Course instructors which are in contrast to individuals who hold positions such as department head are not usually classified as managers. In most situations, a course instructor does not fall within the definition of a manager when utilizing managerial functions, mainly because students are clients rather than employees. In some cases, an instructor has little input about course content planning, organizing, leading and controlling or how it is to be taught. In these instances, the instructor makes few managerial decisions.
In terms of managerial roles, course instructors may be involved in some ways in the interpersonal, informational, and decisional roles. For example, a course instructor could be seen as a liaison (interpersonal role), a monitor and disseminator (both informational roles), and a disturbance handler and negotiator (both decisional roles). Regarding managerial skills, course instructors certainly need technical skills—knowledge about the latest research and conceptual developments in a particular discipline. They also need significant human skills as they interact with their students. To a limited extent, the instructor utilizes conceptual skills as courses are planned or as departmental curriculums are debated.
The manager’s most basic responsibility is to focus people toward performance of work activities to achieve desired outcomes.” What’s your interpretation of this statement? Do you agree with this statement? Why or why not? This statement means that a manager’s job or responsibility is to coordinate and/or focus subordinates’ energies toward performance outcomes that will result in the achievement of organizational goals. By definition, management is coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. Therefore, most managers and management scholars would agree with this statement. Coordinating others’ work activities is what distinguishes a manager’s job from a nonmanagerial one. 4. Explain the universality of management concept.
Does it still hold true in today’s world? Why or why not? Management principles are needed for the efficient and effective operation of organizations, regardless of the level of the manager or the industry in which they operate. This is true for today’s organizations now more than ever. The global environment of today ensures that organizations will face staunch competition. Failure and weakness on the part of management ultimately lead to loss of market share and organizational closure. Also, gone are the days when managers could ‘bluff’ their way through their dealings with employees who have become more demanding and aware of their legal rights. 5. Is business management a profession? Why or why not? Do some external research in answering this question. According to the Occupational Outlook Handbook published by the Bureau of Labor Statistics, management is a profession.
In addition to the concept of an administrative manager, the Occupational Outlook Handbook list a variety of specific types of management positions, such as management analysts, management consultants, management development specialist (such as human resource managers). According to the Bureau of Labor Statistics (BLS), administrative services managers held about 247,000 jobs in 2006 with 12% expected in the next ten years. The majority of jobs identified by the BLS, shows that about 65 percent worked in service-providing industries, including Federal, State, and local government; health care; finance and insurance; professional, scientific, and technical services; administrative and support services; and educational services, public and private.
The remaining managers worked in wholesale and retail trade, in management of companies and enterprises, or in manufacturing. 6. Is there one best “style” of management? Why or why not? No, there’s probably not one single “best” style of management. Organizational situations vary and what works best in one organization may not necessarily work best in another. Point out to students that they will find a variety of managerial “styles” illustrated throughout the textbook in different boxes, examples, and cases. Each individual tends to develop his or her own preferred “style” of managing.
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