Management: A Core Function of Any Organization
Management is a core function of any organization, but its aims and methodologies differ depending on the nature, function, and spirit of the company. Depending also on whether the organization is private, governmental or not-for-profit, management and the characteristics of managers will differ significantly. Management and management theory have also changed dramatically over time, with emerging management theories focusing on diversity, global readiness, and communications skills. Managers in the twenty-first century also contend with issues related to globalization and diversification. Skills sets have therefore become more generalized, as organizations need managers who are flexible, willing to work in multiple environments and with many different types of people, and who can adapt to new technologies. Management styles differ depending on the organization's structure, hierarchy, and culture. Managers face enormous challenges in the global market environment and one in which conflicting visions and values converge in one organization. An organization with offices in more than one country will need to adapt its organizational structure and culture to suit its local contingency. Similarly, managers working in foreign offices
The traditional division of management into senior, middle, and lower-tier management illustrates how individuals may work their way up and through a company by assuming greater and greater responsibilities and role complexity. More and more, the lines between departments are being blurred, as organizations are linked together as a giant web rather than a fragmented unit. Managers need to learn how to take responsibility for failures without losing confidence or the respect of coworkers. When managers create and lead teams of individuals they do so to suit the best needs of the organization or their department. However, managers are more likely now than ever to be culled directly from outside the organization: from business school or from competitor companies. Critical thinking skills and brainstorming with colleagues help managers address conflicts. For instance, managers in the United States are more likely to need strong networking skills as well as proven results leading teams. Regardless of the changes taking place in management today, the foundation of all managerial positions is goal fulfillment. Learning how to speak local languages is not always necessary, but may be helpful. Effective decision-making and communication depend on a manager's willingness to learn and grow, to become at once a stronger leader and a more compassionate person. One of the challenges facing twenty-first century managers is how to balance personal with professional lives. Low-level and middle-level management assumed positions of power and remained socially distant from their subordinate employees. Managers, no matter what leadership or communication style they use, remain primarily concerned with meeting or exceeding goals and increasing cost-effectiveness. External controls may come from governmental or private organizations and are used generally to inform stakeholders and investors and ensure transparency and compliance with the law. Compassion and empathy and other signs of emotional intelligence usually stem from a healthy balance between personal and professional lives.
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Acceptance Essays
