Functions of administration – “Strategic Manager”

January 11th, 2012 |

Many critics would say that the term “strategic manager” is an oxymoron. Those critics, however, have a narrow view of what a boss or administration team can do, especially since the best conceived corporate strategies often fail because the society lacks the capability to execute those strategies. This is truly why administration is strategic. But one must not forget that administration is also tactical in nature. Managers can play the role of coach, counselor, advisor, and change agent. This paper will discuss the four functions of management: planning, organizing, foremost and controlling.

Change is part of the evolutionary cycle of everyday life. Today, more and more organizations are faced with a dynamic and changing environment that is needful to verbalize their existence in the contentious economic world of business. These organizations perceive that change is here to stay and know that if they do not change they will not survive. Whether employees like it or not, managers, supervisors, and leaders have to implement organizational changes. Nicolo Machiavelli once said, “There is nothing more difficult to take in hand, more hazardous to show the way or more uncertain in its success, than to take the lead in the introduction of a new order of things” (European History Quotes (2006). In the controlling function of management, managers must be able to contribute managerial control, carry on technology and innovation, create and carry on change. To be successful change agents in any institution, managers must know the technical requirements of the change and understand the attitude and motivational demands for bringing it about. change agents are risk takers who identify areas of needed change in the organization.

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They demonstrate flexibility in goal setting and retain and reinforce the individual efforts of subordinates while the change process. In addition, change agents identify the need for change and identify the options and resources available to implement a change, as well as identify and implement accepted strategies to minimize and overcome resistance to change (Wiest, D.,April-June 2006). For many organizations, change administration initiatives first introduced organizational improvement (Od) concepts into the organization. In most cases, such change increased the request for administration activities in the area of training and improvement as the need for new skills emerged; managers have responded by providing such training Whether directly themselves or by bringing in Od consultants and trainers as needed. The role of the boss grew to come to be more consultative as the request for managing change effectively across the society grew. As a result, managers must support leaders, staff and employees in planning and managing such “change initiatives” in parts of the society or for the thorough organization, thus provocative in Od work (Hawthorne, P. , 2004). Thus, the need for the organizing function in which managers must help to create an organizational buildings with agility, human resources management, and a diverse workforce.

Companies must be ready to contribute aid to their employees in assorted situations. Mangers must lead and to do so must be able to contribute leadership, motivate for performance, instill teamwork and enumerate effectively. Often times it is a good idea for an empathetic and specially trained staff member to act as a counselor. This advisor would need to originate guidelines for the organization’s response to the employee’s situation, to make a list of resources that employees might need. It would also be advisable for the individual to make time for workers who are in need of this benefits or support. Many times this individual is a member of the human resources department. Whether dealing through issues such as death, doing administration or laborer relations, Hr must contribute these tactical roles for employees. But the role of advisor or advisor must also reach the levels of upper management. “The hierarchical model emphasizes the Hr role as agent and advisor to corporate administration while the pro model centers on the administration of the connection between the corporation and needful external groups” (Eisenstat, R. ,Autumn 1996) In many companies, the most basic role for the administration function has been as an agent for, as well as an advisor and retain to, top management. Managers must be able to think through the implications of firm issues.. They must be able to study it, analyze it, intellectually incubate it, document it, base recommendations on it, and run it up the flagpole. Managers must concentrate on the needful problems of running the business. With executive and operational efficiencies in place, the attentiveness of managers has turned to other aspects of management. Faced with rapid and constant change, many organizations are seeking improvements in workforce productivity in order to verbalize a contentious advantage and, as a result, turning to their managers to help redesign the administration function in basic ways.

Managers must not only keep up with the pace of business, but also lead the way. They must move faster than even the fastest firm teams, anticipating needs and providing solutions before executives ask for them. The clients and customers think all of their needs to be top priority. Assistance capability requires them to be respectful of their requests, and to be as responsive as can be. truly they need to enable clients to meet their needs at once and effectively. But they may do this by referring confident tasks to others who can perform them more fast and efficiently, because of their expertise and Assistance delivery systems. Managers can use technology (email, direct data base access, etc.) to enable employees and their departments to be more self-sufficient. They may also fast reframe employees’ requests as problems they themselves can solve, without our supplementary involvement (Walker, J.,Sept 1999). Here lie the many functions of managers.

Functions of administration – "Strategic Manager"