Discuss about the Principles of Management for Crisis Management Strategy.
Henry Mintzberg is the international prominent author of business, a professor and management expert who defined the different functions of the manager in the company. He suggested ‘Ten Management Roles’ that provide a better view of manager’s role in real-time business environment than the list of classical management functions as given by traditional scholars. These roles also highlight the variety of information that are required by the organisation and may be use as an important resource for its survival. This model is effective to develop the management skills (Wagner and Hollenbeck, 2014).
Mintzberg’s ten management roles within the organization categorizes into three parts, are discussed as below:
In this category, management roles are related to provide information and ideas. Besides this, the interpersonal component includes the role of subordinates and other people who work outsides the organization. This also includes the other duties whose nature is traditional and representative (Li, et al., 2013).This component involves the three different roles of managers. Those are discussed as below:
They act as the legal representative and responsible for social and formal duties. For example, they are welcome guests, sign in legal papers, and attend the ribbon cutting programs and congregation function. Figureheads have positive influences on the company by accomplishing the legal and social duties of their corporation (Bryman, 2013).
They are responsible for building the relationship with the workforces in the organization. In this way, they communicate, motivate and lead the subordinates. Besides this, they make structuring, manage their progress, promote and encourage the development. They also make balance effectively within the organization (Hill, et al., 2014). For instance; it includes entire interactions with their subordinates.
Liaisons maintain and establish the set of connections within and outside the organization in order to get the information. They also express the information and communication which is obligatory for the managers. They are engaged in information exchange with subordinates as to access their knowledge (Evans and Alire, 2013). For example; liaison involves the business association and the conference with the representatives of other organization.
Informational components are related to the getting, gathering and spreading the information. In this component, managers act as the nerve centers of the organization. There are three different roles of information manager such as a monitor, disseminator, and spokesperson (Lussier and Achua, 2015). They are described as given below:
A monitor identifies the internal and external information about the organization problem that can affect the organization. Their responsibilities include the evaluating internal operation, achievement of the departments and recognize the threats and opportunities which are related to the organization. They have capabilities to maintain and store the more information related to the work (Li, et al., 2013). For example; monitors scan and read the trade press, journal, and reports; attend discussion group and training and keep personal contacts.
Disseminators are accountable for communicating and transmitting the information to the people within the organization. This information can be related to the internal and external sources. In addition to this, disseminator also focuses on the facts and value that is based on the external views and transmits into the organization and to their subordinates. Therefore, filtering and allocation skills are required for this manager (Bryman, 2013). For instance; disseminator sends memorandum and information and also updated the staffers and subordinate’s decisions.
They are responsible for transmitting the information about the company to the external people. They also act as the public relation person to retain the key stakeholders. In this way, they updated the information to outsiders related to the operation of the organization (Hill, et al., 2014). For example; spokesperson deliver the memorandum, reports, and informational sources; involve in conferences and meetings and report evolution.
This component involves the making criteria. In this case, the interpersonal role of managers leads to the decisional circumstances. Besides this, information and resources that are collected by the interpersonal skills make enable to the manager for taking the decisional responsibilities within the organization (Booth, 2015). There are four different roles that are related to the decisional components, are explained as below:
Entrepreneurs:
They serve as the initiator, creative and persuade to change and innovation. Their role encourages managers to build advancement projects. They also delegated the work, authorize and supervise their team in the course of development. For example; they executed the innovations and make a plan for the future.
Disturbance Handler:
They deal with the disputes and problems of the organization and take the appropriate decision regarding this problem. They are also responsible for dealing with the difficult and unexpected situation that arises within the organization (Birkinshaw, et al., 2014). For instance; they settle conflicts among the subordinates; select the strategic option and overcome the emergency situations.
Resource Allocator:
They are accountable for allocating the different types of resources like time, money, materials and human resources. They are also responsible for distributing and administrating the financial, equipment and personal resources (Bryman, 2013). For instance; they make a draft, support the plans, make schedules, budget and also set the priorities.
The negotiator represented the organization by negotiating with the external and internal people.
For example; participates in the team and directs discussions within the team, branch, and organization. They also keep the business awareness within and outside the workplace (Booth, 2015).
No organisation operates in isolation. For its proper functioning, the managers have to make sense of the uncertain world around their organisation, the business environment. This environment is influence by many internal and external factors that are extensively intertwined thereby making it complex and largely interdependent (Johnson et al., 2014).
The changing environment not only affects the working of the organisations, their productivity and performance, but also affects the manner in which these organisations are led and managed. As the trends in internal and external environment shifts, the managerial practices within the organisations also change. The present day organisations have changed their orientation from achieving their goals to managing their people and culture for long-term survival. Additionally, the external environment is becoming increasingly dynamic as a result of globalization, technological advancements and breakthrough innovations. As a result, the management practices have also changed from traditional to modern approaches, so as to keep the organisation moving in face of changing environment and uncertainty (Denning, 2013). The traditional practices focused on technical aspects, competencies, rules and discipline within the management to achieve the goals of the organisation. However, the changes in business environment like globalization, multinational organisations, information technology, innovation, etc. has led to adoption of modern managerial practices that emphasis long-term survival, people management and talent management through managers (McCrimmon, 2010).
With the move from pre-industrial to post-industrial organisations, the managerial practices have become oriented towards interpersonal communication and information seeking rather than decision making. The requirement of knowledge management, greater flexibility, team coordination, democratic decision making, and employee engagement combined with external factors like suppliers’ management, corporate governance, environmental sustainability, etc. have led to change in work styles, complete delegation of responsibilities, open-gate policy, flatter organisational structures and many more changes in management practices in the present day organisations (Aki Ouye, 2011). Thus, the managerial practices are geared towards developing and sustaining the organisational culture of innovation and open communication to face the ever-changing business environment.
Management practices are strongly associated with the firm’s performance and productivity and vary greatly between firms within as well as between different countries. This difference management practices is influenced by competition, labour market flexibility, education, ownership structure, etc. (Friebel and Schweiger, 2012). The following is as example of management practices carried out in Apple and Microsoft.
Both the organisations are successful in their industry but follow different management approach which is discussed as follows. In Apple, employee monitoring is based on their innovativeness, creativity, and surpassing customer expectations. While in Microsoft, employees are monitored on the basis of incremental improvement that they make in themselves and the product. Thus, the objectives of the company would create significant differences in how the monitoring would be done in both the organisations.
Managers are also disseminators of information. At Apple the managers are authoritative and believe in controlling the whole value chain leading to less participative employees. In this respect, managers at Apple are good negotiators. While at Microsoft, the managers are participative and encourage employees to present their perspective thereby presenting democratic leadership style.
Moreover, their communication practices with the outside world differ greatly. While Apple adopts a more dramatic and attractive approach for launching its products, Microsoft follows more traditional approach to speak and communicate with external stakeholders. Thus, it can be said that though these organisations operate in same industry, they follow contrasting managerial practices (Koontz and Weihrich, 2015).
Conclusion
From the above discussion, it can be concluded that the ten managerial roles propounded by Mintzberg are as relevant in present day modern organisation as they were when they were first introduced. The roles defined by Mintzberg are broad in their approach and cover almost all the managerial functions of the contemporary managers. His segregation of managerial roles into interpersonal, informational and decisional components is considered important by managers depending upon the industry and business environments in which they work. Further it can be concluded that changing business environment has led to significant changes in the managerial practices that has an important bearing on the organisation’s performance and productivity. Thus, managerial practices have to be facilitating rather than directing in context of present work environment.
References
Birkinshaw, J., Healey, M. P., Suddaby, R. and Weber, K. (2014) ‘Debating the future of management research’, Journal of Management Studies, 51(1), pp. 38-55.
Booth, S. A. (2015) Crisis management strategy: Competition and change in modern enterprises. UK: Routledge.
Bryman, A. (2013) Leadership and organizations. UK: Routledge.
Evans, G. E. and Alire, C. A. (2013) Management basics for information professionals. USA: American Library Association.
Hill, C. W., Jones, G. R. and Schilling, M. A. (2014) Strategic management: theory: an integrated approach. USA: Cengage Learning.
Li, Q., Maggitti, P. G., Smith, K. G., Tesluk, P. E. and Katila, R. (2013) ‘Top management attention to innovation: The role of search selection and intensity in new product introductions’, Academy of Management Journal, 56 (3), pp. 893-916.
Lussier, R. N. and Achua, C. F. (2015) Leadership: Theory, application, & skill development. [Online]. Available at: https://www.cengagebrain.co.nz/content/9781133895268.pdf (Accessed: 19 July 2016).
Wagner III, J. A. and Hollenbeck, J. R. (2014) Organizational behavior: Securing competitive advantage. UK: Routledge.
Johnson, G., Whittington, R., Scholes, K., Angwin, D. and Regner, P. (2014) Exploring Strategy, 10th edn. UK: Pearson Education.
Aki Ouye, J. (2011) Five Trends that Are Dramatically Changing Work and the Workplace, Knoll. [Online]. Available at: https://www.knoll.com/media/18/144/WP_FiveTrends.pdf (Accessed: 19 July 2016).
McCrimmon, M. (2010) A New Role for Management in Today’s Post-Industrial Organisation, IVEY Business Journal. [Online]. Available at: https://iveybusinessjournal.com/publication/a-new-role-for-management-in-todays-post-industrial-organization/ (Accessed: 19 July 2016).
Denning, S. (2013) The Golden Age of Management is Now, Forbes. [Online]. Available at: https://www.forbes.com/sites/stevedenning/2013/08/05/the-golden-age-of-management/#26f4173e3034 (Accessed: 19 July 2016).
Friebel, G. and Schweiger, H. (2012) Management quality, firm performance and market pressure in Russia, European Bank. [Online]. Available at: https://www.ebrd.com/downloads/research/economics/workingpapers/wp0144.pdf (Accessed: 19 July 2016).
Koontz, H. and Weihrich, H. (2015) Essentials of Management: An International, Innovation, and Leadership Perspective. UK: McGraw-Hill Education.
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