Chapter one.

Management – The Future Success of Organizations

In the workplace, there can be a wide range of activities used to perform
a variety of behaviours, which in turn produces outputs that people
provide to others. It is the quality of these outputs and the reactions of
those who receive them that lead to results with positive, negative or
neutral consequences for the organization; the people who work and
customers. The current and future success of organizations is a
reflection of the effectiveness of their management teams, visions,
leadership, functions and roles, together with the combined knowledge
and skills of the organizations’ workforce. Thus, to be effective, as being
a critical responsibility to identify core competencies and to ensure that
competencies required by managers, specialists and the workforce in
general are adequate and appropriate.

Source: Adapted from Competencies and Managerial Effectiveness:

Putting Competencies to Work, 1998.

Case Study Question

Discuss the functions of management and the management roles which

are vital to organizational success. Provide examples.
There are four functions of management. The first one is planning.
Planning is the process of defining goals, establishing strategies and
developing action plans to coordinate activities towards accomplishing
organizational goals. Second is organizing. Organizing is the process of
determining what needs to be done, how it will be done and who is to do
it. Third is leading. Leading can be defined as the process of directing
and influencing all organizational members involved, motivating them
and resolving conflicts towards achieving organizational goals.

There are three roles of managers such as interpersonal roles.

Interpersonal roles are where managers are responsible for managing
relationships with organizational members and the society. The primary
interpersonal role is to ensure that information is provided. Interpersonal
roles can be broken down into three roles, such as the figurehead, the
liaison, the leader. Second role is informational roles. Informational roles
involve a manager gathering and disseminating information to
stakeholders of an organization. Three informational roles is the monitor,
the disseminator, and the spokesperson. Last role is decisional roles.
Decisional roles see the manager processing information and reaching
conclusions. Decisional roles make significant use of the information.
There are four decisional roles that managers play, such as the
entrepreneur, the disturbance handler, the resource allocator, and the
negotiator.