Summary of the Mole of Management
Management plays a critical role in the performance of an organization. Mary Follet Parker, defined
management as “the art of getting things done through people.” From this definition, it is clear
that management involves mobilizing resources to achieve the set goals of an organization. Usually,
the main role of the manager is to coordinate and oversee the work of other individuals to help
him/her achieve tasks that could not be completed by a single person. Moreover, management has been
perceived as the act of planning, organizing, directing, and controlling activities within the
organization. The work of the employees together with other resources ensures that the set goals are
attained. All these aspects of management facilitate the organization’s effectiveness to achieve
both long term and short-term goals by coordinating and efficiently utilizing the organizational
resources. All sectors need management and healthcare is no exception. Just like other institutions,
healthcare organizations such as hospitals require proper coordination, control, supervision, good
customer relations, effective internal interactions, and regulation of the quality of the
services.
The variation in managerial work exists because managers execute different roles. Usually, each task executed by managers consumes a specific time and requires a certain level of expertise. The responsibilities of every manager in the organization depend on the hierarchy and the responsibility of every department. For instance, a certain manager can monitor activities in the finance department while the other departmental manager coordinates activities related to sales and marketing. In every organization, the management role is distinguished by general levels which involves executives, middle management, and line management. Usually, the executive manager is found at the top of the organizational structure and is charged with the responsibility of monitoring all the departments in the organization. The middle managers largely control activities at the major departments within the organization. Finally, the line managers supervise subordinates in the organizations. The classification of managers ensures that every department is driven by a manager with in depth skills in a particular field. The main departments in a well established organization include manufacturing, finance, marketing, public relations, production, and human resource departments.
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Changes in the 21st Century Management
Many changes have taken place in the management since its inception. The history of management can
be traced from the inception of the industrial revolution. During that period, people introduced
simple management mechanisms to mobilize resources and achieve the desired targets. However,
challenges faced by organizations have changed the style of management and the role as well as
effectiveness of the organization.
Change is inevitable and the future managers will use different management styles to curb the organizational changes. In this regard, a manager should exhibit basic skills required to effectively manage changes within the organization. The five main managerial skills required to adapt the changes in the management include ability to offer solutions, managing chaos, technological know-how, emotional intelligence, and the ability to embrace teamwork. These skills are critical for any organization to perform in the current environment adversely affected by challenges.
The initial system for absorbing managers was different from the current one. Accordingly, an individual would rise to a senior managerial position by simply performing tasks in other departments and the level of experience played a critical role in evaluating the ability of a manager. However, currently, an individual would rise to senior position by having the ability to solve problems in the organization, embrace technology, build teamwork, and the ability to thrive in a chaotic environment. However, the future managers should be prepared to fit in the next environment. The future managers should understand certain factors that make them suitable for the job. For instance, the leader should have the ability to understand the world markets and fathom the dynamics in the international market. In this regard, they will identify opportunities and use them to generate income. Secondly, a good manager should be a master of technology to solve many problems in the manufacturing, communication, marketing, and other departments. Moreover, the future leaders should embrace vulnerability to get the job done by building bridges. It is also important to note that a good leader should have good communication skills to give accurate directions and instructions to the other team members. Finally, a good manager should understand and absorb group dynamics and learn how to command and coach individuals to perform their best. Thus, a good manager is one who uses the skills of employees to solve a market gap.
Changes in the Human Resource
Research has progressed in theoretically and conceptually defining career sustainability and its
indicators. However, research is needed to understand the relationship between those indicators and
the way individual and organizational factors contribute to it over time. We add to this literature
by considering performance and wellbeing as indicators of sustainable careers. Specifically, we
considered patterns in the relationship between performance and wellbeing, used as proxies for a
sustainable career, and the effects of different human resource (HR) practices and age on career
sustainability. Data came from two waves of 653 employees and their supervisors in 26 organizations
in Spain. Multinomial regression showed no direct relationships between HR practices and a
sustainable career pattern. However, we found interactions between age and six HR practices in their
relationship with four wellbeing-performance patterns. Specifically, performance appraisal,
recruitment and selection, security, and exit management were more beneficial to younger employees,
whereas contingent pay and a competitive salary were more beneficial to older employees. This study
highlights that HR practices and age together act as antecedents of employees’ wellbeing and
performance, that is, a sustainable career pattern. It enhances our understanding of the role of HR
practices in career sustainability and demonstrates the value of a contingency approach to HRM.
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Conclusion
In conclusion, management is a vital tool for the performance of any organization. Many changes have
taken place in the management realm and individuals should adjust accordingly to the environment.
For instance, managers should adopt the new technology to solve production and deliver problems.
Changes are predicted in future and the new employees should learn new skills and adjust
accordingly.
References Tordera, Núria, ORCID 0000-0002-0379-4657 . Institute of Human Resources Psychology, Organizational, Development and Quality of Working Life (IDOCAL), Universitat de Valencia, Valencia, Spain, Nuria.tordera@uv.es Peiró, José M.. Institute of Human Resources Psychology, Organizational, Development and Quality of Working Life (IDOCAL), Universitat de Valencia, Valencia, Spain, Jose.m.peiro@uv.es Ayala, Yarid. Tecnologico de Monterrey, Escuela de Negocios, Ciudad de Mexico, Mexico, yaridayala@tec.mx