The Nature Of Managerial Work By Henry Mintzberg

When related to Mintzberg, there are many similarities between his and Fayol’s views. Planning, one of Fayol’s functions can be related to Mintzberg’s manager roles leader, liaison, entrepreneur and so on (Lamond, 2004, pg.351) and this occurs throughout all five of his roles. The consistent similarities between both the functions and roles of management allow us to recognise that both perspectives must be related in some way.

After nearly 40 years, the theory of business strategy is well developed and widely disseminated. Pioneering work by academics such as Michael E. Porter and Henry Mintzberg has established a rich literature on good strategy. Most senior executives have been trained in its principles, and large corporations have their own skilled strategy departments.

After comparing Ch.2, 3, and 4 of Mintzberg’s novel, Simply Managing with Lussier’s textbook, Management Fundamentals, as well as the material covered in class, and my own personal experiences a few connection have been brought to mind regarding each chapter. In the paragraphs below, I will explain the connections I found related to each chapter.

When working with companies, an employee has to wonder from time to time what makes management tick. What is the source of their decision-making practices? Why should people strategize in business or in war? Well first let’s define what is strategy? “It is a plan, method, or series of maneuvers or stratagems for obtaining a specific goal or result: a strategy for getting ahead in the world.” (dictionary.com, 2012) The main purpose of this article is to enhance our ability to think strategically. In addition, identifying how as managers and leaders of all organizational levels can

Mintzberg, H. Research . (1972) On strategy-making', Proceedings of the 32nd Annual Meeting of the Academyo f Management,N Minneapolis.

Mintzberg (1984, pp. 69) suggests “the notion strategy is something that should happen way up there far removed from the details of running an organisation on a daily basis and is one of the great fallacies of conventional strategic

Managers in human relations needs a variety of skills and knowledge to help their firms succeed in the global marketplace. They need to cope with the initial shock that often accompanies working and living in a different culture. Also, they can become more effective through learning the language of the host country and interpreting accurately the work values of their foreign counterparts. The following traits may be associated with candidate’s who are likely to succeed in international contexts, such as, flexibility, sensitivity to culture differences, business knowledge, culture adventurous and a desire for their views. Before doing business with people from different cultures, managers can familiarize themselves with research that describes important cultural differences in work values. There is four dimensions on which different cultures can be compared, which includes of power distance, individualism, uncertainty avoidance and masculinity/femininity.

In most cultures, behavior can be placed on a continuum, so that not all individuals are stereotypical. Chinese mangers place more value on keeping harmony within a workgroup. Managers influence the need for co-operation and group welfare, further affect work relationships, leading to a managing philosophy based on loyalty, and collectivism. These attributes joined with a strong correlation among age and seniority and status, can translate into legitimate authority and power. The culture this creates, relies on benevolent styles of communicating with middle managers and down the line.

One of the most important things about being a manager is handling the many responsibilities while doing all that can be done to effectively achieve the goals of their organization. Managers are the people responsible for the employees under them by making sure the people under them are happy, productive and working together on the company’s goals. They’re also responsible for setting the image of the workplace and presenting the vision of the organization to both their employees and their customers. It’s their job to make the tough decisions and stand by them no matter how difficult they may seem. Managers do with by way of their managing style which explains exactly how a certain manager runs things. In this essay we’re going to compare and contrast two managers who’ve gained fame through their pioneering managing styles and have been set as examples on organizational success. These men are Jack Welch, former CEO of General Electric, and Dan J. Sanders, CEO of United Supermarkets.

This has highlighted a crucial issue for international companies to be aware of the cross-cultural implications in the conception, design and implementation of the various market entry strategies for the Chinese markets, especially when considering the Human Resources Management strategies since Corporate Strategy will in turn determine the Human Resource (HR) strategy to be deployed.

Please discuss Mintzberg’s Mode of Strategic Decision Making by using real example and must relate with Three Characteristics of Strategic Decisions.

Autonomy and the ability to work through challenges are more desirable to talented employees than being told how to do things. They want to be inspired by leaders rather than be micro-managed. It is no surprise, therefore, that employees prefer to be coached and mentored rather than supervised (Tarique and Schuler, 2010). Their self-respect does not allow them to sacrifice. It is suggested that working environment, therefore, requires an open and honest culture, with the ability to give regular two-way feedback in a trusted environment. This is likely to be more challenging within Asia, particularly in Hong Kong where research undertaken in 2014 by The Oxford Group identified that only 17% percent felt that their manager was approachable and listened to them, vs 30% of those asked in Singapore (Allen, Bryant and Vardaman, 2010).

While in south-east Asian companies, HR managers are not faced with the same scenario. In the Philippines for instance, “Only Filipino citizens or corporations, partnerships or entities at least seventy-five percent (75%) of the authorized and voting capital stock of which is owned and controlled by Filipino citizens shall be permitted to participate in the recruitment and placement of workers, locally or overseas.” (Labor code of the Philippines, art. 27), therefore in a Philippine company mostly Filipino employees are working there. An HR manager practices decisions and makes plans based on the culture of the Filipino people.

Management in business is the coordination of people to accomplish set goals efficiently and effectively. It comprises of planning, organising, staffing, leading, and controlling an organisation. Management itself is also an academic discipline, a social science whose object of study is social organisation in order to accomplish a mutual goal.

The report is an amalgamation of three patches of which, first, is a journal review of two human resources related articles: “Extending the Scope of Organisational Culture: the External Perception or an Internal Phenomenon” (MacIntosh and Doherty, 2007) and “Organisational Culture: An exploratory study comparing faculties’ perspectives within public and private universities in Malaysia” (Ramachandran, Ching and Ismail, 2010). This journal review is concluded by a reflection wherein the scholar expresses his experiences of the task. Next comes an essay which provides an insight into how an organisation can achieve benefits by implementing various HR practices in successful manner. Here literary work is extensively discussed in chronological