Role of the Manager 'Managers create and maintain a superstructure while shaping the behaviour of others within and around it' Chapman (2001). She suggests that the roles of managers are changing as new forms of organizations evolve, thus more flexible and fluid arrangements of people and other resources are required. Chapman (ibid) notes that later theorists who attempted to relate Fayol's (1919) objectives or functions of management to the everyday activities of managers found it very difficult. She cites Stewart (1982) who argues that more attention needs to be given to the dynamic aspects of managerial jobs and work; and Kotter (1982) who describes managerial work in terms of 'agendas and networks'. Classical Management theory Warner & Witzel (2004) on the other hand still favour the management theories of Fayol (ibid) arguing that his ideas focussed on the whole organization and not on the specialist functions of Taylorist scientific management. Management is divided into seven separate tasks known by the acronym POSDCORB; planning; organizing; staffing; directing; coordinating; reporting; budgeting. Although criticized for being too functionalist it is important to note that the tasks are not seen as mutually exclusive. Fayol argued that all management tasks could fit into one of these seven categories and that all seven were in some way the task of every manager. Hence Fayol's theory is said to remain the best simple description and classification of the daily tasks and duties of management yet developed. [pp.108-9] Back to Top Increasing Organizational Effectiveness Chapman (ibid) identifies key processes for organizational effectiveness to which managers can add value. These include establishing broader relationships as entrepreneurs and adopting supportive roles as coaches or institutional leaders (citing Garvin, 1998). Managers should be freer to develop in their roles and expand their options and territory as opportunities arise. It is also suggested that the idea of the manager as an individual per se should give way to an understanding of how the 'players' contribute to the manager's behaviour. It is emphasized that the exercise of judgement, not just in major strategic decisions but also in an everyday sense, sensitive to the workplace and the wider commercial situation, can be a source of new growth and revitalization of the business. Influence is a second key managerial process, shaping the behaviour of others to obtain support and cooperation. The dimensions of influence identified as critical include the capacity to motivate, persuade, appreciate, understand and negotiate. Back to Top