代写澳洲essay:BUSS1054管理原则
本文是根据南澳大学BUSS1054课程Management Principles来写,主旨是二十一世纪的管理角色发生了变化。众所周知, 21世纪是充满奇迹的时代。 世界正在变化,因此业务正在全球化。 因此,在本世纪,管理者的作用正在全球传播,并迅速复杂化。 本文旨在分析角色的变化以及这些变化的原因。
Managerial roles changes in 21st century
Introduction
There is no doubt that the 21st century is an era full of miracles. It brings up the information revolution by developing a number of information technologies. With the advent of Internet, E-commerce has becoming increasing poplar all over the world. The world is changing, therefore the business is globalizing. Consequently, it is commonly acknowledged that in this century the role of managers is spreading worldwide and becoming complex rapidly. This essay is designed to analyze how the roles changes and the reasons of these changes. To begin with, this essay will introduce the typical manager roles. Then it will present how managerial roles expand. Finally, it will demonstrate why manager roles become complex.
Traditional managerial roles
What is a manager? A manager is a person who should use organizational resources effectively and efficiently to realize organizational goals. Generally speaking, managers are divide into three groups- first-line managers, middle managers, and top managers - according to organizational management hierarchy where middle managers receive the report from first-line managers and answer to top managers.
First-line managers, at the base of the managerial hierarchy, have responsibility to supervise the activities of non-managerial employees. Therefore, first-line managers are often called supervisors.
Middle managers, supervisors of the first-line managers, have responsibility to seek the best way to make the most of human resources and other resources, like raw materials, to attain given objectives. They are questioned about which first-line managers to be able to take charge of certain projects, where to dig higher-quality resources, and how to organize employees to make good use of resources.
Top managers, at the highest level in an organization, are responsible for the performance of the whole organization. Usually, it is top managers who mark out the organizational missions, goals, and strategies to achieve those goals. Top managers, like CEO, are positions that may be much more demanding and stressful in a particular organization(Donald, Sydney & Ann, 2005).
How managerial roles expand
Traditionally, first-line managers’ responsibilities are to supervise them while the employees are putting themselves into producing activities. Nowadays, in the era of information, lots of companies have chosen to empower their workforce by using powerful software programs. Therefore, what non-managerial employees needs are not supervisors anymore, but coaches or mentors to provide advice and guidance in the IT work context. Then, the first-line managers work as coaches or mentors as employees require.
There is no doubt empowerment has changed managerial roles, and how would self-managed teams—groups of employees who have autonomic right to determine work assignment, work plan, method of quality detecting, budget and so on—influence managerial roles (Emery & Trist, 1960)? Actually, it is the same situation with empowerment. Both empowerment and self-managed team not only have made non-managerial employees become their own managers or supervisors, but also expand first-line roles.
In addition, increasingly, in order to find new methods and opportunities to raise the level of organizational performance, lower-level managers are encouraged to take comprehensive and cross-departmental views, which initially is the responsibility of top managers. In this situation, lower-level managers should look their goals in other departments.
Why managerial roles become complex
In the 21st century, managers at every level should realize that their responsibilities and tasks have been dramatically changing. There are two major reasons for these changes. One is increasing global competition, and the other is advanced new in-ecommerce and information technology (IT).
Global competition is born out of global environment. Because of the globalization of world, enormous global enterprises that compete and operate in two or more countries, have risen up and put great pressures on other companies in the same fields. For example, the emerge of the Italian furniture manufacture Natuzzi, German chemical companies Hoechst and Schering, Korean electronics companies LG and Sansung pose great threats to organizations in other countries.
Faced with global competition, today’s managers have to learn to make attempts and to adapt to new global competitive environment. There are four major challenges confronting the majors in 21st century: how to establish the competitive advantages, how to maintain ethical criterias, how to manage the diverse workforce, and how to utilize new systems of technologies and information.
Conclusions
In 21st century, dramatic changes in managerial roles have taken place. First-line managers don’t work as supervisors any longer, but act as coaches or mentors to provide guidance and advice. Lower-level managers are beginning to consider some questions that only top managers would think over before. The expansion of managerial roles has become common in contemporary organizations. What’s more, managerial roles become so complex that someone can not imagine. And the reason for these changes lies in global competition, the advances in e-commerce and information technologies.
References list:
DAVIS, K. 1960, "Can Business Afford To Ignore Social Responsibilities?", California management review, vol. 2, no. 3, pp. 70-76.
Donald C.H, Sydney F. and Ann C.M, 2005, Executive job Demands: New Insrights for Explaing Strategic Decisions and Leader Behavior, The Academy of Management Riview, vol.30, no.3, pp.472-491.
Emery, E.F. & Thrist, E.L., 1960,”Socio-Technical Systems”, in C.W. Churchman &M. Vehultst(eds), Management Sciences: Model and Techniques, vol. II.
Hamel, G. & Heene, A. 1994, Competence-based competition, Wiley, New York; Chichester [England].