BMG209: Introduction to Management and Leadership

Introduction
According to Stokes and Wilson (2017), management consists of using resources
effectively and efficiently in order to meet the demands of the organisation. In
essence, a manager is someone who gets things done with the aid of people and
other resources (Boddy, 2016). There have been many theorists through time who
have provided their own opinion on what good management is – all with contrasting
ideologies. Using theoretical analysis and primary research through interviews into
the roles of managers, this essay will investigate and expand upon the relevancies
and critiques of some managerial theories in an attempt to understand what makes
an effective manager.
Literature Review
To understand how a manager can be effective in their role, it is important to
recognise the various theories of management devised by theorists throughout
history. Theorists such as Henri Fayol. Fayol was one of the very first to look at
management and develop a theory for how good management should occur. In
1916, Fayol published his theory of functional (also known as classical or
administrative) managerial approach in which he divided managerial activity into 5
elements: Forecasting and Planning, Organising,
Command, Control and Coordinating (Mullins and
McLean, 2019). The endeavours of Fayol were
the foundation of management as a discipline
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Jack Wilson
B00803050
BMG209: Introduction to Management and Leadership
What does it take to be an
effective manager?
Words: 2182

and profession (Pryor and Taneja, 2010). However, his theories have been widely
criticised for “the romanticisation of management” (Merkle, 1980; cited by McLean,
2011). According to Baumgardner (2011), although it is a classical theory and more
than 100 years old, there are still elements that are still relevant today in relation to
planning, coordinating and leadership.
From Fayol’s work, more theories and interpretations began to arise. Another early
classical theorist, Frederick Taylor, coined the theory Taylorism or “scientific
management” in which he was concerned of increasing the efficiency of control and
co-ordination at work. There was strong emphasis placed on a “fair day’s work” and
optimising worker productivity by motivating them to achieve a lucrative wage
through completing work in the most effective method (Mullins and McLean, 2019).
Through principles such as detailed description of tasks to be completed and division
of labour, scientific management revolutionised industry as it demonstrated how
organisations can become more effective and efficient through ‘smarter work’ rather
than longer hours and more employees (Koumparoulis and Solomos, 2012).
The emergence of bureaucracy in business management was established by Max
Weber, a German sociologist, who sought to introduce power, rationality, and control
within the workplace. Clear definition of tasks and responsibilities allowed
standardisation to take place among employees (Mullins and McLean, 2019).
According to Wilson (1999 p35), “Authority is wielded as tasks are allocated,
coordinated, and supervised ... the bureaucratic structure has become dominant in
modern society.”
However, as time progressed and industries changed, new theories were devised to
suit the differing tasks that managers must undertake. A key evolutionary theorist is
Henry Mintzberg. He was a main protagonist who rejected Fayol’s classical
managerial approach and dismissed his concept as “folklore” (Mintzberg, 1989 p.9).
He instead, based on an observational study of five CEOs, concluded that a
manager’s work - broadly speaking - could be categorised into ten job roles. These
roles consist of three interpersonal roles (figurehead, leader, and liaison), three
informational roles (monitor, disseminator, and spokesperson), and four decisional
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roles (entrepreneur, disturbance handler, resource allocator and negotiator) (Grover
et al. 1993; Mintzberg et al., 1991). Mintzberg set out to fit individuals into specific
roles which best suited their talent. Tyler (2007 p283-284) suggests “different
managers will have different skills and preferences, Mintzberg’s account of
managerial roles prompts a manager to attend to the development of interpersonal
skills, to recognise the importance of managing information, and to recognise the
different kinds of decision that the manager will face”.
In a more recent study, Whetten et al. (2000) developed a more adapt theory to
modern day organisations and management. They theorised how communication
today is more important than traditional hierarchical levels. In the past, theories such
as Fayol’s may have led to diminished communication between levels of the
organisation and so Whetten and Cameron focus on its importance. They categorise
the types of managerial roles into intrapersonal and interpersonal, with particular
focus on stress management and problem solving that managers are responsible for
in themselves and all their subordinates. From research, they also recorded the 10
most identifiable skills a manager can have to be effective. These are: “Verbal
communication (including listening); managing time and stress; rational and creative
decision making; recognizing, defining, and solving problems; motivating and
influencing others; delegating and engaging others; setting goals and articulating a
vision; self-awareness; team building; and managing conflict” (Whetten and
Cameron, 2015 p30).
Method
In order to try to answer the question “what does it take to be an effective
manager?”, interviews of two managers were carried out. Manager 1 is a General
Manager at a textile manufacturer with 30 years’ experience in the company and 2
years in a managing role. Manager 2 is a General Manager and Senior Team Leader
in a start-up software company with 14 years’ experience in the company and 7
years in a managing role. Both managers exist in Small-Medium enterprises (SMEs).
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