The Evolution of Management
The Evolution of Management
Organizations are bound to experience many changes throughout their existence due to various factors such as technological advancement, changes in a social construct, and approaches to business. As a result, the organizations have to align themselves with the changes through altering the organizational structures and making changes to management roles. Notably, the main reason these alignments are necessary is because the organizations have to meet some strategic objectives to facilitate sustainability (Waterman and Peters, 2003). Therefore, it is imperative that the organizations formulate policies to evaluate their position relative to the changes in management practices as well as the size and form of the organizational structures.
Fundamentally, a manager is mandated to offer leadership to a department, business unit or a whole organization. As such, the manager is charged with the responsibility to negotiate with the stakeholders such as suppliers, contractors, employees, and government agencies as the organization goes through a series of changes. Secondly, the manager is responsible for making strategic and crucial decisions in the organization through consultations as well as relying on facts that create value. This is because the manager receives a lot of internal information and as to connect that with the external information to reach rational conclusions about the progress of the organization. Thirdly, the manager is the initiator of change in the organization. Once enough information has been gathered, relevant changes are made either to eliminate processes or improve on the existing ones through the leadership of the manager (Wren and Bedeian, 2008).
Under the classical managerial roles, managers used to watch people and be the bosses having very little direct involvement in the change process. Moreover, they had fewer appraisals to improve on their performance; therefore, many organizations remained stagnant. Nevertheless, the operating environment in most organizations has become turbulent due to competition and the need to keep up with changes in technology. As a result, managerial roles are evolving appropriately to accommodate the changes. For instance, managers have become facilitators of change processes rather than people watchers. Also, they are taking more risks through investing in new opportunities and improving their skills.
Besides the efforts by managers, organizations are guided to achieving their goals through having appropriate structures, that is, the chain of command and definition of duties (Mintzberg, 1989). The structures may be of the following forms; first, functional where organization id based on the commonality of purpose. Secondly, the structure may be divisional where organizations have branches and subsidiaries. Finally, the structure may be a matrix where the divisional and functional structures are integrated. However, the current changes in the business world have facilitated the formulation of tailored organizational structures to suit specific needs. As such, the organizational structures are a hybrid of many classical and contemporary structures to offer more flexibility in communication, the design of roles, learning patterns as well as accountability.
The organizational structures are crucial in achieving the organizational goals by ensuring that the right people are strategically places in the departments and business units. This allows for a timely response to changes within and without the organization (Kortmann, 2012). Additionally, organizational structures are instrumental in ensuring that employees’ performance is evaluated. Similarly, managerial roles ensure that the goals setting process are efficient and realistic. Furthermore, they accelerate the performance of employees to achieve the set targets.
Kortmann, S. (2012). The Relationship between Organizational Structure and Organizational Ambidexterity: A Comparison between Manufacturing and Service Firms. Berlin: Springer Science & Business Media
Mintzberg, H. (1989). Mintzberg on Management: Inside our strange world of organizations. New York: Free Press
Waterman, R., and Peters, T. (2003). In search of excellence: Lessons from America’s best-run companies. London: Harper Collins
Wren, D. A. and Bedeian, A. G. (2008). The Evolution of Management Thought. New Jersey: Wiley