Organization of managerial work

Work of every manager is usually associated with the exercise of power, influence on others, and having a distinctive powers. In fact, the work of managers is a difficult and responsible task, requiring large, often multi-disciplinary skills and strong commitment. Perceptions of managerial work as just a source of power, the possibility of subordination and reaping bigger profits is always harmful to both subordinates and the organization.

Main features of managerial work

Work of managers is often associated with the implementation of the basic management functions: planning, organizing, motivating and controlling. The most important specific features of managerial work that distinguish it from other works include:

• Conceptual in nature consists in choosing the objectives, directions and methods of operation,
• performing generic management functions such as coordination, organization, motivation and control,
• Risks and uncertainties of varying intensity,
• Responsible for the management and effectiveness of physical resources and subordinate employees,
• The variability of tasks, methods and operating conditions,
• The lack of easily observable and measurable effects of work.
• Managerial work can be performed outside of the office, by teleworking techniques,

Managers the responsible for appointing the organizational goals. In the case of operational managers goals relate to the current business activities (weeks, days).

Middle managers are responsible for the medium-term objectives (mostly annual perspective). Top level of management is responsible for setting the long-term goals (strategic), and ensuring development and economic benefits in the long run.

See also:

• Organizational techniques

Examples of Organization of managerial work

• Project management: Project management is one of the most important types of managerial work. It involves planning, organizing, and controlling resources to achieve specific goals within a set timeframe. Project managers must be able to effectively manage the resources at their disposal, plan, organize, and control operations, as well as delegate tasks and manage budgets. They must also be able to identify and capitalize on opportunities to increase efficiency and productivity.
• Human resource management: Human resource management is an essential component of a manager’s job. It involves recruiting, interviewing, selecting, onboarding, training, and developing employees. It also involves developing employee policies, setting compensation, and managing employee relations. A manager must understand the legal implications of their decisions and be knowledgeable about labor laws and regulations.
• Strategic planning: Strategic planning is a key component of managerial work. It involves developing a vision and mission for the organization, setting goals, and creating plans to meet those goals. A manager must have a good understanding of the organization’s industry and competitors to be able to create a successful plan. They must also be able to analyze data and make decisions based on their findings.
• Risk management: Risk management is an important part of managerial work. It involves the identification, evaluation, and mitigation of risks that may arise in an organization. Managers must be able to identify potential risks and develop plans to avoid or mitigate them. They must also be able to monitor and assess the effectiveness of their risk management strategies.

Advantages of Organization of managerial work

Organizational managerial work has many benefits for both the manager and the organization.

• By organizing managerial work, the manager is able to prioritize tasks, define objectives and delegate responsibility to staff members. This allows for a clear understanding of what is expected of the team and creates a sense of direction.
• Moreover, it can help managers to accurately measure performance, identify and address problems as they arise, and provide feedback to staff members. This ensures that the team operates efficiently and effectively and that progress is being made towards organizational goals.
• Furthermore, by organizing managerial work, the manager can anticipate and plan for potential problems, devise solutions and create a sense of accountability. This helps to ensure that the team is focused on delivering results, and that any mistakes or issues are quickly corrected.
• Finally, organizing managerial work allows the manager to better manage their own time and resources. This can help to ensure that they are able to devote the necessary amount of attention to each task and ensure that they are using their time and resources effectively.

Limitations of Organization of managerial work

A manager’s work is complex and multifaceted, but with its own set of limitations. These include:

• Time constraints: Managers must often manage multiple projects with tight deadlines, leaving limited time to focus on each task.
• Resource constraints: Managers must manage with limited resources, meaning they must prioritize tasks according to their availability of resources.
• Scope: Managers must often work with limited scope, meaning they must work within the boundaries of their delegated power or authority.
• People constraints: Managers must work with people who may have different ideas or expectations, making it difficult to reach consensus.
• Knowledge and skills constraints: Managers must stay up-to-date with the latest trends and technologies in order to be effective in their roles.
• Political Implications: Managers must often navigate the political implications of their decisions, as these decisions may have far-reaching implications for the entire organization.

Other approaches related to Organization of managerial work

A manager's job is more than just the exercise of power, influence, and authority. Other approaches to organizing managerial work include:

• Setting organizational goals and objectives: Managers need to understand their organization's goals and objectives, and make sure that their teams are working towards the same. This includes developing strategies and plans that will help the organization achieve its goals.
• Developing teams: Managers need to be able to build and maintain effective teams, as well as effectively manage and motivate their team members. This includes recognizing and rewarding their team's accomplishments, and providing guidance and support to ensure that goals are achieved.
• Building relationships: Managers should be able to build positive relationships with stakeholders, customers, and other departments within the organization. This includes understanding the needs of these stakeholders and being able to communicate effectively with them.
• Managing resources: Managers need to be able to manage resources, both human and material, in an effective and efficient manner. This includes budgeting, forecasting, and allocating resources to ensure that projects are completed on time and on budget.

In summary, managerial work involves more than just the exercise of power, influence, and authority. It also requires setting organizational objectives, developing teams, building relationships, and managing resources. By understanding and mastering these approaches, managers can ensure that their organizations are successful.

Organization of managerial work — recommended articles

Managerial skill — Process owner — Organizational culture and project management — Resource plan — Development and organizational balance — Planning and control — Strategy deployment — Definition of controlling — Management functions

References

• Agarwal, R. D. (1982). Organization and management. Tata McGraw-Hill Education.
• Barnard, C. I., & Thompson, K. (2003). Organization and management: Selected papers (Vol. 7). Psychology Press.
• Garvin, D. A. (1998). The processes of organization and management. MIT Sloan Management Review, 39(4), 33.
• Kast, R. E., & Rosenzweig, J. E. (1974). Organization and management. New York.
• Newman, W. H. (1950). Administrative action: The techniques of organization and management. Prentice-Hall.
• Sloan School of Management | MIT OpenCourseWare website.

Author: Krzysztof Wozniak