Free Essay Example on Empowering Managers

Introduction

Many people define managers based on the position they hold in a company. In contrast to the hierarchical, traditional relationship among the layers of management, managers, and employees, managers are still the company's pillars whose role is to empower others (Bandyopadhyay, 2019). Similar to how companies exist to serve their clients and customers, managers also enable the empowering process by making people behave, think, and act to avoid the autonomous ways of making choices (Bandyopadhyay, 2019). In both contemporary and traditional views of the management, the roles of managers are still differentiated. For instance, the top managers' role is to form the company's strategy and become the steward for its mission and vision. The other set of managers include functional, general and team managers. Functional managers' role is to ensure that operations such as marketing and accounting are conducted effectively and efficiently (Bandyopadhyay, 2019). Team managers or supervisors are the coordinators of a team, especially if they have a function or an event. Sometimes, there is a distinction between staff and line managers.

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Line Managers

The line managers contributed directly to the services or products the company creates. For instance, the line manager (also known as the service or product manager) in the Procter and Gamble Company is responsible for marketing, profitability, and production in the production department (Lawton, 2016). The project manager's role is planning, executing, and closing the project. The same person is also responsible for consulting, telecommunications, architecture, software development, and constructions (Lawton, 2016). The general manager is responsible for setting up straightforward identifiable programs in the business unit, production line, or store. He is also responsible for making decisions across various functions because the performances of the employees are tied to their role (Lawton, 2016). The general managers take commands from the top executives. In other words, before escalating the functions, the general managers must the overall plan of the organization. After this, they set the goals to ensure that all phases align with the company's strategy. Before sharing out their expectations, they must describe their plans to the subordinates and then give the supervisors assurance that every employee has met the goals (Lawton, 2016).

Management

Managers are the individuals responsible for getting things or processes done in the facility through the subordinates by setting up achievement and settings that align with the company (Ivanenko, 2018). They manage to do this through the four management functions like controlling, leading, organizing, and planning. All the procedures are sets under the guidelines that utilize the material, financial and human resources. The managers have a direct relationship with individuals in interpersonal roles who are unique to get updated. Through these informational roles, the manager's concern is to get information on all activities (Ivanenko, 2018). For instance, in the monitor role, the manager's work is to collect and receive news. In the spokesperson role, management is done by disseminating the company's statement concerning the environment. In managing, the top managers are also called industrial experts and departmental experts (Ivanenko, 2018). The critical takeaway for management is aligned with the responsibilities of managers. Usually, managerial functions like controlling, leading, planning, and organizing depend on the manager's experience.

Conclusion

Thus, the management evolution occurs through a gradual transition between the employees and managers to a characterized upside-down pyramid to fulfill and innovate clients and customers (Ivanenko, 2018). The managerial functions also assist the company in solving the challenges.

References

Bandyopadhyay, S. (2019). Total quality management. Production and Operations Analysis, 509-520.
https://doi.org/10.1201/9781351113670-20

Ivanenko, O. (2018). Bureaucratic management functions: Special issues. Public administration, 15(5).
https://doi.org/10.32689/2617-2224-2018-15-5-95-108

Lawton, E. (2016). Body language and the first line manager. Body Language and the First Line Manager, 1-73.
https://doi.org/10.1016/b978-1-84334-215-1.50001-4.