Scientific management

Everyone in a managerial role is responsible for establishing the communication needs of the service users, providing appropriate support and ensuring any equipment needed to communicate is available. The Managerial role is to empower and promote the rights of every person taking into account individual needs, wants and rights.

According to our text, Henry Mintzberg created three managerial roles. These roles include interpersonal, information, and decisions roles. The interpersonal role requires a figurehead, leader, and a liaison. Informational roles require monitor, disseminator, and a spokesperson. Or in other words, informational roles involve "collecting, receiving, and disseminating information" (Pg 11). Decision roles need an entrepreneur, disturbance handler, resource allocator, and negotiators. According to Mintzberg, decisional roles should involve thinking and doing.

Robbins (2001) wrote, "Mintzberg (1973) concluded that managers perform 10 different, highly interrelated roles, or sets of behaviors attributable to their jobs. These 10 roles are primarily concerned with interpersonal relationships, the transfer of information, and decision-making."

There are many individuals that confuse the roles and responsibilities of managers and that of a leader. While managers and leaders both have many common characteristic, the roles and responsibilities within a company are defined differently. The purpose of this paper is to go into detail about these different responsibilities within a company. A leader can be both formal and informal, for the sake of this paper it will be more geared towards explaining a more formal leadership role. Additionally a personal experience will be included to assist in this understanding.

Scientific Management, or Taylorism, is a theory of management by F. W. Taylor that analysed how the highest economic efficiency, especially labour productivity, can be achieved, hence the greatest prosperity for both employers and employees. The four principles that he brought forward are the replacement of the ‘rule of thumb’ work method with a scientific way to study work, matching and training the most suitable person to do each particular job scientifically instead of leaving the workers to choose their own work and teach themselves, the provision of detailed instructions and standard operating procedures by the managers to workers to ensure “all of the work being done in accordance with the principles of the science” and the division of work between workers and managers, which managers are responsible for planning and supervising while workers are to complete the tasks they are assigned to.

Thank you for your informative response. You stated “As a manager your roles consist of taking lead and helping out others in the department you manage.” I agree with your statement. A manager should have a basic understanding of the corporation and be able to assist in multiple areas of the business. The organization should make sure managers know at least the basics about each area of the business.

We then look at the role of manager in terms of position within the organisation, explore different structures and the impact this has on the management role.

The world of business has undergone radical and dramatic changes in the last decade changes that present extraordinary challenges for the contemporary manager. A manager is an organizational member who is responsible for planning, organizing, leading, and controlling the activities of the organization so that the goals can be achieved. According to a widely referenced study by Henry Mintzberg, managers serve three primary roles: interpersonal, informational, and decision-making. Management is process of administrating and coordinating resources effectively and efficiently in an effort to achieve the goals of the organization.

There are many roles a manager has within an organization. Henry Mintzberg explains ten specific managerial roles most commonly seen within organizations. Performing this role is the basis of a manager's job. The best manager is the one who perform his roles in a professional way and face the complications and challenges in a huge market, where several competitors already exist, however Steve Jobs in Apple Inc. proved himself and set an example in the world. Six managerial roles performed by Steve Jobs while he was working for Apple Inc. includes figurehead ,negotiator, leadership ,monitor, spokesperson, entrepreneur.

The year 1911 saw Frederick Winslow Taylor publish a book titled ‘The principles of scientific management’ in which he aimed to prove that the scientific method could be used in producing profits for an organization through the improvement of an employee’s efficiency. During that decade, management practice was focused on initiative and incentives which gave autonomy to the workman. He thus argued that one half of the problem was up to management, and both the worker and manager needed to cooperate in order to produce the greatest prosperity.

“The principle object of management should be to secure maximum prosperity for the employer, coupled with the maximum prosperity for the employee…” (Taylor, 1911, p.9)

The position of manager holds many responsibilities in an organization; those responsibilities range from dealing with requests from upper management and

Scientific management (also called Taylorism, the Taylor system, or the Classical Perspective) is a theory of management that analyzes and synthesizes workflow processes, improving labor productivity. The core ideas of the theory were developed by Frederick Winslow Taylor in the 1880s and 1890s, and were first published in his monographs, Shop Management (1905) and The Principles of Scientific Management (1911).[1] Taylor believed that decisions based upon tradition and rules of thumb should be replaced by precise procedures developed after careful study of an individual at work.

According the Fayol theory, there are five primary roles of a manager. The five roles of a manager put forward by Henri Fayol may not fully express the managerial difficulties faced on a daily basis by managers. And as such Fayol Proposed roles focuses very little on informal relationships between managers and employee and doesn’t really focus on the maintenance and development of a motivated workforce. (Businessmate.org, 2015) The five main roles as discussed previously are planning, organising, commanding, co-ordinating and controlling. These five functions are customary throughout all organization including Engineering. In order to attain organization success, the above functions are necessary and effective managers understand how to conglomerate them.

The traditional views of a manager's functions are as an administrator working on short-term goals within the current systems and structures. The manager focuses upon making that which exists as efficient as possible. The four functions of management as planning, budgeting, organizing, and controlling resources and problem solving. These managerial activities, they assert, are most appropriate when organizations are basically stable and relatively predictable. On the other hand traditional view of a leader' functions are of one who takes a long-term, big picture, perspective and endeavors to initiate change for the improvement of the organization. When organizations need to adapt and change to new circumstances then leaders who challenge, motivate and inspire