Managers and Organizational Goals
Management is the management of a company, whether it’s a business with a government agency, or non-profit entity. Sometimes the term “management” is used to refer loosely to a wide range of managerial roles, including planning, organizing, motivating, and controlling employees. “Managers” is a broad term that can encompass all levels of management: executive management, board of directors, managers, regional managers, and sometimes the president of a company or other high-level position.
Some characteristics of good management are that managers set the goals of the organization in the right direction, set up plans of action to achieve those goals, motivate their people, monitor the success or failure of the plan, and make sure everything gets done on time, every time. A manager also makes sure that everyone is doing their job and is doing it well. The art of management is also to balance these needs among the different personalities in order to achieve the desired results. Having good managers with a great sense of detail and organizational ability will ensure that an organization runs smoothly. Here are some areas of management to look at to see if someone could be a good manager:
– Scrum, the buzzword in the development community, refers to the process of working through the Agile process of development. Scrum assumes that there are two drivers of change, both external and internal, that require consideration. While traditional management approaches assume external drivers such as market conditions, customers, and competition, Scrum assumes internal drivers such as culture, processes, and traditions. While Scrum may not directly apply to every organization, since different organizations have different needs, Scrum may apply indirectly to nearly every organization since it tends to model the way people work together.
– Strategic planning, which seeks to create a long-term vision and strategy for the organization growth and success, is a core management function. While some managers see strategic planning as simply laying out the objectives of the organization and reporting periodically to management, others view it as a core function that requires specialized skills, such as knowledge management skills and creative management skills. Managers may view strategic planning as being part of the planning process in which case it would be considered a management tactic. Strategic planning is also used in many other areas of the organization including planning, manufacturing, and sales.
– Conflict management is the art of finding and resolving differences within and among people in an organizational setting, usually involving the leaders of the various opposing teams. While some managers view this as the complete opposite of management, other managers view it as a necessary part of the organization’s management process since sometimes there is no way to resolve an issue between competing teams without fostering conflict. Another view is that since no single person can represent all the various competing teams, conflict resolution must take place among the team members themselves. This view is not widely accepted by other management professionals, however, and some management thinkers believe that it impedes organizational productivity.
There are a number of management tactics that managers can use in order to accomplish their organizational goals, but many good managers have learned to adopt a broad variety of strategies rather than sticking to one. In addition, many other managerial tasks, such as identifying the appropriate technology, creating working models, and establishing benchmarks for meeting the organization’s objectives, can be accomplished through various techniques. The key, of course, is to determine what managers should do in any given situation.