Management in organizations implies integrated approach and measures. For correct functioning, leadership, training, and promotion of ordinary personnel, motivation, efficient use of company resources, and other criteria, many concepts, skills, and qualifications from the management are required in the application. A good leader is not only a person in a certain position but also a person with outstanding organizational skills who leads the company to achieve its goals.
An effective manager must be able to motivate employees not only through basic financial motivation. Other sources of management include loyalty to the company, strategy, vision and mission, career opportunities, and role model fulfillment (Bacud 8342). Additionally, management is based on planning, as it is necessary to plan both the short-term and long-term goals of the company, the financial side in terms of the budget, and the allocation of time resources. An effective manager must have a planned strategy that outlines his next steps to achieve the company’s goals. To organize the processes, the leader must have a well-thought-out further development plan.
Management includes several functions at once, such as ensuring the correct functioning, employment, and realization of the potential of employees, increasing the efficiency of the company and commercial or other benefits, and using the company’s resources in business processes to achieve the greatest results. It is the manager who is the liaison between the different departments of the company, speaking at the same time on behalf of his department to others and to the management, and on behalf of the company to the employees of his department.
There are different management styles, but when reviewing, it is important to highlight the classic ones. The main leadership styles include authoritarian, democratic, liberal, and mixed (Sas-Nowosielski et al. 875). Optimally, the style is chosen depending on the level of development of the employees. There are also different levels of management that define the nature of a manager’s work: top-level management, low-level management, and middle-level management. Moreover, leaders in the modern world work in a multicultural society, as most companies have people from different backgrounds, including ethnicity, nationality, country of birth, and much more. All this determines diversification, and managers must be able to work correctly with such a society in order to build correct communication between different cultures.
The manager must have various tools for building a control system. The control system should be effective in terms of employee performance, achievement of company goals and other criteria, and not spending a lot of company resources. A correct presentation of control for employees is also important, for its perception not as a limitation of one’s own actions or criticism but as an objective measure for efficiency and development.
The main skills of a manager are communication, stability, the ability to build trust, leadership, transparency, and the ability to make decisions in difficult situations (Jena et al. 6174). Management of a company often finds themselves in unforeseen, ambiguous, or confusing situations, and final decisions depend on them, which are based on their own experience, sometimes intuition, and a willingness and readiness to take responsibility (Bright and Cortes). Therefore, management in the modern world requires a lot of soft and hard skills, depending on the industry.
In conclusion, managers are multifunctional people who perform a number of roles at once. The achievement of the company’s goals, the satisfaction of staff and customers, and the profitability of the project depend on these people. That is why managers play one of the key functional roles of any company. Their ability to motivate, lead, make decisions, and perform a set of other tasks is an important part of the company’s work.
Bacud, Shiela Antonette D. “Human Resource Management Program and The Motivation of Employees in The Performance of Their Duties and Responsibilities.” Advanced Science Letters, vol. 24, no. 11, 2018, pp. 8342-8344. doi:10.1166/asl.2018.12558
Bright, D. S. and Anastasia H. Cortes. Principles of Management. OpenStax. 2019.
Jena, Anupama, and Swasti Suvasweta Satpathy. “Importance of Soft skills in Project Management.” International Journal of Scientific Research and Management, vol. 5, no. 7, 2017, pp. 6173-6180. doi:10.18535/ijsrm/v5i7.45
Sas-Nowosielski, Krzysztof, Wioletta Szóstak, and Ewa Herman. “What Makes Coaches Burn Out in Their Job? Prevalance and Correlates of Coaches’ Burnout in Poland.” International Journal of Sports Science & Coaching, vol. 13, no. 6, 2018, pp. 874-882. doi:10.1177%2F1747954118788539