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 …show more content…
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.
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.
Although leadership and managerial responsibility go hand-in-hand, the one is a trait and the other a job …show more content…
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: