................................................................................................................9
5. INDUSTRY EXAMPLE ...............................................................................................................10
CONCLUSION..................................................................................................................................11
References..........................................................................................................................................12
INTRODUCTION
The purpose of this report is to discuss the issue of “The job of a Manager is essentially the same
at all levels in an organisation - they Plan, Organise, Lead and Control”.
This report will cover all areas relevant to management functions and organisational levels. The
report will analyse what is management, functions of management, management levels and the
relevance to management functions, managerial roles and an example of a business relating
management functions into management levels.
1. MANAGEMENT
Organisation is an arrangement of resources to accomplish a specific purpose. All organisations

have three common characteristics; have a distinct purpose, which is expressed in terms of a set of
goals that the organisation expect to accomplish; composed of people, to perform the work that is
required to achieve goals; and have a structure, so that members can do their work to achieve goals.
Management is the process of coordinating activities so that they are completed successfully to
achieve organisational goals. The functions managers perform in order to achieve the organisation’s
purpose are; planning, organising, leading and controlling. (Daft, R. L., 2009)
People like Henri Fayol and Alexander Church described the various branches of management in
the early 20th century. According to the management guru Peter Drucker, “The job of the manager
is to give direction to their organisation, provide leadership and decide how to use organisational
resources to accomplish goals”. Mary Parker Follett, defined management as "The art of getting
things done through people". (Daft, R. L., 2009)
2. FUNCTIONS OF MANAGEMENT
Henri Fayol was the first person to identify functions of management. Fayol argued that these
functions were universal, in the sense that all managers performed them in the course of their jobs.
The most commonly cited functions of management are planning, organising, leading and
controlling. The management functions are widely considered to be the best means of describing
the manager's job.
2.1 PLANNING
Fayol defined planning in terms of forecasting future conditions, setting objectives, and developing
means to attain objectives. Planning involves activities such as defining goals, establishing
strategies, and developing plans to integrate activities. Planning requires that managers be aware of
environmental conditions facing their organisation. It also requires that managers be good decision-
makers. (Barnett, T., n.a)
2.2 ORGANISING
Fayol defined organising as making provision for the structuring of activities and relationships
within the firm. Organising is the process of determining what tasks are to be done, who is to do
them, how the task are to be grouped, who reports to whom and where decisions are to be made. In
the process of organising, managers arrange a framework that links all workers, tasks, and resources
together so the organisational goals can be achieved. (Barnett, T., n.a)
2.3 LEADING
According to Fayol, leading is a function concerned with the supervision of subordinates and
involved inspiring them to put forth integrated effort to achieve objectives. Effective leading
requires the manager to motivate subordinates, communicate effectively, and effectively use power.
(Barnett, T., n.a)
2.4 CONTROLLING
Fayol defined the control function in terms of ensuring that everything occurs within the parameters
of the plan and accompanying principles. The purpose of control is to identify deviations from
objectives and plans and to take corrective action. Controlling involves establishing performance
standards, comparing actual performance against standards, and taking corrective action when
necessary. (Barnett, T., n.a)
3. MANAGEMENT LEVELS AND MANAGERIAL FUNCTIONS
Managers are members who are responsible for the work performance of other organisational
members. In organisations, there are typically three levels of management; Top-level, Middle-level,
and First-level. (Daft, R. L., 2009) In most organisations, the number of managers at each level is
such that the hierarchy resembles a pyramid. The below diagram illustrates the management
hierarchy.
http://www.managementstudyguide.com/management_levels.htm
3.1 TOP-LEVEL MANAGERS
Top-level managers, or top managers, are also called senior management. These individuals hold
titles such as; Chief Executive Officer, Chief Financial Officer, Chief Operational Officer and Chief
Information Officer. They make decisions affecting the entirety of the firm. These managers set
goals for the organisation and direct the company to achieve them. They are ultimately responsible
for the performance of the organisation.
Functions include
• Setting key objectives, policies and identifying factors essential for the development
• Efficient accomplishment of goals in the enterprise and maintaining strategic balance
• Making appointments to the top positions
Top management does strategic planning also known as long-range planning. It involves defining
goals, establishing strategies, analysing competitive opportunities and threats, as well as the
strengths and weaknesses of the organisation, and then determining how to position the organisation
to compete effectively in their environment.
They make provision for the structuring of activities and relationships within the firm. These
managers arrange a framework that links all workers, tasks, and resources together so the
organisational goals can be achieved. They also decides how best to departmentalise to effectively
coordinate effort.
Top-level management inspires the complete organisation to put forth a unified effort to achieve
objectives.
They identify deviations from organisational objectives and plans and to take corrective action.
Compared to other management levels, top mangers put more effort into controlling as the
controlling is an important factor to achieve organisational goals.
With the above facts it can be determined that top-level management engages in planning,
organising, leading and controlling activities.
3.2 MIDDLE-LEVEL MANAGERS
Middle-level managers, or middle managers, are those in the levels below top managers. These
individuals hold titles such as; General Manager, Plant Manager, Regional Manager, and Divisional
Manager. They are responsible for carrying out the goals set by top management. They do so by
setting goals for their departments and other business units. They motivate and assist first-level
managers to achieve business objectives. Middle-level managers may also communicate upwards,
because they are involved in the day-to-day operations, they can provide valuable information to
top managers.
Functions include
• Following rules and policies formulated by the top-level management
• Motivating personnel for higher productivity
• Collecting detailed analysis report
• Mutual understanding with other departments in the enterprise
• Recommendations to top management
Middle-level managers develop strategies for achieving the goals of the organisation specified by
the top-level mangers. They engage in tactical planning. It is the process of developing detailed
strategies about what needs to be done and how it should be done.
They focus on how best to design individual jobs to most effectively use resources. They have
limited organising options caused by the fact that most of the resource organising is done by top-
level managers.
Middle-level managers’ provides leadership to first-level managers by inspiring them to achieve

specified departmental objectives.
They ensure that everything occurs within the parameters to achieve the specified departmental
objectives providing control over departments.
With the above facts it can be determined that middle-level management engages in planning,
3.3 FIRST-LEVEL MANAGERS
First-level managers are also called first-line managers. These managers have job titles such as;
Office Manager, Shift Supervisor, Department Manager, and Crew Leader. These are the managers
that most employees interact with on a daily basis. Their authority and responsibility in the
enterprise will be very much less compared to other management levels.
Operational planning, engaged by first-level managers; is short-range planning that is designed to

develop specific action steps that support the strategic and tactical plans.
They organise what tasks are to be done and who is to do them. Organising at first level is low
compared to other management levels.
First-level managers focus more on leadership as they are the managers that employees interact with
on a daily basis. They are involved inspiring and motivating employees and effectively using power
to achieve specified objectives and targets. The plan developed by the top-level management will
fail if the workers in the lower level do not fully realise the work allotted to them.
They focus on successfully achieving tasks allocated to them to the given specifications and
standards by controlling employee activities.
With the above facts it can be determined that first-level management engages in planning,
Therefore it can be noted that managers at different levels of the organisation engage in different
amounts of time on the four managerial functions of planning, organising, leading, and controlling.
By analysing the above facts the degree to which top, middle, and first level managers perform each
of these functions can be presented by the diagram below.
According to the above chart it is noted that top-level managers do considerably more planning,
organising, and controlling than do managers at any other level. However, they do much less
leading. Most of the leading is done by first-level managers as they are the managers that
employees interact with on a daily basis. The amount of planning, organising, and controlling
increases up the management hierarchy while leading decreases.
4. MANAGERIAL ROLES
In addition to the broad categories of management functions, managers in different levels fill
different managerial roles. These roles were categorised by Henry Mintzberg, and they are grouped
into three major types; decisional, interpersonal, and informational. (Daft, R. L., 2009)
Decisional roles require managers to plan strategy and utilise resources. There are four roles that are
decisional. The entrepreneur role, mostly used by top-level managers requires assigning resources
to develop innovative goods and services. The disturbance handler role, used by all levels corrects
unanticipated problems facing the organisation. The resource allocator role, mostly used by top-
level and to a certain extent by middle-level involves determining which work units will get which
resources. The negotiator role, used by all levels deals with working with others to reach
agreements. (Mintzberg, H., 1990)
Interpersonal roles require managers to direct and supervise employees and the organisation. The
figurehead role is typically taken by a middle-level manager. In the role of leader, managers’ gives
commands and directions, makes decisions, and mobilises employee support. Managers must be
leaders at all levels of the organisation. In the role of liaison, a manger must coordinate the work of
others in different work units, establish alliances, and work to share resources. This role is
particularly critical for middle managers. (Mintzberg, H., 1990)
Informational roles are those in which managers obtain and transmit information. The monitor role
evaluates the performance of others and takes corrective action. Monitoring occurs at all levels of
management, although managers at higher levels of the organisation are more likely to monitor
external factors to the environment than middle or first level. The role of disseminator requires that
managers inform employees of changes that affect them and the organisation. The spokesperson
role requires managers to communicate with the external environment. (Mintzberg, H., 1990)
5. INDUSTRY EXAMPLE
EFutures is a leading provider of software and web solutions in Sri Lanka. The company designs,
develops and implements web and software solutions for both local and international companies. It
has managed to acquire a large portfolio of Sri Lankan business as well as several significant
foreign clients.
In EFutures, like most of the organisations there are three levels of management: Top-level,
Middle-level, and First-level. The top-level management consists of the Company Directors while
the middle-level consists of Senior Project Managers. The first-level managers are designated as
Project Managers and Project Specialists.
Top level management; in this case the Directors are in charge of overall management of EFutures,
and they plan on long term goals and business strategies. Organising at this level of the organisation
involves deciding on how to organise resources into departments to effectively coordinate effort.
The Directors control on how resources are allocated to achieve the organisational goal. The
Directors use all of the four functions of management. They plan the overall goal of the company,
organise resources and people, lead the middle level management, and have final control over
decisions.
Middle-level management, the Senior Project Managers turns broad organisational goals into more
specific goals and strategies, and they create objectives and actions. The Senior Project Managers
also communicate between the first-level management and the top-level management. The senior
Project Managers plan the goals of Project Managers and Project Specialists, organize resources and
assignment of development teams, lead the front-level managers, and have control over the
decisions of the front-level managers.
Project Managers and Project Specialist organise and manage the daily operations of EFutures.
They are responsible for the successful management of the specific projects assigned to them. They
deal with the majority of non management employees; Software/Web Architects, Senior
Software/Web Engineers, Software/Web Engineers, Graphic Designers, Flash Developers, Business
Analysts and Quality Assurance Engineers. Project Managers and Project Specialists put plans into
action with the teams assigned to them, they organise allocated resources, lead and control the
decisions of the team to successfully achieve the team objective.
CONCLUSION
There are four functions of management, and all of these functions work together for effective
management. The four functions of management are planning, organising, leading, and controlling.
The four functions of management are important to the success of a manager and a business, and
managers at all levels must use these functions in order to accomplish goals and manage effectively.
Considering the above facts it can be argued that all managers regardless of level plan, organise,
lead and control. What differs is the amount of time they give to each function.
REFERENCES
Anthony, P. & Reed, M. (2007). Managerial Roles and Relationships; The Impact of the Griffiths Report
Retrieved on 5th May 2010 from

www.emeraldinsight.com.library.ecu.edu.au_Insight_ViewContentServlet_contentType=Article&Filename=_published
_emeraldfulltextarticle_pdf_0620030306.pdf
Barnett, T. (n.a) Management Functions
Retrieved on 5th May 2010 from http://www.enotes.com/management-encyclopedia/management-functions
Carlisle, B. (n.a). “Job Design Implications for Operations Managers”

Daft, R. L. (2009). “Principles of Management”. (1st Edition). Cengage Learning India Private Limited.
Erven, B.L (n.a) The Five Functions of Management
Retrieved on 5th May 2010 from http://www.ag.ohio-state.edu/~mgtexcel/Function.html
Ford, J. & Harding, N (2003). “Changing Managerial Work : Changing Managerial Identities” The End of
Management? Managerial Pasts, Presents and Futures Volume 26 Number 9

_emeraldabstractonlyarticle_pdf_0210260901.pdf
Forgie, J. & DeRosa, d. (2010). “Profiles of effectiveness: differentiators of top performing leaders”
Industrial and Commercial Training Vol. 42 No. 2, pp. 76-80,

Hales, C. (2003). “Anchored in Supervision but Drifting into Management: Continuity and Change in the
Role of First-line Managers” The End of Management? Managerial Pasts, Presents and Futures Volume 26
Number 9
Kraut, A.I, Pedigo, P.R., McKenna D.D & Dunnette M.D. (2005). “The role of the manager : What’s
really important in different management jobs” Academy of Management Executive, Vol. 19, No. 4
Matlay, H. (2003). “Managerial Work in Smaller firms: Past, Present and Future” The End of Management?
Managerial Pasts, Presents and Futures Volume 26 Number 9

McNamara C. (n.a) “Introduction to Management”
Retrieved on 5th May 2010 from http://managementhelp.org/mng_thry/mng_thry.htm
Mintzberg, H. (1990). “The Manager's Job : Folklore and Fact”. Harvard Business Review March/April
Nilakant. V, (1991). “Dynamics of Middle Managerial Roles” Journal of Managerial Psychology, Vol. 6
No. 1, 1991, pp. 17-24,

Pakhare, J. (n.a). “Management Concepts – The Four Functions of Management”
Retrieved on 5th May 2010 from www.buzzle.com/articles/management-concepts-the-four-functions-of-

management.html

Stewart, R. (1991). “Classifying Different Types of Managerial Jobs” Personnel Review, Vol. 20 No 3

Tienari, J., Merila¨inen, S. (2010). “Becoming an international man Top manager masculinities in the
making of a multinational corporation Equality, Diversity and Inclusion” An International Journal Vol. 29
No. 1, pp. 38-52

The Job of A Manager

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

The Job of A Manager

Uploaded by

Copyright:

Available Formats

TOPIC

THE JOB OF A MANAGER IS ESSENTIALLY THE SAME

AT ALL LEVELS IN AN ORGANISATION

THEY PLAN, ORGANISE, LEAD AND CONTROL

2.1 PLANNING ...............................................................................................................................4

2.2 ORGANISING ...........................................................................................................................5

2.4 CONTROLLING .......................................................................................................................5

3. Management levels and managerial functions ................................................................................6

3.1 TOP-LEVEL MANAGERS ......................................................................................................6

3.2 MIDDLE-LEVEL MANAGERS ..............................................................................................7

3.3 First-level managers ...................................................................................................................8

5. INDUSTRY EXAMPLE ...............................................................................................................10

Organisation is an arrangement of resources to accomplish a specific purpose. All organisations

3.1 TOP-LEVEL MANAGERS

• Efficient accomplishment of goals in the enterprise and maintaining strategic balance

• Making appointments to the top positions

3.2 MIDDLE-LEVEL MANAGERS

• Following rules and policies formulated by the top-level management

• Motivating personnel for higher productivity

• Collecting detailed analysis report

• Recommendations to top management

Middle-level managers’ provides leadership to first-level managers by inspiring them to achieve

3.3 FIRST-LEVEL MANAGERS

Operational planning, engaged by first-level managers; is short-range planning that is designed to

Retrieved on 5th May 2010 from

Barnett, T. (n.a) Management Functions

Retrieved on 5th May 2010 from http://www.enotes.com/management-encyclopedia/management-functions

Carlisle, B. (n.a). “Job Design Implications for Operations Managers”

Retrieved on 5th May 2010 from

Erven, B.L (n.a) The Five Functions of Management

Retrieved on 5th May 2010 from http://www.ag.ohio-state.edu/~mgtexcel/Function.html

Retrieved on 5th May 2010 from

Retrieved on 5th May 2010 from

Retrieved on 5th May 2010 from

McNamara C. (n.a) “Introduction to Management”

Retrieved on 5th May 2010 from http://managementhelp.org/mng_thry/mng_thry.htm

Retrieved on 5th May 2010 from

Pakhare, J. (n.a). “Management Concepts – The Four Functions of Management”

Retrieved on 5th May 2010 from www.buzzle.com/articles/management-concepts-the-four-functions-of-

Retrieved on 5th May 2010 from

Retrieved on 5th May 2010 from

You might also like