Managers in the 21st Century
Managers nowadays do not actually do what a manager really should do back in the eighties. Changes that occurred in the new economy, the increasing use of technology in business, and the effects of globalisation towards business world have led management into a whole new dimension. New managers are expected to be able to manage on an international scale, act strategically, utilize technology, establish values, and of course, act responsibly as well. (Crainer, 1998) Henry Mintzberg once asked, "What do managers do?" After conducting his research based on a study of five CEOs, he concluded that managerial work involves interpersonal role, decisional role and ...view middle of the document...
Thus, he encourages integration of different technical skills where his team of managers could make a sound decision on dealing with the problems they faced. (Samson & Daft, 2003)
Any managers in an organisation would need skills that enable them to understand and get along with other people while getting the most out of them, for instance, their subordinates or colleagues in order to be able to get the jobs done and attain the organisational goals and these involves human skills.(Griffin & Ebert, 2004) An effective manager's job is not just giving orders or supervising the employees, their responsibilities actually involve integrating themselves into the culture of their employees in the sense that they get to know the path to effective delegations, the ways in dealing with conflicts within the organisation, and of course, be a team player and comprehend the way to work efficiently with people from different backgrounds. This is because managers are in fact, the ones who determine the behaviours and morale of employees in an organisation by managing group moral force while promoting cooperation and resolve conflicts. (Gomez-Mejia, et al, 2005) Human skills of managers are crucial in making employees feel valued and inspired, which in turn, promotes a close working relationship that are fun. (Samson & Daft, 2003)
Atiq Raza, CEO of high-tech firm Raza Foundries, for instance has used human skills daily to communicate effectively with his employees. He developed his human skills so well that his employees are almost fanatically committed to him. Manager like Atiq Raza will not only being liked but as well received full supports from his team of employees. By producing a closely-associated workforce, there's nothing much but high efficiency and productivity. (Griffin & Ebert, 2004)
To be an effective manager, one must possess conceptual skills as well. Managers have to be able to think in the abstract, examine different situation and see beyond the present situation to recognise new market opportunities and threats. Conceptual skills also aid managers in determining the consequences and outcomes from their decisions. Conceptual skills are specifically needed in the success of executives in e-commerce business. For instance, the ability to anticipate how a particular business application will be affected by the Internet is clearly conceptual in nature. (Griffin & Ebert, 2004) Besides that, conceptual skills also enable top level managers to look at their organisation at large and recognise how work groups and departments associated to and affect each other. (Lewis, Goodman, and Fandt, 2004) In brief, wise and tough decisions are made only through conceptualising. (Nohria & Berkeley, 1998)
Motorola CEO Bob Galvin has set a good example of being conceptualistic in revolutionising the whole organisation. In 1983, Galvin was aware of the rumblings throughout the company that the organisational structure is not...