Effective Management: Roles, Styles, and Functions

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**Management: Roles, Characteristics, and Functions**

The address is the organ that determines the objectives to be achieved and plans for action which can achieve them. It gives the company organization and resources, has authority and responsibility, encourages, commands, coordinates, and evaluates its partners to implement plans and achieve goals.

Roles of Managers or Management Characteristics

  • Decision-maker: Makes decisions, is entrepreneurial, combines resources, and marks the boundaries in negotiations.
  • Interpersonal: Relates to people in the organization, is the figurehead, leader, and liaison.
  • Informational: Seeks and receives information about the environment and the organization itself, transmits information so that people know what to do and carry it out.

Types of Authority

  • Formal Authority: Determined by a person's position in the organization.
  • Informal or Real Authority: Identified by competition and recognition.

Management Functions

  • Planning: A plan or project must be made with the actions to be undertaken, scheduled, and the cost of the shares must be taken into account.
  • Organization: Fixed organizational structures are established, authority is delegated, and relationships are established between all levels of the enterprise.
  • Implementation: The manager must make decisions and transmit them.
  • Coordination: Specific means and efforts for joint action should work in tandem with common goals.
  • Control: Allows for the correction of faults or defects.

McGregor's Theory X and Theory Y

  • Theory X: Assumes that people are inherently lazy and carry out their duties for fear of dismissal or lower categorical status.
  • Theory Y: Assumes that people are active and perform their tasks to achieve goals.

Management Styles

  • Autocratic: Authoritarian executive, thinks they have no subordinates, only colleagues.
  • Paternalistic: Directly involved, concerned about personal problems, like a father who thinks they should guide them.
  • Democratic: Participative steering, thinks they have associates, not subordinates.
  • Laissez-faire: Permissive directors, the chief commands but does not exercise any activity delegated to subordinates, and each acts as they see fit, generating a chaotic work environment.
  • Bureaucratic: Policy directives, creates a hierarchical structure and strongly standardizes.
  • Institutional: Excellent management, adapting their style to situations in which the process should develop, the working environment, and the management capacity of partners; it is dynamic.

Levels of Management

  • Senior Management: Plans at the political level, defines strategies.
  • Intermediate Management: Organizers, below top management, solve problems of analysis, study, etc.
  • Operations Management: Executes, the last level.

Ethics is needed in the business world. For example, misleading advertising to embarrass competitors in the long run will lead to that strategy's disappearance.

Intermediate Management

An Intermediate Manager is a professional with a high level of expertise in the workplace, serving as a bridge between management and workers. Their roles include:

  • Recipient of the delegation of roles.
  • Facilitator of their staff's work.
  • Mediator.

They perform management duties, planning in the short term. Some functions are exercised with greater intensity, such as organization, implementation, coordination, and control tasks. They are vital for the implementation of strategy, quality management, and development. Limitations include having maximum production methods, planned quality, and minimal costs.

Delegating Tasks

When delegating, duties are transferred, but ultimate authority and responsibility are retained. The process involves the need for coordination.

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