Management Misconception

Misconceptions about management have seldom affected the prospects of effective management. Management covers wide functional areas and has a large scope of implementation. It is important to understand that there can be various misconceptions that can be present in regards to the various areas of management functions. One of the areas of management that often gets affected by the misconceptions of the participants is the area of management functions. There is significant misconception in regards to management actually being an easier function than contributing every day to productivity. When classified in a broader sense this means the misconception that leadership is actually an easier process than the work done by the subordinates. Leadership ability actually requires more stressful work than that of the subordinates. This might look like a small misconception concerning the outlook of the subordinates but contributes to larger problems as the subordinates tend to move up in the hierarchy (Clampitt and Dekoch 2016). It is important to note that misconceptions like this contribute negatively towards the growth and development of effective leadership among the managers. It is often found that managers are unable to take the designated responsibilities properly as they might have thought that it would be an easier task to manage than perform in the front line. The misconception arises from some of the outward visible aspects of management. It can be said that management as a process might look to the subordinates as relatively easier than their part of the work. As a face the subordinates at times are also given targets that are difficult to achieve. Some times as work pressure increases the targets might also get exhausting. This leads to the development of the thinking that the work responsibilities of the managers are much easier to conduct (Hegarty and Cusack 2016).

Running head: MANAGEMENT MISCONCEPTION
MANAGEMENT MISCONCEPTION
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Misconceptions about management have seldom affected the prospects of effective
management. Management covers wide functional areas and has a large scope of
implementation. It is important to understand that there can be various misconceptions that can
be present in regards to the various areas of management functions. One of the areas of
management that often gets affected by the misconceptions of the participants is the area of
management functions. There is significant misconception in regards to management actually
being an easier function than contributing every day to productivity. When classified in a broader
sense this means the misconception that leadership is actually an easier process than the work
done by the subordinates. Leadership ability actually requires more stressful work than that of
the subordinates. This might look like a small misconception concerning the outlook of the
subordinates but contributes to larger problems as the subordinates tend to move up in the
hierarchy (Clampitt and Dekoch 2016). It is important to note that misconceptions like this
contribute negatively towards the growth and development of effective leadership among the
managers. It is often found that managers are unable to take the designated responsibilities
properly as they might have thought that it would be an easier task to manage than perform in the
front line. The misconception arises from some of the outward visible aspects of management. It
can be said that management as a process might look to the subordinates as relatively easier than
their part of the work. As a face the subordinates at times are also given targets that are difficult
to achieve. Some times as work pressure increases the targets might also get exhausting. This
leads to the development of the thinking that the work responsibilities of the managers are much
easier to conduct (Hegarty and Cusack 2016).
Management however is not an easy task from any perspective as it requires one to
manage a team of different people. Management is taking responsibility for the performance of

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others and this is the crux of the entire process of leadership. Effective leadership is required for
management which means that one has to balance many roles together. Management of teams
require the tracking of everyday data, managing performance rates, coaching, mentoring and
coordinating with the reporting managers among various other functional areas. It is important to
understand that every day contribution of the employees are as important as the everyday
management of the leadership (Pesta et al. 2015). In fact it can be said that managers need to be
more effective and efficient in their work than the everyday contributors. There might be
managers that can be seen to take their job roles easier than they should be. However, they fail to
perform at par with the performance requirements and their teams seldom fail to achieve the
performance mark. It is important to understand that the managerial responsibilities cannot be
taken lightly. They are essential towards the performance of the entire team. Hence, everyday
contribution is not easier than management as it involves only singular or less diverse range of
skills. Management of the team involves utilizing various different skills to do various different
functions that can guide the performances of entire teams. The misconception might seem to be
less but it contributes greatly towards the overall performances of managers and teams. For
example- a subordinate employee might actually aspire to be a manager to get an easier to
manage job profile. However, upon being selected the manager faces issues that can potentially
affect his motivation to stay in the job. Hence, in the past a large number of managerial attrition
has occurred due to this mind-set. Additionally, it is important that the manager understand that
their work requires more performance effectiveness than their subordinates (Hegarty and Cusack
2016). Without understanding that the managerial factors are multifaceted and is more difficult
to manage than contributing towards everyday productivity it becomes impossible to develop a
proper management environment.

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Ultimately, being not aware of the bigger responsibilities of any management position
leads to the improper management of the responsibilities. This further leads to managers not
performing well and then putting the blame on their subordinate employees (Harris and
DeFlaminis 2016). The main problem that can be seen across organization is the lack of
coordinated approach among all the employees. This is because very less number of
organizations take part in active discussion about the roles of the hierarchy between the various
levels. This leads to the thinking that the managerial responsibilities are easier than the
responsibilities of the subordinates. In turn this can lead to serious workplace issues ranging
from lack of coordination between the management and the subordinates to the misguidance of
the employees. The argument that is put forward hence is that the outlook of the people engaged
in any working environment should change. The misconception that management can be an easy
function at any given time can actually contribute towards disintegrated workforce management.
On the side of the workers it can create a feeling that the management is only present to make
their subordinates work. However, this can also show that the managers are not working properly
towards helping their subordinate members. The management of various organizations and the
employees should develop an effective level of communication through which it can be made
certain that there can be proper coordination between them. Perceiving that a higher job role
might actually be easier to manage than a lower job role can hamper the effective development
of an organization (Laloux 2015). Often these perceptions lead to workplace conflicts that further
lead to many problem issues to occur within the given organization. The outlook also lead to
employees promoted to a management position to perform lower than their expected
performance rate. The y even fail to provide effective performance to the organizations and their
teams falter and become unproductive. This is the main reason that there should be a proper

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understanding in regards to all the essential job roles that are present in any given organization.
This helps to greatly improve organizational performance, employee relationships, leadership
value and operational effectiveness.
References
Barends, E. and Rousseau, D.M., 2018. Evidence-based management: How to use evidence to
make better organizational decisions. Kogan Page Publishers.
Clampitt, P.G. and Dekoch, R.J., 2016. Embracing Uncertainty: The Essence of Leadership: The
Essence of Leadership. Routledge.
Harris, A. and DeFlaminis, J., 2016. Distributed leadership in practice: Evidence, misconceptions
and possibilities. Management in Education, 30(4), pp.141-146.
Hegarty, N. and Cusack, G., 2016. Give me What I Want but here's What you Need: An
Exploration of the Juxtaposition of Mid Level Managers as both Follower and Leader. American
Journal of Management, 16(2), p.64.
Laloux, F., 2015. The future of management is teal. Retrieved, 4, p.2016.
Pesta, B.J., McDaniel, M.A., Poznanski, P.J. and DeGroot, T., 2015. Discounting IQ’s relevance
to organizational behavior: The “somebody else’s problem” in management education. Open
Differential Psychology, 35, pp.1-11.