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FBL5010 - Concept of Managing People in Organization Assignment

   

Added on  2020-02-24

9 Pages2405 Words46 Views
1Running head: MANAGING PAOPLE IN ORGANIZATIONManaging People in OrganizationsNameCourseInstitutionLecturerDate

2MANAGING PEOPLE IN ORGANIZATIONExecutive SummaryManaging people in organizations is not a new concept, though it has gained more popularitywith modernity. The modern business world is characterized by intense competition, pressuringmanagers to ensure sustainability of businesses. Effective management of individuals inorganizations is therefore crucial in ensuring that the productivity of employees is enhanced.When people are managed properly, the probability of an organization’s success even duringeconomic recessions is increased. Subsequently, the profitability and the sustainability of theorganization are ensured. The concept ‘manager’ encompasses several tasks and directions anindividual can trail in order to become successful as a manager in the specific environment. Thename ‘manager’ epitomizes quite a general term to indicate a person’s profession. Nonetheless,such general approach does not relate to the quintessence of the profession itself. The presentpaper sums up my experience during this cause, offering an insight on what I have learnt. Duringthe course, I was able to distinguish the difference between effective management and effectiveleadership. I learnt that not all leaders are managers and not all managers are leaders. Formanagers to be effective, they have to develop the leadership skills necessary in leadingorganizations.In addition, the paper focuses on the managerial skills necessary in managing people. Theseskills include organizational, controlling, decision making and planning and leading skills. Thefour skills enhance a manager’s work since they aid in organizing, making the bestorganizational goals and monitors. Managers also require communication and interpersonalskills. Communication skills aid in passing required instructions to the employees and messagesto the superiors. Interpersonal skills on the other hand ease the interaction of the managers withpeople from different backgrounds. Other managerial skills identified in this paper includeproblem solving skills (aid in conflict resolution) and technical skills (acquired in the classroombased on the professional career the person decides to venture).Further, the paper discusses how some of these problems can be developed to improve theeffectiveness of a manager in running an institution. Interpersonal skills develop from childhoodand improve as we grow up. Decision- making skills, on the other hand have to be developedduring our daily activities. The paper also incorporates the characteristics of a good managerwhich include creativity and flexibility. The two characteristics help the managers both inmanaging normal activities in an organization and also in change management.To summary, undertaking this course has enabled me to realize that managing people inorganizations requires both leadership and management skills. This course has helped me torealize that such skills must be developed on theoretical foundations using our daily life as activehands-on experience. I believe that all the skills and knowledge acquired during this venture willenhance my work as a manager in future. An effective manager should however be ready to learnand develop their managerial skills thorough out their life.

3MANAGING PEOPLE IN ORGANIZATIONIntroductionPeople management in organizations is becoming more critical in the modernworld in a bid to maximize productivity and attain efficacy. Managers are therefore faced withthe responsibility of managing workers so as to improve the value of their companies. Theconcept ‘manager’ encompasses several tasks and directions an individual can trail in order tobecome successful as a manager in the specific environment. The name ‘manager’ epitomizesquite a general term to indicate a person’s profession. Nonetheless, such general approach doesnot relate to the quintessence of the profession itself. The present paper is a reflection of what Ihave learnt throughout my management course.Are managers also leaders?Before undertaking this course, I was a bit confused on the role of a manager as a leader.Like most people, I have always used the term leader to synonymize the term manager. In myteenage years, I worked for various organizations part time. The duties and responsibilities of amanager seemed to be similar in all organizations. Growing up as a learner, I associated the roleof management to the teachers. To me, the teachers acted as ‘commanding officers’ who ensuredthat everything in the classroom ran smoothly. They taught, gave us homework and were incharge of enrolling newcomers. It never occurred to me that one could actually become a leaderbefore ‘attaining’ the title manager. Are there managers who are not leaders? That was the firstquestion I asked myself.A manager need not only be a good technician, but should also focus on the workersinstead of concentrating on tasks. Managers are thus expected to rely on other individuals insteadof relying solely on themselves (Chun, 2012). My perspective lies with Chi et al. (2017) that

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