Levels Of Management Case Study

Superior Essays
Question 2.1
Managerial responsibility
According to Jones (2016: 15) the manager has the responsibility “to monitor, train and supervise” the group of employees, in a department, where he is assigned to. He also states that the manager should be increasing the employees’ expertise and job-specific skills. Figure 1 Levels of Management
Jones (2016: 11) explains that there are normally three levels of management in an organisation- first-line managers, middle managers and top managers. Each level has different responsibilities, but tasks stay the same.
First-line managers are often known as Supervisors. They are the first type of manager after the rest of the employees (non-managerial employees like executives and sales). The first-line manager
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This is the most senior level of all the management levels and also to whom the top managers report to. CEO’s central concern is to choose a group of employees to form a functioning top management team (Jones 2016: 13).
All management positions consist of the four principal managerial tasks, this includes planning, organising, leading and controlling (Jones 2016: 13). Top management spend more time on planning and organising whereas first-line management spend more time on leading and controlling (Jones 2016: 14). According to Jones (2016: 14) the top managers needs to constantly identify and plan for new opportunities, where first-line managers need to lead and supervise the non-managerial employees’ daily tasks.
Leadership responsibility.
Leading is one of the four core principals of management. A brief description of leading is to communicate a comprehensible vision of the organisation (Jones 2016: 10) to the employees. Leadership is accomplished through the managers’ power, influence, personality, persuasion and communication skills to motivate, inspire and direct the employees to achieve group or organisational goals.
Differ:
Although leadership and managerial responsibility go hand-in-hand, the one is a trait and the other a job
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These feelings in a group are known as “esprit de corps” (Jones 2016: 45). Employees’ values, attitudes and emotions are influenced by the culture of an organisation. Thus it has the tendency to make employees act, feel and think in a certain way (Jones 2016: 63). The characteristics of a manager have a great influence in the organisational culture, as he sets an example to all the non-managerial employees (Jones 2016: 63).
The organisational culture can grow strong if employees and managers truly believe in the organisational values (Jones 2016: 74).
Everybody is different, and thus does every personality have a different way of thinking and doing (Jones 2016: 78). As Jones (2016: 78) describes it: people from the same organisation tend to share a few beliefs and values, which determines them to behave in a specific way. Thus the organisational culture grows stronger and then it gets a “personality” (Jones 2016: 78). The stronger the personality the better behaved the employees will be towards each other and perform their work better (Jones 2016:

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