Solution
Introduction
Managers are always challenged to produce results with the expectations being complex for the contemporary manager who must produce results on time embracing prompt technological and social change. This is affirmed by Rigby et al. (2016) who have noted that managers are supposed to be in a position of using existing rapid change in producing realistic results and embracing change rather than avoiding the change process. The manager and other stakeholders in the managed organisation ought to be anticipating on the change and setting aggressive, forward-oriented goals for the purpose of ultimately embrace change in the appropriate time and appropriate way. Further, Hornstein (2015) has pointed out that in such a phenomenon, the managers are in a position of managing their operating environments and their individual destinies. Therefore, with the imminent change in the modern business environment and the need to embrace change, the managers are placed in an environment that alters their skills and behaviours to be successful in these areas.
The most critical tool that must definitely alter the skills and behaviours of the managers in setting and achieving a progressive goal is people. To be in a position of gaining results with this tool, the managers ought to be in a position of instilling it to their workers and a sense of vital commitment and desire of contributing to the set organisational goals. This is affirmed by Senyucel (2009) study that has pointed out that controlling and coordinating the efforts of the employees towards common goal attainment is instrumental. Also, they must control and coordinate the overall efforts of their employees towards a holistic goal accomplishment. Eventually, they would be in a position of assisting them in assisting their subordinates in growing their ability to create immense and positive contributions.
Analysis
Through a focus on Mintzberg (1973) and the author ‘role analysis’, identifying the roles that management plays within an organisation it summarises these roles into three categories as follows, Interpersonal, Informational and Decisional. Following this, it is possible to identify possible situations managers could be placed in which may require them to alter their skills in order to be successful. Additionally, this analysis can be informed by Tahar et al. (2011) presidential office organisational concept popular with American management in the past decade. This form of management appreciates the need for subdivision of the chief executive responsibilities among a skilled group of key managers who can realistically function as a team. In the contemporary practice, Voss (2010) has criticised this presidential office management concept by noting on the need of having an organisation development (OD) assistance for forging a competent and divergent individuals into a single team. In this regard, the analysis of the skills and behaviours that could be altered as a consequence of exposure to different situations can be influenced by different approaches. These include trait approach (Aubin et al., 2013), situational approach (Mayer et al., 2012), follower approach (Valcea et al., 2011) and the contingency model (Shaw et al., 2011) which are identified as the factors establishing the management in small groups.
The Trait Approach
This is the first critical approach that demonstrates the situation in which a manager could be placed. As noted by Aubin et al.(2013),
Please click the paypal icon below to receive this assessment in full for only $10