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Essay / Research Paper Abstract
A 5 page paper that begins with the identification of the traditional primary functions of a manager. The writer comments on the criticism of the functional approach. Today, the manager's job is far more complex than it was in the past. One aspect that is constant is the need for a motivated workforce. The essay discusses different approaches to motivation, not theories. Bibliography lists 10 sources.
Page Count:
5 pages (~225 words per page)
File: MM12_PGnwmgrm.rtf
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(Erven, 2005). Still others include succession planning as a function of management (Encyclopedia of Management, 2006). These functions basically describe the managers job and distinguish that job from other areas,
such as accounting, marketing, finance and so on (Encyclopedia of Management, 2006). Fayol, who first discussed management in terms of functions in 1916 but whose work was not recognized in
the U.S. until 1949, said these functions were universal; all managers performed these functions or tasks regardless of industry (Encyclopedia of Management, 2006). Although the functional approach to describing management
came into disfavor in the early 1970s, these categories are still used today to describe what a manager does (Encyclopedia of Management, 2006). It was Henry Mintzberg who first argued
that these were limited categories that did not capture "the chaotic nature of managerial work" (Encyclopedia of Management, 2006). Mintzberg did his own study and concluded there are three sets
of activities or roles the manager is engaged in: "interpersonal roles, informational roles, and decision-making roles" (Encyclopedia of Management, 2006). For Mintzberg, the three interpersonal roles are leader, liaison, and
figurehead; the three informational roles are disseminator, monitor and spokesperson and the four decision making roles were resource allocator, disturbance handler, negotiator and entrepreneur (Encyclopedia of Management, 2006). One thing
everyone is certain of is that a managers job today is far more complex than it was two decades ago. Because of the speed at which things change, the old
standards in management behavior have changed. For instance, Keskinen, Aaltonen and Kelly (2003) said: "the importance of long-term planning, proactive global visions, and top-down management based on master plans has
diminished." Todays managers must make decisions based on different sets of information and, in fact, may need to make decisions quickly before they have all the information they would
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